fiona
5 min read
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Becoming Through Doing: Reflections From My First Project Management Role
fiona
Yep, that’s me👇, doing my thang!!! But… I wasn’t always this way.
If you’ve ever doubted your place in a room, this reflection might resonate with you.
A few weeks ago, I expressed a simple interest in project management. Honestly, it was just curiosity, (you know that idea that’s always at the back of your mind but you never quite got serious with it), nothing dramatic. But that single conversation opened a new chapter for me: I was given an actual project to lead.
No warm-up. No “let’s ease into it.”
One day I was observing; the next, I was responsible for structure, clarity, communication, delivery, and people. Looking back, even in this short time, it has already become one of the most transformative learning experiences of my professional journey.
Learning to Lead Without a Playbook
Stepping into project management for the first time, without academic training, certification, or prior experience, felt like navigating a world with no manual. The role is part coordination, part analysis, part problem‑solving, and part pretending to be calm even when everything feels new and so on.
I quickly discovered that project management is less about “being the expert” and more about creating alignment. It is the work of pulling clarity out of conversations, translating vision into steps, and ensuring my team has what it needs to deliver.
It is leadership; but the kind that requires curiosity, and a willingness to learn in real time.
Facing Impostor Syndrome Head-On
One of the first tasks I had was reviewing some designs made by the team. These are smart, experienced people who understand their craft deeply. Leaving comments on their work felt awkward at first – almost intrusive.
There were moments where I found myself thinking:
- Am I even in a position to give feedback?
- What if I misunderstand something?
- How will they perceive my comments?
But my team surprised me. Every comment I left was received with openness. Questions were welcomed. Clarifications were offered. No one made me feel out of place.
That experience taught me something important: project management isn’t about knowing more than anyone else – it’s about seeing the bigger picture and helping the team deliver it with clarity. Part of that responsibility is speaking up, sharing my perspective, and offering feedback that strengthens the work.
Feedback, I’m learning, isn’t criticism. It’s a form of support.
Trusting the Team, While Owning the Responsibility
One of the humbling moments came when I shared an interactive design link with a client. I asked our lead designer whether external users could access it, and he confirmed they could. Confident in the response, I sent it to the client.
Minutes later, the client reported that the link wasn’t accessible.
It wasn’t a catastrophic mistake, but it was a memorable one. It taught me that trust and due diligence can – and should – coexist. Double‑checking access, attachments and permissions doesn’t reduce trust. It strengthens delivery.
It is my responsibility to ensure what leaves my hands is complete, accessible, and reflective of our team’s quality.
Translating Big Visions Into Clear, Actionable Plans
Clients share the destination. But the roadmap (the tasks, dependencies, handoffs, expectations, questions that need asking, and the sequences that bring everything together) are crafted by the project manager.
This is the part of the role that surprised and excited me the most. Project management requires:
- breaking down complexity with precision,
- anticipating what the team will need before they ask, and
- ensuring every person understands their piece of the puzzle.
It is equal parts strategy and empathy.
Learning That “Great Job!” Is Not Project Feedback
Compliments are nice, but project management requires something more structured; observations, suggestions, context, and clarity. I’ve learned to shift from praise alone to constructive guidance:
- “This is actually great. Can we align this section with the client’s earlier instructions?”
Good feedback is not criticism. It’s alignment.
The Inner Work: What This Experience Is Teaching Me
Beyond the tasks, tools, and deadlines, the work has been profoundly introspective. Some deeper lessons shaping me so far:
Leadership Is a Practice, Not a Position
Leadership is shaped by small daily choices that create clarity and support for the team.
Uncertainty Is Normal
Uncertainty is constant, and I’m learning to make decisions confidently while staying open to iteration.
Communication Is the Core Skill
Clear, consistent communication is the backbone of effective execution.
Clarity Builds Trust
Clarity strengthens trust. Trust helps the team move with confidence.
The Learning Journey I’ve Started
Realizing how much depth the role carries, I’ve begun investing in structured learning. I haven’t completed these yet but I’m actively taking them and applying what I learn.
Resources I’m Currently Using
- Google Project Management Professional Certificate (Coursera) – I’ve started this course for foundational PM structure and language.
- PMI Beginner Modules – To understand core PM concepts from a global standard.These resources are shaping how I think, plan, and show up.
Seeing My Growth in Real Time
What surprises me most is how much I genuinely enjoy this work. I enjoy the strategic thinking, the coordination, the clarifying stuff, and even the uncomfortable moments. They are all shaping me.
For someone who stepped in with no formal background, I’m proud of how much I’m learning, adapting, and growing even though it’s just a small project.
This experience has shown me the type of leader I can become: thoughtful, structured, communicative, and deeply committed to supporting teams and delivering quality.
I’m just getting started and I’m committed to showing up.