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Job outlook for project managers/senior project engineer in the United States
Project manager/senior project engineer job growth summary. After extensive research, interviews, and analysis, Zippia's data science team found that:
The projected project manager/senior project engineer job growth rate is 10% from 2018-2028.
About 30,600 new jobs for project managers/senior project engineer are projected over the next decade.
Project manager/senior project engineer salaries have increased 6% for project managers/senior project engineer in the last 5 years.
There are over 63,045 project managers/senior project engineer currently employed in the United States.
There are 142,327 active project manager/senior project engineer job openings in the US.
The average project manager/senior project engineer salary is $125,350.
Are project manager/senior project engineer jobs in demand?
Project manager/senior project engineer job and salary trends over time
Project manager/senior project engineer jobs over time
Project manager/senior project engineer job growth rate over time
| Year | # of jobs | % of population |
|---|---|---|
| 2021 | 63,045 | 0.02% |
| 2020 | 65,838 | 0.02% |
| 2019 | 67,433 | 0.02% |
| 2018 | 66,038 | 0.02% |
| 2017 | 63,238 | 0.02% |
Average project manager/senior project engineer salary over time
Project manager/senior project engineer salary by year
| Year | Avg. salary | Hourly rate | % Change |
|---|---|---|---|
| 2025 | $125,350 | $60.26 | +1.1% |
| 2024 | $124,040 | $59.63 | +1.1% |
| 2023 | $122,659 | $58.97 | +1.4% |
| 2022 | $121,024 | $58.18 | +1.9% |
| 2021 | $118,812 | $57.12 | +1.0% |
Project manager/senior project engineer jobs by state
Most common states for project managers/senior project engineer
| Rank | State | Population | # of jobs | Employment/ 1000ppl |
|---|---|---|---|---|
| 1 | District of Columbia | 693,972 | 770 | 111% |
| 2 | Massachusetts | 6,859,819 | 2,422 | 35% |
| 3 | Washington | 7,405,743 | 2,475 | 33% |
| 4 | Virginia | 8,470,020 | 2,471 | 29% |
| 5 | Delaware | 961,939 | 265 | 28% |
| 6 | Oregon | 4,142,776 | 1,120 | 27% |
| 7 | New Hampshire | 1,342,795 | 362 | 27% |
| 8 | Rhode Island | 1,059,639 | 262 | 25% |
| 9 | Vermont | 623,657 | 159 | 25% |
| 10 | Maryland | 6,052,177 | 1,482 | 24% |
| 11 | Minnesota | 5,576,606 | 1,342 | 24% |
| 12 | California | 39,536,653 | 8,893 | 22% |
| 13 | Colorado | 5,607,154 | 1,249 | 22% |
| 14 | Utah | 3,101,833 | 696 | 22% |
| 15 | North Dakota | 755,393 | 167 | 22% |
| 16 | Nebraska | 1,920,076 | 397 | 21% |
| 17 | Montana | 1,050,493 | 218 | 21% |
| 18 | Idaho | 1,716,943 | 341 | 20% |
| 19 | Wisconsin | 5,795,483 | 1,113 | 19% |
| 20 | Kansas | 2,913,123 | 544 | 19% |
Most common cities for project managers/senior project engineer
| Rank | City | # of jobs | Employment/ 1000ppl | Avg. salary |
|---|---|---|---|---|
| 1 | Salisbury | 2 | 6% | $117,549 |
| 2 | Meridian | 3 | 3% | $123,083 |
| 3 | Fort Smith | 2 | 2% | $131,338 |
| 4 | Bethesda | 1 | 2% | $130,902 |
| 5 | Billerica | 1 | 2% | $150,586 |
| 6 | Lakewood | 2 | 1% | $125,920 |
| 7 | Overland Park | 2 | 1% | $118,415 |
| 8 | Worcester | 2 | 1% | $150,341 |
| 9 | Ann Arbor | 1 | 1% | $120,441 |
| 10 | Austin | 3 | 0% | $133,732 |
| 11 | Chicago | 3 | 0% | $129,744 |
| 12 | San Antonio | 3 | 0% | $133,977 |
| 13 | Boston | 2 | 0% | $150,813 |
| 14 | Dallas | 2 | 0% | $132,309 |
| 15 | Houston | 2 | 0% | $133,131 |
| 16 | San Diego | 2 | 0% | $150,415 |
| 17 | Baltimore | 1 | 0% | $131,300 |
Project Manager/Senior Project Engineer job outlook: Expert opinions
Our panel of project manager/senior project engineer experts
Ohio State University
Pennsylvania State University - Abington
Heidelberg University
University of Maryland - College Park
University of Wisconsin - Eau Claire
San Jose State University
The University of Texas at Arlington
Clemson University
University of Alabama at Huntsville
Weber State University
Pennsylvania State University
University of Michigan
University of Minnesota Crookston
Penn State Behrend
Wofford College
University of Kansas
Illinois State University
Northeastern University
Franklin and Marshall College
Binghamton University
Dr. Laura Deeter PhD
Professor of Practice: Horticulture and Crop ScienceOhio State University
Applied Horticulture And Horticultural Business Services
What general advice would you give to a Project Manager/Senior Project Engineer?
