Can you be both hands-on technical and a good Project Manager?

This has to be one of the most heated debates I’ve ever seen play out in recent memory.  Recently someone asked this question on a LinkedIn PMP only discussion (later deleted by LinkedIn) group.   This is sort of one of those Red vs. Blue questions and  your ability and experience tends to shape your opinion in this area. 

In a perfectly executed large 250+ resource project following the PMBOK (Project Management Body of Knowledge) processes you should be able to rely solely on the science, process, and SME’s (Subject Matter Experts) while you concentrate on the business of Project Management.  Actually you’d be foolish to think your individual technical contribution would even put a dent in the plan in a truly large scale multi-year project.  Lately however, these ideal situations and projects are less the norm and more the exception as organizations are more likely to be concentrating on the smaller, rapid ROI projects in the portfolio.

More often than not some balance needs to be struck.  Either you can’t completely rely on your SME’s, your teams knowledge ends up light in an area you are strong in, or the project is just too small and fast moving for you not to be a little more “hands-on”.  In these cases as a PM your ability to jump in along side your team (as long as you aren’t losing sight of your primary role as PM) could only be an asset. 

Also if you are Crashing or Fast Tracking  (schedule compression techniques) a project, and requiring your team work into a holiday weekend, you’d better be prepared to put in some work product yourself or risk being compared to the Pointy Haired Boss ;-).

So do I think we’ve settled the debate here ?  Not by a long shot.  However if we can generate some lively and useful discussion (especially among our stakeholders) than it is worthy of engaging.