< News
March 31, 2025
Many manufacturing organisations rely heavily on engineering project managers and project engineers to steer their capital projects toward successful outcomes, and the question often arises as to whether the experience of the project manager is the single most important determinant of success. On the surface, considerable previous experience in capital project management roles appears indispensable. Seasoned professionals have spent years cultivating their leadership approach, honing their risk management techniques, and mastering essential aspects of resource management and stakeholder engagement. Yet, while such deep experience can certainly tilt the scales in favor of successful delivery, it is not the only factor at play. There are multiple components that collectively shape project outcomes, and each one contributes a distinct influence on the ultimate success or failure of the work. From the clarity of objectives to the organisation’s ability to provide support, several variables need to align in order for a project to truly meet its goals.
Highly Experienced Engineering Project Managers
A highly experienced project manager or project engineer brings a wealth of insights that extend far beyond routine task scheduling. Such a professional has typically confronted a variety of challenging circumstances and complex problems. This breadth of exposure to real-world issues in industry is what enables individuals with extensive capital project management careers to develop a keen awareness of hidden pitfalls, a deft touch in communications, and the confidence to make high-stakes decisions under pressure. When an engineering project manager can quickly identify the possibility of scope creep or foresee cost overruns based on prior engagements, they are able to proactively manage potential threats. Likewise, when a project manager has a deeply ingrained understanding of project management team roles and responsibilities, they can assign tasks more efficiently, resolve conflicts before they escalate, and maintain a stable working environment. On a recent decarbonisation project for Silver Fern Farms, Senior Project Manager Altan Gurevin played a key role in overcoming complex challenges. His expertise in project management within the food and beverage manufacturing industry ensured minimal disruption to production through efficient communication and strategic scheduling. He also navigated the complexities of balancing plant capacity with stringent safety regulations, ground conditions, and space limitations. His extensive experience was instrumental in delivering a successful outcome
Organisational Support, Supporting Team Members To Succeed
However, context is crucial, and even the most seasoned professional will struggle if the broader environment is not conducive to project success. This is where the concept of organisational support becomes critical. A project manager of capital projects might be ready and able to deliver, but if the parent organisation does not provide adequate resources, executive sponsorship, or a clear project management consultancy scope of work, even the most talented individual will encounter setbacks. Organisational support can take several forms, including granting access to the right technologies, assembling skilled team members, and facilitating a culture of open communication and ongoing training. Sarah Starkey, a valued team member at TEG Projects, had this to share about the way TEG Projects supports our staff “There has been ample opportunity to expand my knowledge and skillset as a Project Manager, and learn from the wider team. It’s different to previous PM roles I have had due to the caring nature of the company and the personal touch to ensure the wellbeing of their staff”. At TEG Projects we have found that these supportive elements enable a project manager’s expertise to shine through, rather than being obstructed by internal inefficiencies or a lack of clarity.
Risk Management and the Role of Experience
One key area in which a project manager’s experience pays dividends is risk management. Every complex project in the food and beverage manufacturing industry carries inherent uncertainties. Experienced managers typically have a refined process for identifying, assessing, and controlling risks throughout the project lifecycle. They understand that risk management is not simply about avoiding problems altogether but also about putting contingencies and response plans in place to mitigate issues. Still, even risk management effectiveness relies on collective cooperation. If team members do not follow established protocols for flagging potential hazards or if senior stakeholders are unwilling to allocate buffers in the timeline, then these proactive measures may not achieve their intended effect. At TEG Projects, we believe effective communication is key to aligning all stakeholders. Our project managers draw on their past experience to navigate challenges, including asking the tough questions at the end of a project to foster continuous improvement, while we foster a collaborative environment where our team shares knowledge and insights to drive successful outcomes.
Leadership and Experience in Project Management
Leadership lies at the heart of effectively coordinating a capital project’s many moving parts, and it is strongly linked to experience. Professionals with many years in project management jobs often develop an assured leadership style that can unify diverse personalities under shared objectives. They become adept at reading team dynamics, identifying motivators, and creating an environment in which team members feel valued and empowered. They also recognise that leadership is more than just instructing people what to do; it is about inspiring confidence, providing a vision, and serving as a trustworthy point of guidance when challenges arise. Our TEG Projects Regional Managers carry out this role, bringing our teams together, and also providing guidance when challenges arise onsite. Projects are inevitably group endeavors; the synergy between individuals, their roles, and their responsibilities often proves as decisive as the presence of an experienced manager at the helm.
The Role of Stakeholder Engagement
Stakeholder engagement is another vital element that intersects with project manager experience but also stands as an independent factor in project success. Engaging stakeholders means managing their various expectations, keeping them informed of progress, and ensuring their voices are heard during key decision-making processes. The best project managers know how to negotiate, when to escalate potential conflicts, and how to align differing interests under a common goal. However, stakeholder engagement also involves the broader organisational environment: the presence of a supportive sponsor can be just as critical as the project manager’s personal skill set in opening lines of communication. If senior management does not champion the project, or if external stakeholders remain resistant to the project’s aims, the impact of the manager’s experience may be muted.
Planning, Monitoring and Adaptability for Project Success
Beyond these core elements, we also must consider the importance of planning, monitoring, and adaptability. Thorough planning provides a roadmap that even the most inexperienced team members can follow, while rigorous monitoring ensures that deviations from the schedule or budget are identified early. Adaptability cannot be overlooked; the ability to pivot swiftly in response to unforeseen challenges often makes the difference between a project that stagnates and one that pushes through barriers. An experienced engineering project manager can lead this adaptability effort.
Capturing, Growth and Development Opportunities From Each Project
Equally important are the growth and developmental opportunities that come from each project. In many ways, every assignment is a stepping stone in a project management career. Each project manager, whether highly experienced or still growing, will refine their skills through continual exposure to new scenarios, teams, and industries. Every triumph or setback adds to a repository of lessons learned, thus reinforcing the experience factor as a project manager moves forward. At TEG Projects we formalise this growth by having Development Plans for staff where they monitor their competencies against a Core Competence framework for Project Engineers, Project Managers and Senior Project Managers.
Ultimately, while it is clear that while the experience of the project manager plays a substantial role in driving positive outcomes, it is by no means the lone determinant of success. The confluence of risk management acumen, resource management efficiency, leadership capabilities, and stakeholder engagement forms a core foundation. Coupled with strong organisational support, a clear vision, and the willingness of all participants to collaborate, projects are far more likely to reach the finish line with favorable results. An experienced project manager can certainly set a project on the right path from day one, but successful project management depends on many interconnected factors. Experience, is a powerful tool, but its full potential is only unlocked within a supportive, well-structured environment that values proactive planning, open communication, and continuous learning. For those embarking on or advancing in a capital project management career, understanding this broader landscape is critical. Are you looking to expand your Project Management experience in the manufacturing sector, and put your skills to use in a challenging but supportive environment? Please get in touch, we’re always on the lookout for the right people to join our growing team.