Dr. Laura Deeter PhD: Be open to learning and trying something outside of your comfort zone.
Be willing to work hard and don't expect to be project manager right out of school. Hard work will get you there fast enough.
What Project Manager/Senior Project Engineer skills would you recommend for someone trying to advance their career?
Dr. Laura Deeter PhD: There are more than enough positions out there to find one with a good starting salary. Apply for as many as you can.
Be willing to relocate to another city or state.
What will help Project Managers/Senior Project Engineer increase their earning potential?
Dr. Laura Deeter PhD: There are more than enough positions out there to find one with a good starting salary. Apply for as many as you can.
Be willing to relocate to another city or state.
What Project Manager/Senior Project Engineer skills would you recommend for someone trying to advance their career?
Yi Yang PhD: In the next 3-5 years, I believe management skills will become increasingly important. Engineers who can bridge the gap between technical complexity and business strategy, driving innovation and growth in their organizations will be very valuable.
Dr. Trish Berg
Associate Professor of Management, Heidelberg University, Tiffin, OhioHeidelberg University
Business Administration, Management And Operations
What general advice would you give to a Project Manager/Senior Project Engineer?
Dr. Trish Berg: Being a project manager involves constant change, learning, and interaction with diverse teams in various departments of an organization. The best parts of being a project manager include working with diverse people, building relationships, creating something new with each new project, empowering and motivating teams, gaining global knowledge, collaboration, impacting organizational culture, and delivering value with completed projects. Some of the difficult parts of working as a project manager include sometimes having accountability without the needed authority to be successful, not having diverse enough skills and having to use estimation and guesswork at times and relying on others for their knowledge. Project managers deal with a lot of uncertainty and must be resilient in how they react to each bump in the road.
What Project Manager/Senior Project Engineer skills would you recommend for someone trying to advance their career?
Dr. Trish Berg: Daily, project managers create plans, create work schedules, build, and motivate teams, assign, and track work from start to finish, set project setting scopes and budgets, create workflow plans, and define what key performance indicators (KPIs) are which is how they can measure project success. Project managers must be both people focused, and task focused. Successful project managers understand what Sinek calls the power of the why in order to successfully motivate teams towards success.
What will help Project Managers/Senior Project Engineer increase their earning potential?
Dr. Trish Berg: One career field that is in high demand and growing is project management. With the complexity and flexibility needed in today's fast-paced culture, many organizations in diverse industries rely on project managers to complete jobs and organize teams to meet the needs of customers.
Daily, project managers create plans, create work schedules, build, and motivate teams, assign, and track work from start to finish, set project setting scopes and budgets, create workflow plans, and define what key performance indicators (KPIs) are which is how they can measure project success.
Project managers must be both people focused, and task focused. Successful project managers understand what Sinek calls the power of the why in order to successfully motivate teams towards success.
Donald Yeung
Professor and Associate Chair for Undergraduate Education, Affiliate Professor, Computer Science DepartmentUniversity of Maryland - College Park
Department of Electrical and Computer Engineering
What hard/technical skills are most important for Project Managers/Senior Project Engineer?
Donald Yeung: In terms of hard technical skills, I believe the courses students take along with their GPA in these courses is one level of demonstration. (As I mentioned above, employers know about our program probably down to specific courses, and so if someone gets an A+ in some notoriously challenging course, that's probably known and appreciated). Some employers will give technical interviews and require students to solve problems on their feet. But I think most employers will judge this based on a student's transcript.
What skills stand out on Project Manager/Senior Project Engineer resumes?
