Introduction
Have you ever come across a job posting for a “Technical Project Manager” that looks more like a software engineering role? If so, you’re not alone. Over time, many companies have blurred the distinction between Technical Project Managers (TPMs) and Software Developers, DevOps Engineers, or Technical Leads—leading to hiring mismatches and ineffective leadership structures. ❌
This article explores how corporate hiring practices misinterpret TPM roles, why it happens, and how both companies and job seekers can navigate this misalignment.
The Common Misinterpretation: “Technical” Means “Developer”
Example Job Posting:
#Urgent #Hiring – Technical Project Manager with a Master’s degree in Engineering and expertise in Java, Python, and AWS. 🤯🫡Does this sound like a project manager role, or a software developer with leadership responsibilities? Unfortunately, many companies misclassify TPM roles by prioritizing coding skills over project leadership expertise.
Why Are Companies Getting This Wrong?
Many hiring teams misunderstand the term “technical” in TPM job descriptions. Instead of focusing on technical leadership, risk management, and stakeholder communication, they expect TPMs to be hands-on developers.
Here are the primary reasons behind this hiring mistake:
- Uninformed Hiring Managers: Many hiring teams lack clarity on what TPMs do, leading them to seek developers instead of project leaders.
- Cost-Saving Measures: Companies sometimes try to combine two roles into one like a Buy1Get1 Offer!—expecting a TPM to also perform development tasks to reduce hiring costs.
- HR vs. Engineering Team Misalignment: If the hiring process is led solely by HR, they may not understand TPM responsibilities. If led solely by Engineering, they might look for a TPM who can contribute as an extra developer.
💡Quick Fix? Companies should involve senior project managers in defining TPM job descriptions to ensure proper alignment.
What a Technical Project Manager (TPM) Actually Does!
A Technical Project Manager is NOT a software developer. Instead, they facilitate and lead technology-driven projects, ensuring coordination between engineering teams, product stakeholders, and executive leadership.
What “Technical” Really Means in TPM Roles:
🙌 Understanding technology and software concepts to communicate effectively with teams.
🙌 Managing technical risks to ensure feasibility and prevent roadblocks.
🙌 Aligning project deliverables with business goals rather than executing development tasks.
Remember this! A TPM leading a software development project won’t write code but will:
💯 Understand programming concepts, Agile methodologies (Scrum, SAFe), and PM tools (Jira, Confluence, Git, CI/CD pipelines).
💯 Manage sprints, timelines, and blockers to keep projects on track.
💯 Communicate with developers, executives, and clients to ensure alignment and success.
How This Misconception Hurts Teams & Projects?
Most technology-driven projects operate in Agile environments, where a key principle is Self-Organizing Teams—meaning the technical team owns execution, while the TPM facilitates collaboration.
When a company hires a TPM with a developer’s skill set, it creates these challenges:
❌ Ego clashes between TPMs and developers due to overlapping responsibilities.
❌ Micromanagement & overstepping execution roles, leading to inefficiencies.
❌ Unrealistic project estimates due to TPMs focusing on development instead of leadership.
❌ Decreased team morale because engineers prefer autonomy, not extra oversight.
📌 Bottom line: A TPM should enable team success—not try to do the team’s job.
What Skills Should a True TPM Have?
To avoid hiring mistakes, companies should focus on real TPM qualifications instead of requiring software development expertise:
✔ Legit Project Management Certifications (PMP, PMI-ACP, RMP, CSM, so much out there!)
✔ Experience in Agile & Scrum project management
✔ Proficiency in PM tools (Jira, Confluence, Trello, Asana)
✔ Ability to manage cross-functional technical teams
✔ Documentation & stakeholder alignment skills
✔ And most importantly — Emotional Intelligence, Active Listening, and Leadership Skills.
How TPMs Can Educate Companies About Their True Role!
As project management experts and intellects, we have a responsibility to correct these misconceptions when we encounter them. Here’s how:
🎯 During Job Interviews:
If asked about coding or DevOps responsibilities, TPMs can redirect the conversation:
“A TPM’s role isn’t to write code but to lead execution, manage risks, and ensure project success. My focus is on aligning engineering teams with business goals to drive efficiency and outcomes.”
🎯 If You’re Already in a Misclassified Role:
- Implement RACI matrices to define clear responsibilities.
- Host internal workshops to differentiate Project Management from Engineering Execution.
- Work with HR to refine TPM hiring criteria for future roles.
Industry Trends: Where is This Myth Most Common?
The misclassification of TPM roles is quite common in:
🔹 Startups & Mid-Sized Companies – Where TPMs often take on multiple responsibilities, leading to unclear role definitions.
🔹 Tech-Heavy Industries (FinTech, SaaS, AI, Healthcare IT) – Where companies prioritize technical expertise over leadership skills in project management hiring.
🔹 Rapidly Scaling Organizations – Where hiring decisions are made hastily, often without consulting experienced PMs.
Lesson Learned? 😉
With technology evolving rapidly, companies—whether Fortune 500s, SMEs, or startups—must rethink how they define, hire, and integrate Technical Project Managers into their teams. Properly structured TPM roles lead to better project execution, reduced inefficiencies, and stronger collaboration between technical and business teams.
By distinguishing project leadership from execution, organizations can build more productive, self-sustaining teams that deliver real impact!
What are your thoughts?
Have you encountered TPM job descriptions that demand software development expertise? What changes do you think companies need to make? Let’s discuss in the comments, folks! 💡