Should Project Managers Write Code? Insights from 20+ Years of Experience

Should Project Managers Code?

Based on more than 20 years of industry experience, the author shares a lively discussion from a technical group about whether a project manager (PM) should be involved in coding. The PMP certification in the United States defines PM responsibilities across five process groups—initiation, planning, execution, monitoring, and closing—emphasizing management rather than hands‑on technical work. Nevertheless, a PM must understand both technology and business to effectively oversee projects.

The role can be challenging: limited promotion opportunities may push PMs away from business, making future job searches difficult. Many choose the PM path for its perceived managerial advancement, but this can lead to a career plateau if technical skills erode.

When Should Developers Move to Management?

The author recommends that technically strong developers first aim for a team‑lead position (typically under ten members), allowing them to review designs, write core code, and still stay close to both technology and business. As team size grows to around 20, PMs often lose direct technical involvement, and beyond 30 members, they become largely event‑driven participants in technical decisions.

Consequently, the advice is to spend at least five to ten years deepening technical expertise before transitioning to a management role. Sustained hands‑on experience ensures that technical knowledge remains sharp, making it easier to understand new technologies and business contexts, and avoiding the awkwardness of returning to coding after a prolonged managerial stint.

Prematurely leaving the technical track can result in managers who lack business insight, making it hard to find roles in large companies or to succeed in tech‑focused entrepreneurship. The author concludes with a call for continuous learning and humility, inviting feedback to improve collective understanding.