Donald Yeung: A degree at a highly rated engineering school is always a plus. For example, the ECE dept at UMD has a good reputation among local employers as well as employers elsewhere, such as Silicon Valley. Many of our students go to companies in these areas, and so we have a reputation based on the quality of students that go out. I think employers know what they're getting. Beyond the school from which you receive your degree, your GPA is also important. How well you do in the program you come from is important, too, obviously. And employers also know about grade inflation or deflation at different schools, so they can calibrate any student's GPA against what experience they've had with previous students' records. Besides that, employers also look for experience outside of the degree program, so internships, research experiences, any significant project experience, etc., are also a real plus.
What soft skills should all Project Managers/Senior Project Engineer possess?
Donald Yeung: In terms of soft skills, communication is by far the most important, I would think. This could be ascertained during the interview process. Also, being able to work in a team is a plus, too. This might be demonstrable from large project experiences. For example, our students participate in teaming projects outside of the ECE program like Terp Racing, Hyperloop project, etc. This could demonstrate a student's exposure to working on large teams.
Dr. Longzhu Dong Ph.D.
Assistant ProfessorUniversity of Wisconsin - Eau Claire
Management + Marketing Department
What soft skills should all Project Managers/Senior Project Engineer possess?
Dr. Longzhu Dong Ph.D.: The world of international business has changed a great deal in the past few years. Due to increased globalization, massive technological advances in online coordination, and the Covid pandemic, the need to develop project managers who can lead fully functioning global virtual teams (GVTs) has never been greater. Indeed, studies show that virtual teams are becoming the norm, and more and more multinational companies rely on GVTs to deal with their day-to-day challenges.
However, leading and working in GVTs poses unique challenges that traditional leadership approaches do not seem suited to tackling well. Such challenges include cross-cultural misunderstandings, lack of trust and spontaneity, poor communication, hard to focus and hold teammates accountable, all of which may result in low productivity. Therefore, to thrive in the international business world today, a manager may need an entirely different set of skills.
Perhaps the most important soft skill is cultural intelligence (CQ). CQ refers to the ability to relate and work effectively across different cultures, triggering a train reaction in GVTs. It first requires people to have an open mindset, which helps them realize that cultural differences are just differences and that every culture has its own way of defining "right" and "wrong." Just as the famous Confucius teaching goes, "all people are the same; only their habits differ." Indeed, when differences are seen as something neutral, the negative consequences of cultural bias can be minimized. CQ can also improve GVT communication effectiveness by better understanding visual and auditory cues such as body language and facial expressions so that GVT members will not form false impressions based on stereotypes. When everyone on your team is ready for open dialogue, GVTs can easily clarify shared team goals and guidelines, set clear expectations of each role, and foster trust along the way.
If CQ is the most important soft skill, then being tech-savvy would be the most important hard skill. Technological advances in online coordination/communication make global virtual teams possible and function well. As of right now, there are a lot of great online tools (e.g., Zoom, Google Meet, etc.) that integrate all key types of communication: conference call, breakout rooms, text messaging, file sharing, and online collaboration. However, simply being able to use various virtual meeting tools well is not enough because there's no one-size-fits-all tool for every team all the time. Being tech-savvy asks managers to steer the digital transformation in their teams promptly. It requires managers to constantly evaluate the emerging new technologies and make sure their choice of the tools "fits" their teams' needs over time, which may include members' network conditions, tool preferences, work style, tech skill levels, and the nature of the task/project.
Working in a global virtual team isn't necessarily only about challenges and lower productivity. It can become a valuable advantage and even build a 24/7 work cycle in teams, with proper training on CQ and technological skills.
Yasser Dessouky
Professor and ChairSan Jose State University
Industrial and Systems Engineering
What skills stand out on Project Manager/Senior Project Engineer resumes?
Yasser Dessouky: Besides being very comfortable with various professional social-media platforms, the new engineering students must embrace developing their skills in artificial intelligence and data science techniques. Besides being an excellent team member, today's remote world requires engineers to have independent problem-solving skills for a career to thrive.
What are the biggest trends we'll see in the Project Manager/Senior Project Engineer job market given the pandemic?
Bijan Shapoorian: Construction Management as a profession involves performance of several different tasks such as Cost Estimating, Planning and Scheduling, Supervision and Inspections to name a few. Some tasks such as cost estimating and planning and scheduling can be conducted remotely while some tasks such as supervision and inspection remain face to face. Recent pandemic along with the increased usage of technological tools have influenced the method of conduct for many professions and businesses. However, construction management will not be going through a transition as fast as some other profession such as Engineering and Architectural services. This is due to the nature of this profession.
