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There are many organizations that do not formally employ project managers. In that case, the project team absorbs the role of the PM. So, in this scenario, you’ll find a designer or developer leading client communications, project planning, and any other necessary tasks taken on to keep the project rolling. Either way, it’s not about a title. It’s about the fact that keeping up on the project is a necessity of getting the work done successfully.

No matter where you work, if you’re operating projects with deadlines and budgets, you need someone to manage them. It’s very possible that your company has a well-established process and employs someone with those three all-important letters at the end of their name, like a PMP^® (Project Management Professional) or a CSM (Certified ScrumMaster^®). It’s also very possible that you have an established process, but don’t work with an actual project manager by title. Chances are, you work with someone who handles the PM-like stuff. Maybe she doesn’t have the formal title of “project manager,” but she’s doing the job of a PM, and there is absolutely nothing wrong with that.

NOTE FORMAL PM TITLES AND TERMS

While digital might be new, project management has a rich history that dates back to the creation of the pyramids. Think about it—everything is a project. However, it wasn’t until 1969 that the Project Management Institute was formed. Since then, many organizations and practices have been formed to help project managers become better at their jobs. With that recognition came the creation of formal titles, certifications, and many variations of the role itself. If you’re looking for more information on the history of PM, check out www.projectsmart.co.uk/history-of-project-management.php.

Upon review of those points, you may decide that bringing in a part-time or freelance PM is a better route for you and your company. You can find these people all over the place, as the market for freelance project managers has grown significantly in recent years. Here are some things you might want to consider when bringing a capable PM resource onboard:

• Every company works differently, so be sure to be clear about the expectations of the PM role.

• Get your company’s and project’s onboarding docs or training together ASAP so that you can feel comfortable that they are fully up to speed on day one for the new hire.

• It takes time to get to know a team and a new company, so be open to this new person and willing to answer as many questions as needed. It will make that person feel more comfortable and successful in the long run.

• Make sure that the rest of your team welcomes the new person (and role) to the team and includes her in the project.

• Introduce this person to your team and your clients in a way that makes her feel included, needed, and a full part of the team. This person will have great responsibility, so you want that to be embraced.

• Provide access to tools, email, meeting spaces, and resources as you would with a full-time employee.

• Have an open door policy so that the PM feels comfortable discussing issues with you.

What matters the most is that you clearly define the expectations of the role before dropping someone into it. Take time to think through what project management means to your organization and then identify the type of person you want to fill that role. That will lead you to success.