Close this search box.

Women in Project Management

Women in project management

Is the systems integration industry ready to fully acknowledge the value of women in project management, and support their growth?

I hope so, because whether the job is filled by women or men, it’s time to shift the paradigm of project manager from a through-the-ranks, glorified technical lead (someone who heroically gets the system up and running) to a proactive, communications-centric facilitator (someone who manages the client’s expectations, coordinates the multiple functions needed on the project, and maintains a credible and lasting client relationship).


Now, before explaining why AV project management is a growing field for women, I need to offer some disclaimers. I will be making gender generalizations based on my experience teaching and mentoring thousands of project managers. These generalizations are in no way meant as judgmental or sexist. In fact, the same qualities that make women good project managers can be seen in men. Although in my experience, such male project managers are currently in the minority.


For starters, let’s describe the traditional male project manager.

He often came into the role from a technical position, promoted based on his ability to reactively solve problems through heroism and overtime. Often, he’d rather be wearing a tool belt and working on the system implementation than performing traditional project management tasks. That way he’s always being productive and confident the job will be done right (according to him, anyway). These are admirable qualities.


However, the typical male project manager also:

  • Does not like to address conflict. He would rather it not occur and will avoid tough conversations when possible, which typically creates greater conflict down the road.
  • He’d rather talk to technical peers than clients (if he talks at all). Proactive communication is not necessarily his strong suit.
  • He does not like to be bothered with status reports, change orders or final documentation.


Paperwork is not as important when there are integration problems to solve and fires to fight that only he can put out. In other words, the male project manager thinks most about the getting the system up and running, often to the exclusion of managing the client and their expectations. Does this description apply to every male project manager? No. But, in my experience, it applies to most of them.


Now (again, based on years of experience) let’s describe the typical female project manager.

She likely did not come into her position from a technical role (which is not to say she does not know technology); therefore, her ego is not tied to her technical skills or tool-belt heroics. She tends to look at more systemic causes and solutions — because she’s not in “technical” charge of the project, she’s not tied to the way things have always been done.


Moreover, the typical female project manager:

  • Usually relies on those project team members who are wearing tool belts to complete the system implementation, therefore she’s much more proactive in making sure everything is in order before the work is started and in managing the project’s risks. In other words, she’s more interested in preventing a crisis than relishing the chance to save the day.
  • She prefers to avoid unnecessary conflict and would rather communicate with and involve the client prior to a crisis in order to look for collaborative options.
  • She’s good about ensuring that the client has a track record of status reports, change orders and final documentation. She does not see paperwork as an administrative function but as a communication management function.


To be sure, this description doesn’t fit every aspiring female project manager, but it fits a lot of them. And there’s nothing here that couldn’t also apply to some of the industry’s best male project managers, but so far, it doesn’t apply to enough of them.


What can the systems integration industry do to bring the best project management skills to bear, and reduce the adrenaline-based, heroic culture of today’s male-dominated project management function?

  1. Understand that project management is primarily a coordination and communication function, based largely on preparedness. It shouldn’t be viewed as an additional responsibility placed on an AV company’s most heroic fire fighters.
  2. Companies should realize that paperwork and communication are not just administrative functions to be done after the “real” work is complete.


Companies should get to know and respect women in project management roles for their proactive communication, escalation and problem-solving skills. Then look for people — women or men — with similar skills. Create outreach programs or internal mechanisms to provide success-oriented growth opportunities for people who showcase planning, coordination and communication skills.


Companies should get to know and respect women in project management roles for their proactive communication, escalation and problem-solving skills.


Women should become part of the project management discussion. The systems integration industry is still heavily dominated by men, but that is slowly changing. In many cases, project management offers a good way for qualified women to find a role in a growing industry.


In the long run, this type of shift in the way companies approach project management will reduce the number of adrenaline-fueled projects that ultimately lead to exhausted team members.


Does it work? Yes.


Is it worth it? Yes.


The benefit? Better-managed projects and higher client satisfaction.



Calling All Women in Project Management: 

Introducing Navigate Academy!

Introducing Navigate Acdemy

At last there’s an online training platform designed specifically for systems integrators and their technology partners.

Each completed lesson plan is eligible for an AVIXA CTS certification RU, and a Project Management Institute PDU towards PMP certification.

Learn more at Navigate Academy!


Featured Content

Handpicked Related Content

No data was found