What general advice would you give to a Project Manager/Senior Project Engineer?
Bijan Shapoorian: In most Construction Management programs, Internship courses prepares the students for the job market and the industry. Those CM students who have obtained a degree in CM but lack work experience are recommended to search for internship opportunities if finding employment becomes a challenge. Students are advised to be flexible and willing to relocate to geographical areas with higher demand for this profession.
What Project Manager/Senior Project Engineer skills would you recommend for someone trying to advance their career?
Bijan Shapoorian: Staying up to date with the new software and available technology remains as one of the major challenges in this industry. Most software offer online tutorials.
Dr. John Ballato
J. E. Sirrine Endowed Chair and ProfessorClemson University
Department of Materials Science and Engineering
What soft skills should all Project Managers/Senior Project Engineer possess?
Dr. John Ballato: To me, the most important soft skill has always been communication. And, due to the pandemic where people have had to isolate and possibly quarantine, effective communications are even that much more critical. We're spending less face-to-face time and more screen-to-screen time, which gets boring quickly. So, paying attention, being clear and concise in your communications since you don't have the opportunities as often now to simply walk into someone's lab or office and talk through ideas and next steps. Effective communications are also especially important in materials science and engineering because our field is innately interdisciplinary. This means that you might be the only materials scientist on a team that includes marketing, sales, manufacturing, etc. Knowing your audience, including your project team, and learning how to communicate with them is critical.
What skills stand out on Project Manager/Senior Project Engineer resumes?
Dr. John Ballato: The phrase "well rounded" may be getting old, but it's still true. We like to see graduates who didn't just go to class but worked in a laboratory or did a co-op/internship and had various extra-curricular activities, both personal and professional. Remember that materials science and engineering are leveraging computer science more and more, whether through atomistic or microstructural modeling or newer technologies such as machine learning (ML) and artificial intelligence (AI). So having some familiarity with those and how they complement experimental/hands-on studies are helpful.
Another point about skills that stand out is a simple one - do your homework. There are few things more irritating than receiving a resume or email asking for a job, and the student clearly didn't care enough to look up what we do. The resume is a copy and paste and isn't personalized to the specific position, Group, or company. That stands out like a sore thumb.
What hard/technical skills are most important for Project Managers/Senior Project Engineer?
Dr. John Ballato: Important hard/technical skills really depend on the nature of the job/position and the organization. This really relates back to the What Skills Stand Out question. Employers want to know that employees have the requisite "toolbox" of basic skills and a willingness and aptitude to learn on the job. No person comes out of school with all the skills and experiences needed for a given job, so organizations inevitably continue to provide training on product-specific skills. Knowing how to learn, wanting to learn, and admitting what you don't know are as important, if not more so, than any hard/technical skills one gains during their education.
What skills will help Project Managers/Senior Project Engineer earn the most?
Dr. John Ballato: Here, too, the answer depends on the field, job position (and location), and organization. MSE graduates generally are well compensated compared to other engineering fields. The most important thing is that you wake up every morning and are excited about the work you're doing. There's no substitute for enjoying your work, regardless of how much you are paid.
Michael Anderson
Department chairUniversity of Alabama at Huntsville
Department of civil and environmental engineering
What are the biggest trends we'll see in the Project Manager/Senior Project Engineer job market given the pandemic?
Michael Anderson: The biggest trend is employers want motivated employees. Given the pandemic and the inability to work in typical office settings, employers need employees that have the self-motivation to work remotely.
How have salaries changed over time for Project Managers/Senior Project Engineer?
Michael Anderson: They have risen. Civil Engineering salaries for entry-level positions have almost doubled in the last 25 years.
What certifications/licenses/courses can have the biggest impact for Project Managers/Senior Project Engineer?
Michael Anderson: Obviously the Fundamental of Engineering Exam is vital. Senior Design course and the role of the individual is important. During an interview the ability to speak to your contribution on the project, both technical and management is key to impressing a potential employer.
Will there be an enduring impact of the coronavirus pandemic on Project Managers/Senior Project Engineer?
