The case of the accidental project manager:
A narrative review
FEATURED PAPER
By Kieron Chadwick BA (Hons), MSc, CMgr FCMI, FHEA, CMBE
Straffordshire, UK
Abstract
This narrative review borrows aspects of the systematic literature review approach to analyse the current state of research relating to the concept of the accidental project manager (APM) – a concept which remains despite the professionalisation of the project context. The review examines the origins, challenges, and impact of APMs, focusing on organisational attitudes, hiring practices, and entry pathways which contribute to the phenomenon. Findings indicate APMs lack formal PM training and face difficulties balancing technical expertise and soft skills. However, organisations inadvertently facilitate APM by downplaying the project profession and underfunding training and compensation. The review advocates for structured support by utilising the Project Management Office (PMO) to facilitate informal learning and knowledge exchange. The paper concludes that the accidental nature of projects extends beyond project manager to roles such as governance, programme manager, and even the organisation itself, requiring further research to explore how deep-rooted the issue is.
Keywords: Project manager, accidental project manager, project management, accidental project management, literature review, narrative review.
Introduction
In the past, particularly during the 1960s and 1970s, project managers (PMs) were predominantly ‘accidental,’ however, in the decades that followed, a drive for certification and competency led to the professionalisation of the project context (Bourne, 2018). Between 2017-2027, there is anticipated to be a 33% increase in project-related employment (Bishop, 2023), following on from previous bold predictions such as that of Rahim and Duncan (2021), who estimated significant growth and demand in project management (PM) across industries between 2010 and 2020, projecting an indicated 11 million new jobs and $6.61 trillion in global revenue. Despite the recent professionalisation of PM, Bishop (2023) states that the concept of the ‘accidental project manager’ (APM) remains prevalent. Given the growth of project works, there is a subsequent supply-and-demand issue whereby organisations accelerating the use of PM have no choice but to recruit large numbers of untrained APMs (Green, N.D).
Sergeeva et al. (2018) believe that the days of the APM should be over, however, this paper poses the research question “are accidental project managers actually necessary for industry to achieve growth targets?” By exploring this question, the paper aims to add to the dearth of scholarly research in existence relating to the transition of people to PM (Zapf, 2013), by contributing to the study and understanding of the concept of APM (Richardson et al., 2015), in the process, building on Thorn’s (2023) paper ‘project managers experience and its impact on a project’s successful completion: a review of the literature.’
Methodology
This paper deploys a narrative review methodology to describe and discuss the current state of APM from a theoretical and contextual point of view. In doing so, it aims to provide readers with up-to-date knowledge about the topic (Rother, 2007). The paper therefore comprises a subjective examination and critique of the related body of literature, providing insight from a different and unusual perspective (Rumrill and Fitzgerald, 2001) – notably the contradiction surrounding the general narrative, by embracing the concept of APM. There are no acknowledged guidelines for narrative reviews like there is for the systematic literature review (SLR) methodology, like the Reporting Items for Systematic Reviews and Meta-Analyses (PRISMA) framework, however, there are aspects of the approach which have been borrowed with the aim of reducing bias in article selection in this paper (Ferrari, 2015).
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How to cite this work: Chadwick, K. (2025). Eliminate or embrace? The case of the accidental project manager: A narrative review, PM World Journal, Vol. XIV, Issue I, January. Available online at https://pmworldlibrary.net/wp-content/uploads/2025/01/PMWJ148-Jan2025-Chadwick-Accidental-Project-Manager-Eliminate-or-Embrace.pdf
About the Author
Kieron Chadwick
Staffordshire, UK
Kieron Chadwick, BA (Hons), MSc, CMgr FCMI, FHEA, CMBE is a business academic, author, and former industry professional, qualified to doctorate level via the CMI Level 8 Diploma in Strategic Direction and Leadership. A proud first-generation university attendee, he obtained a BA (Hons) in Business Management via the Chartered Manager Degree Apprenticeship (CMDA) and MSc in Management with Human Resources, as a mature student. Kieron is a Chartered Manager and Fellow (CMgr FCMI) of the Chartered Management Institute (CMI), a Fellow (FHEA) of AdvanceHE, and Certified Management and Business Educator (CMBE) with the Chartered Association of Business Schools (CABS).
As a holder of PRINCE2© Foundation and Practitioner certificates, and with a wealth of experience in project working in the education sector, Kieron currently lectures in project management at the University of Staffordshire, United Kingdom. He can be contacted at kieron.chadwick@staffs.ac.uk
