Project managers can add 15-25% to project costs. For some projects, they're essential. For others, they're an unnecessary layer between you and the people doing the work. Here's how to know which category your project falls into.
What Project Managers Actually Do
Good project managers provide distinct value:
For more insights on this topic, see our guide on MVP vs Full Product: When to Launch Lean.
Coordination
- Align multiple team members around priorities
- Ensure dependencies are handled in the right order
- Facilitate communication between parties
- Keep everyone on the same page
Planning
- Break work into manageable phases
- Create realistic timelines
- Identify and plan for risks
- Allocate resources appropriately
Tracking
- Monitor progress against plan
- Identify issues early
- Adjust course when needed
- Keep stakeholders informed
Problem Resolution
- Remove blockers for the team
- Mediate disagreements
- Escalate issues appropriately
- Find solutions when things go wrong
When Project Management Is Essential
Multiple Teams or Stakeholders
When your project involves multiple vendors, departments, or decision-makers, someone needs to coordinate:
- Web developers + designers + copywriters + marketers
- Multiple departments providing input
- External integrations requiring third-party coordination
- Approval chains with multiple stakeholders
Without coordination, people work in silos, make conflicting decisions, and blame each other when things break.
Complex, Multi-Phase Projects
Large projects need explicit management:
- Projects spanning 3+ months
- Multiple distinct deliverables
- Dependencies that must be sequenced carefully
- Significant budget requiring oversight
You Can't Be the Project Manager
Someone has to manage. If you're too busy with your actual job, lack experience managing development projects, or simply don't want to do it—having someone else fill that role is valuable.
High Stakes
When failure is costly, dedicated management provides insurance:
- Hard launch deadlines (events, regulatory requirements)
- Significant revenue at stake
- Reputational risk
- Complex compliance requirements
When You Can Skip It
Small, Well-Defined Projects
A 4-8 week project with clear scope and a single developer or small team doesn't need dedicated PM. The overhead exceeds the value.
Direct Developer Communication Works
If you can effectively communicate with the development team directly, adding a PM creates a game of telephone that slows things down.
Experienced Teams Self-Manage
Good development teams have project management embedded in their process. They track their own work, communicate proactively, and flag issues. Additional management may duplicate existing capability.
You're an Effective PM
If you have time and ability to manage the project yourself, that's often the best option—you understand your business better than any PM could.
The Middle Ground
Full-time dedicated project management isn't the only option:
Shared Project Management
A PM who works across multiple projects part-time, providing oversight without full-time cost.
Technical Lead as PM
A senior developer who handles both technical leadership and project coordination. Efficient for technically-focused projects.
Account Manager Model
Someone who manages the client relationship and high-level coordination while the team self-manages day-to-day.
Your Internal Champion
Someone on your team who isn't a formal PM but takes responsibility for the project's success on your side.
Evaluating PM Value
Ask these questions:
Complexity Check
- How many people/teams are involved?
- How many decision-makers need coordination?
- How long is the project?
- How many moving pieces and dependencies exist?
More complexity = more PM value
Capability Check
- Can you effectively manage this project yourself?
- Do you have time to stay engaged?
- Can you communicate effectively with technical teams?
- Does the development team have strong self-management?
More capability (yours or theirs) = less PM needed
Risk Check
- What happens if the project fails?
- Are there hard deadlines?
- How much money is at stake?
- How visible is this project?
Higher stakes = more PM value
What to Look for in a PM
If you decide you need one, look for:
Web Project Experience
General PM skills don't automatically transfer. Someone who's managed web projects understands the specific challenges, terminology, and common issues.
Technical Literacy
They don't need to code, but they need to understand enough to have meaningful conversations with developers and make informed decisions.
Communication Skills
The core job is communication. Can they explain technical issues to non-technical stakeholders? Can they translate business requirements into technical specifications?
Problem-Solving Orientation
Issues will arise. Good PMs find solutions rather than just reporting problems.
Red Flags
Watch for PMs who:
- Focus on documentation over progress
- Create barriers between you and the team
- Can't explain technical concepts clearly
- Report problems without proposing solutions
- Add process for process's sake
The Bottom Line
Project management is a function that needs to happen—but it doesn't always require a dedicated person. Small projects with capable teams and engaged clients often run fine without formal PM. Large projects with multiple stakeholders usually need someone filling that role explicitly.
Don't pay for PM you don't need. But don't skip it when complexity or stakes justify the investment. Match the management approach to the actual project requirements.
Related Reading
- Build vs Buy: When to Use Off-the-Shelf Software
- Template vs Custom Design: Making the Right Choice
- In-House vs Outsourced Development: Decision Guide
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We can help you determine the right level of project management for your needs—whether that's full PM support, light-touch coordination, or direct developer collaboration.
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