Dr. A. Tye Gardner Ph.D.: The effect of the pandemic on the electrical engineering job market heavily depends on location, since some industries are thriving and others are struggling. However, more companies than ever are moving towards automation, machine learning, and AI driven solutions. Electrical engineers are well suited to all of these positions, particularly for those with graduate degrees. Recent surveys have indicated that the pandemic has been a bigger influence on technological innovation inside of companies than any other factor, so expect rapid growth in electrical engineering careers, limited more by the lack of graduates than a lack of jobs.
Additionally, for better or worse, expect the work environment to change as companies re-evaluate whether they really need as many applications engineers as they have. On a brighter note, expect more work from home positions to be created. Whether these positions stick around is yet to be seen, but I side with the majority when I say I think they will. It's hard to get skilled workers to live where land and taxes are cheap, but not so hard to convince them to work from home.
What certifications/licenses/courses can have the biggest impact for Project Managers/Senior Project Engineer?
Dr. A. Tye Gardner Ph.D.: Locally (and I suspect nationally), we're seeing a boom in the demand for systems engineers: those that can bring together a diversity of skills and manage a project. These positions have traditionally gone to skilled engineers with a decade of experience or more, but the shortfall in experienced systems engineers has resulted in new grads working in these positions. Getting a certification in systems engineering will allow students to capitalize on the opportunity.
What will help Project Managers/Senior Project Engineer increase their earning potential?
Dr. A. Tye Gardner Ph.D.: Getting a master's degree goes a long way to making candidates stand out and improving earnings. My recommendation is to tailor your MS degree to the specific field you're interested in working in, because employers really want to see candidates that are passionate about the field, and very few people survive a graduate degree without at least a little passion. Available salary data indicates that if you choose an affordable program (let's just say Weber State University), it takes only a few years to pay off the added cost, increases starting salaries, and dramatically improves long-term earning potential. Moreover, you can find electrical engineers with MBAs at C-level positions all over the country. It turns out being an EE makes you a good candidate for business leadership.
What are the biggest trends we'll see in the Project Manager/Senior Project Engineer job market given the pandemic?
Martin Pietrucha Ph.D.: One of the biggest trends that we will see is lesser reliance on brick and mortar office space for hosting workplace activities. While this will be a general trend, this will be particularly true in the civil engineering field since infrastructure is "outside," which already oriented many civil engineering activities toward "field" work. Further, as many engineering planning and design activities are solitary pursuits, working remotely on those tasks makes a great deal of sense. Design review, public involvement, and the like are activities that require social interaction. These undertakings will be better practiced in group settings like an office or public meeting space.
What technical skills for a Project Manager/Senior Project Engineer stand out to employers?
Martin Pietrucha Ph.D.: Given this trend, employers will be looking for the usual superior engineering knowledge and skill sets, but they will also be interested in those who can prove that they are excellent self-starters and time managers. Being able to demonstrate one's "flexibility" and an ability to think on one's feet will also be highly desirable.
What's a good job out of college for Project Managers/Senior Project Engineer?
Martin Pietrucha Ph.D.: Any job when you are getting out of college is a good job. Government, consulting, small organization, large organization-each of these provide valuable experience for the engineer just starting out in a career. There is something to be learned from each of these fundamentally different kinds of experiences. In government service, you get great exposure to the regulatory side of the field. In consulting, you get to experience the business aspects of engineering and client relations. In a big organization, you get to bore down and develop some very specific expertise in a technical area. In a small firm, you get to do a little bit of everything.
Brian Denton Ph.D.
Professor and Department ChairUniversity of Michigan
Department of Industrial and Operations Engineering
What soft skills should all Project Managers/Senior Project Engineer possess?
Brian Denton Ph.D.: Communications, both written and verbal, are always important. So is leadership training, teamwork, and resilience. We expose our students to all of these topics, often referring to them as "essential skills" to make it clear how important they are.
What's a day at work look like for a Project Manager/Senior Project Engineer?
Brian Denton Ph.D.: It really depends on the specific job, but a common theme for grads from our department would include analyzing data to understand operations of an industrial system, working with non-engineers to develop an understanding of business goals, and developing a data driven model that can be used to support decision making.
What are the biggest trends we'll see in the Project Manager/Senior Project Engineer job market given the pandemic?
Brian Denton Ph.D.: The job market remains strong for our students. Perhaps there will be less hiring in areas most affected by the pandemic (e.g. sports, events management, restaurant chains, airlines and other transportation companies). On the other hand, our students are often hired to work on opportunities for creating greater efficiencies, and reducing costs, so opportunities may still be strong in these areas.
