Eliminate or embrace? The case of the accidental project manager: A narrative review

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.