Managing a Project for the First Time (When It’s Not Your Day Job)

I’ve lost count of how many people have started a conversation with me by saying something like:

“I’m not a project manager… but I’ve been asked to run a project.”

Sometimes it’s delivered with a shrug. Sometimes with mild panic. Often with a quiet sense of I hope I don’t mess this up.

For many people, managing projects for the first time happens by accident. You’re good at your role. You’re trusted. Something needs organising, improving, rolling out or fixing - and suddenly you’re coordinating people, decisions and deadlines alongside your “actual” job.

This article is for you if that sounds familiar. Especially if project management isn’t your “official” day job - but you still want things to go well.

The moment it starts to feel uncomfortable

Most first-time project managers tell me the same thing: it’s fine at the beginning.

There’s an idea. Some enthusiasm. A vague sense of direction.

Then, a few weeks in, reality kicks in.

People start asking questions you don’t have answers to yet. Two stakeholders want different things. A “quick addition” turns out not to be quick at all. The deadline suddenly feels closer than it did last week.

This is usually the point where people start working harder instead of thinking more clearly.

That’s understandable - but it’s also where many smaller projects begin to go wrong.

“It’s only a small project”… famous last words

One of the biggest traps in managing smaller projects is underestimating them.

I once worked with a team that described their project as “just a simple process tweak”. No planning, no agreed scope, no clarity on ownership. Six months later, it had turned into a major source of frustration across three departments.

Nothing catastrophic had gone wrong - but nothing had gone particularly right either.

Small projects still need structure. Not heavy process, not endless documentation — just enough clarity to keep everyone aligned.

That usually starts with slowing down at the beginning.

Why the early thinking matters more than you think

When people skip the early thinking, it’s rarely because they don’t care. It’s usually because they feel pressure to get going.

But spending a little time upfront clarifying why you’re doing the project, what you’re trying to achieve, and who needs to be involved saves far more time later.

I often encourage first-time project leads to imagine they’re explaining the project to someone completely outside the business, maybe a friend or a partner. If it’s hard to explain clearly, it’s probably not clear enough yet.

You don’t need a perfect document - but you do need shared understanding.

That one step alone can prevent weeks of confusion.

The part no one warns you about: people

Most non-project managers expect the hardest part to be planning or tracking tasks.

In reality, it’s usually people.

You might be coordinating colleagues you don’t manage directly. Or balancing the expectations of a senior sponsor with the reality of limited time and resources. Or trying to keep everyone informed without drowning in updates.

One of the most useful shifts you can make is recognising that not everyone needs the same thing from you.

Some people want detail. Others just want reassurance. Some want to be involved in decisions; others want to know when something affects them.

Thinking consciously about who you need to keep close, who you need to keep informed, and who just needs occasional updates can transform how manageable the project feels.

When plans meet real life

Planning often gets a bad reputation - especially among people managing projects for the first time.

I hear things like: “I don’t have time for formal plans.” “It’s changing all the time anyway.”

That’s exactly why a simple plan helps.

A plan isn’t about predicting the future perfectly. It’s about creating a shared view of what you think will happen - so you can spot when reality starts to drift.

Even a basic list of activities, rough timings, and dependencies gives you something to work from. It helps you have better conversations when things change - and they will.

Scope creep doesn’t arrive dramatically

It rarely announces itself.

More often, it sneaks in quietly:

• “Could we just add one more thing?”

• “It shouldn’t take long…”

• “While we’re here, can we also…?”

None of these requests are unreasonable on their own. The problem comes when they’re added without a moment to consider their impact.

As a first-time project manager, giving yourself permission to stop and ask what does this change? is a powerful skill. It’s not about being difficult - it’s about protecting the outcome everyone wants.

Communication beats control every time

If there’s one area where I see new project managers grow fastest, it’s communication.

You don’t need perfect answers. You do need honesty.

Regular, simple updates build trust far more effectively than polished reports delivered too late. Saying “this is on track, this is where we’re struggling, and this is what I need” is often enough.

And if something isn’t going well? Raising it early is a strength, not a weakness.

Finishing properly (even when everyone’s moved on)

Smaller projects are notorious for never really ending.

The work gets done. People move on. And that’s it.

But taking a moment to confirm what’s been delivered, hand things over properly, and reflect on what you’ve learned makes a huge difference - especially if you know you’ll be asked to manage projects again.

Every project you manage builds confidence for the next one. But only if you pause long enough to notice what worked.

A final reflection

If you’re managing a project for the first time and finding it harder than expected, you’re not failing - you’re learning a new skill.

Project management for non-project managers isn’t about becoming an expert overnight. It’s about having enough structure, confidence and practical tools to keep work moving in the right direction.

That’s exactly why we designed our Managing Smaller Projects course - for people who don’t manage projects for a living, but still want to do them well.

No pressure. No hard sell. Just support, when you need it.

And in the meantime, if this article helped you feel a little less alone in your first project - that’s a good place to start.

Related reading

If you’re at the very start of a small project and want a quick way to get moving, you might find this helpful:

The 5-Minute Project Plan for Non-Project Managers

It’s a simple, practical way to clarify what you’re trying to achieve before things start to feel complicated.

Further support

If you’d like more structured support, we sometimes run Managing Smaller Projects as part of our public training programme.

Dates aren’t always available, but you can see what’s coming up on our Public Training Programmes page - or get in touch if you have a team or group who’d benefit from the course.

About the Author

Emma-Jane Haigh

Leadership and People Development Specialist, Executive Coach, and Facilitator. Emma-Jane designs and delivers training that helps managers and teams strengthen communication, build resilience, and lead with confidence. At Underscore, she runs leadership, management, and project management programmes focused on practical skills and real workplace impact.