Are there any particularly good places in the United States for Project Managers/Senior Project Engineer to find work opportunities?
Rutherford Johnson Ph.D.: With the remote working possibilities, graduates could work for a company in a big city without leaving their hometown. As for classic jobs with relocation involved, that really depends on the field. For international business, the major international and finance cities such as New York, Boston, and Atlanta are always significant -- though with definite cost of living problems. My advice is to look everywhere and be willing to give a city or region you never thought of living in a try. The less-traveled path can often lead to great success.
What are the biggest trends we'll see in the Project Manager/Senior Project Engineer job market given the pandemic?
Rutherford Johnson Ph.D.: People and companies have seen that many jobs can be done from home or remotely, and the technology exists and is improving to allow that. It also allows for more work-life balance, which is, in my opinion, important both for health and for worker productivity. I expect this trend will continue to one degree or another, even as more in-person interaction returns. The same mindset and technology also allows for more international engagement without travel or relocation. So, perhaps now we will see graduates in the USA working for companies in Germany, or from France working for Polish companies, and so on -- all without relocating. That is a great way to expand opportunities as well for those in developing countries who might not otherwise have access to such jobs.
What skills stand out on Project Manager/Senior Project Engineer resumes?
Rutherford Johnson Ph.D.: Well, familiarity and proficiency with the technology I just described is now important. I also always promote language as a highly valuable skill -- and if you are working internationally, even remotely, it is a definite skill that makes you stand out. Even though English is now the main international language, do not just rely on that if that is your main language. Knowing the language of your clients, for example, even just a little of it, can pay off and make you get noticed. It also helps you understand the culture and people of that country a lot better.
Will there be an enduring impact of the coronavirus pandemic on Project Managers/Senior Project Engineer?
Phil Stuczynski: Yes, and no. On the one hand, we can look back to something as recent as the "Great Recession" from a little over a decade, and in some ways we are still seeing the impact from that generation. Rather than graduates being able to step into a strong entry level position in a desired field, you had many individuals who literally would take any job that was available. And, while it was admirable for individuals to go into a job (something is better than nothing), if you find yourself in a different career path or even in a job that may not need as much training in the skills you specifically went to school for, it can make an improper fit.
Now, the good news here is that students who have been trained in economics, or many business students in general tend to understand the broader vantage point of business. In times like these, even if unemployment starts to creep up, there will be businesses climbing over one another to try and secure talent that can understand data. Certain computer skills, forecasting skills, drawing connections between differing levels of business, any every other combination of resource and household management will be useful to a business.
So, will there be an impact? Perhaps. Jobs are probably just a bit more difficult to come by right now as compared to even one calendar year ago. That being said, many universities have continued to not only have students positioned well so they can plug right in and be effective remotely, but many of those students are as good or better with the technology and software as those in the private sector.
What type of skills will young Project Managers/Senior Project Engineer need?
Phil Stuczynski: Hitting just a few of the big ones, computer skills are going to be as important as ever. We have seen individuals in many fields embrace the idea of technology. Supply chains are being tested, and with that comes the financial capacity to build those facilities and shipping routes. International skills including trade and negotiations will be key. And truly any of the numbers from data analysis, to software that helps understand and manipulate said data, and especially financial and accounting. The long story short is probably three major skills.
1) Communication (with people and computers / software). 2) Analysis (economic at the macro level, and business specific / financial / accounting at the micro level). and 3) Self learning. As we have seen through this pandemic, we have seen processes, systems, products, and entire operations literally change overnight in response to biological threats, supply chains being broken, or by government decree. Individuals who can adapt on the fly and go find a new solution (even if it means they need to teach themselves the system, teach themselves the technology or software, teach themselves the coding, etc.), those are the types of graduates that employers are not just going to like, but are actively looking for.
What experience really stands out on Project Manager/Senior Project Engineer resumes?
Phil Stuczynski: Currently? I think a big one is going to be being flexible, showing you are able to adapt, and having any example of continuing to push through during these recent times.
We have had students who have literally been stuck. They have been in an apartment or a dormitory hours (or countries) away from home. And yet they still managed. They still did their coursework, they learned new software on the fly, they felt comfortable asking more questions than ever and even teaching themselves more as needed.
