Transitioning from Project Management Analyst to Project Manager

Since joining Airwalk Reply in 2022 I have worked on many delivery projects across the public sector and financial services. As part of the Project Management Office (PMO) at the time, these roles naturally saw me providing support such as reporting, action tracking and other functions associated with the role of a PMO Analyst. Feedback I received showed that I was consistently providing a good level of service but I knew I wanted to take on more responsibility and become a project manager (PM). 

Set objectives

The starting point in developing my career as a project manager was being open and honest with my line manager and account manager. Having those conversations allowed me to openly discuss my career ambitions and how I wanted to transition away from a PMO analyst into a project manager. I figured I could take on more responsibility whilst still providing support to the engagement project manager as a way of learning and developing my new skills in a manageable way.

Assessing skills

Following our conversations and with support from the senior leadership team, my line manager and I assessed which responsibilities I could undertake that would give me exposure to the role and behaviours of a project manager. Transitioning from one role to another is a significant step for me, and I wanted to approach it correctly to ensure I felt confident in my abilities. I worked with a number of people across Airwalk Reply, including my line manager, mentor, and project managers, to work out what skills and competencies I’d need to develop. The competencies for development we identified were:

• Planning
• Risk Management
• Resource Management
• Stakeholder Management
• Quality Management
• Financial Management
• Scope Management
• Communication
• Leadership

I then assessed myself against each one in turn, using a simple scale of red, amber and green to gauge how confident I am in applying these competencies with minimal support. Having others provide feedback and honest opinions meant I felt confident this was a balanced result. For those that were ‘red’, we signalled as ‘needs development’, and we agreed that I would ask the engagement project manager for opportunities to develop in those areas, either independently or through shadowing and supporting the project manager.

Following this gap analysis, I was excited to start the transition from PMO analyst to project manager. I was allocated the role of project support/junior project manager pretty much straight away and was very excited to get stuck into the project. I knew that I had a structured career development path and that I would be learning in a safe, supportive environment.

Hands-on learning

Once in the new role, I was nervous as I wanted to show my colleagues and management team that I could be successful. My first step was to talk to the project manager upfront and explain what I wanted to achieve; they then assigned me responsibility for managing the project plan and the Kanban/Jira board, as well as chairing the Airwalk Reply Teams standups. Having these responsibilities allowed me to gain confidence in a project management space alongside adding value to the client as a junior project manager. Shadowing the project manager has been a very valuable experience, particularly in the areas of stakeholder management, getting exposure to how to manage client expectations and build professional and interpersonal relationships. 

Continuous growth

As well as developing my project management skills in a client environment, I am continuously looking to develop and improve my knowledge by undertaking training courses. Having asked a number of colleagues, I am exploring PRINCE2 Practitioner and Agile Project Management courses to learn about project management best practices. Learning about project management methodologies, particularly around the agile framework, will equip me with essential skills and knowledge to manage projects more effectively in dynamic and fast-paced work environments.

In summary, transitioning from a PMO role to a PM role involves leveraging your existing skills, gaining practical experience, and continuously developing your project management capabilities. With dedication and strategic planning, a successful transition can be obtained, and it is possible to excel in a new role as a project manager.
 

My first month at Airwalk Reply by Liz Hill Learn more