Same Title, Different Pressures: Why Project Management isn’t One Size Fits All

Lori: Your Keynote is titled “Same Title. Very Different Pressure!”  What was the moment you realized sharing the same title does not mean facing the same challenges? For example, how does the reality of managing projects in the oil & gas sector differ from one managing projects in, for example, telecommunications? 

Gabor: There is no one-size-fits-all. Each industry manages projects differently. In oil & gas, we are focused on the risks and costs, whereas in software or telecom projects, we are more focused on deadlines and customer satisfaction. Project success criteria are measured differently in every industry.

Lori: You have spent over 16 years in Energy and Telecommunications, where the pace, complexity and consequences of decisions can be significant. What is one instinct or habit you developed in those environments that are critical for you?

Gabor: Developing an instinct of “reading” stakeholder behavior, whether it was from weekly status calls, or customer dinner situations, or monthly program reviews, were critical for me. Stakeholders can make or break the project. Understanding the power and interest games can be critical.

In a practical sense, project managers must be able to read the signs. Signs like when important stakeholders stop attending meetings, or when they do not answer emails or calls, like they used to do before.

Lori: You talk about “context as a silent credential”. What do you mean by that, and how should hiring managers evaluate a project manager’s experience when a certification alone does not tell the whole story?

Gabor: A resume can look amazing. Your skills can match the requirements, but without demonstrating your skills, the value is low. But how? In my experience, a role-play interview to see how PM will behave or react works. But sometimes a single introduction and “tell me what your expertise is” question can make or break the PM. Your communication style, tone of voice, attitude, and mindset must support the role you are seeking.

Lori: Project managers are sometimes criticized for being “too slow” or “too rigid”. You have argued that those perceptions often reflect the environment they are in. How can teams better understand a project’s context before judging the decisions a project manager makes?

Gabor: This is where experience counts a lot. Experienced project managers know that every project operates within its own constraints, risks, stakeholders, and regulatory environment. It is important to understand this context before judging a decision.

Today, AI can be a good companion to support data-driven decision-making. But AI does not replace professional judgment. The best outcomes come when teams combine AI-powered insights with experience, critical thinking, and contextual understanding that skilled project managers bring to every decision.

Lori: For participants attending your Keynote, what is one change you hope our clients will make in how they think or approach their work?

Gabor: I hope attendees will leave with a growth mindset. Project management is a unique profession because every project teaches you something new. Whether it is a skill, a lesson, or a unique perspective. Be open and optimistic.