When we go back to something such as the great financial crisis, you had individuals who would sort of get burnt out when searching for a job. And to be fair, who could blame them. This was a strained economy and even the most qualified of candidates were hard pressed to find employment coming out of college when you had people with decades of experience competing just to continue bringing a paycheck in. However, you also had some individuals who would do what was necessary. For example I am keenly aware of an individual student I had years ago who was qualified for almost any job in a normal economy. That being said, he took a job with a bank where his degree wasn't even required. He was overqualified and knew it, but he would rather get experience than just sit around and do nothing. Fast forward a few years and he was not only at that bank only a short time before being promoted, but he used that promotion to move into yet a higher role later and has continued to enjoy success he may not have had if he was just waiting on a good job to come along.
What I'm saying is, the parallels here are through no fault of their own, students are going to enter an economy where things aren't as normal as they were just weeks before. This is going to sort itself out, but the students who push forward and adapt and just do something will stand out compared to those who sit on the sidelines and wait. Anything that highlights they are flexible and able to work in the face of disjointed operations or new limitations will not just find themselves being sought after, but because businesses need employees who can make quick changes on the fly more than ever, those students who can prove they can do it? They're going to be the ones who get ahead.
Dr. Smriti Bhargava Ph.D.
Assistant Professor of EconomicsWofford College
Economics Department
What are the biggest trends we'll see in the Project Manager/Senior Project Engineer job market given the pandemic?
Dr. Smriti Bhargava Ph.D.: This is a hard question to answer given the uncertainty that exists. One trend that is likely to stay is the possibility of working remotely or working-from-home. More and more companies are gravitating towards this trend, and this may open many exciting and flexible opportunities for new graduates and current workers. It may also take a while for the job market to heat up again and to create new jobs.
What skills stand out on Project Manager/Senior Project Engineer resumes?
Dr. Smriti Bhargava Ph.D.: I think skills of data analysis in addition to knowledge of software programs (through prior experience in terms of a research project with a faculty member or an internship) will stand out on a resume as college graduates search for jobs. Such experience signals abilities of quantitative reasoning and critical thinking, which are highly valued. In addition, good communication skills, both written and verbal, are extremely important.
Are there any particularly good places in the United States for Project Managers/Senior Project Engineer to find work opportunities?
Dr. Smriti Bhargava Ph.D.: It depends on what the student likes doing- if they enjoy working with numbers and data, they would be well suited for industry as data analysts. They may want to work in policy think tanks or government organizations as research associates of policy analysts if they want to learn about the effect of legislations. If math is their forte, Graduate school is also an interesting path to take if they are hoping to work in academia or pursue high-ranking positions in the government, research, and policy.
Will there be an enduring impact of the coronavirus pandemic on Project Managers/Senior Project Engineer?
Milena Stanislavova Ph.D.: Along with all the obvious negatives, I feel that we were forced to experiment and innovate the way we teach and learn, and it has brought a lot of ingenuity and creativity on the part of both professors and students. This past semester I have seen so much depth of experiences and focus on what really matters, optimization of the amount of facts versus hands on problem solving techniques, and just sheer planning of the time spent in the classroom time on the part of professors. At the same time, students are forced to be more organized and self-sufficient, skills that will serve them well on the job market and beyond. This new and more focused way of teaching and learning, using every instrument in our toolbox and varying the virtual, in-person and hands-on practical will definitely remain after the pandemic is over.
What certifications/licenses/courses can have the biggest impact for Project Managers/Senior Project Engineer?
Milena Stanislavova Ph.D.: In today's highly technological world, strong quantitative skills are a must for every job. These come with deep mathematical foundations, but more is needed - knowledge of statistics and computational techniques or programing languages, ability to read and interpret data in various formats and familiarity with economics are all great prerequisites. Such courses and technical skills allow one to gain a deep understanding of how the world really works and to create quantitative mathematical models for it. The more we ask students to work on real world research projects that emphasize these skills, the better prepared and competitive they become.
What soft skills should all Project Managers/Senior Project Engineer possess?
Milena Stanislavova Ph.D.: Working and collaborating in groups, presenting to different audiences, writing technical reports, grant applications and researching new topics are all essential soft skills. Much of today's world relies on data, so collecting, summarizing, organizing and presenting data is also an important soft skill that is becoming quite fundamental.
Randy Jacobs
Instructional Assistant Professor, Construction Management, Professional Practice CoordinatorIllinois State University
Department of Technology
Will there be an enduring impact of the coronavirus pandemic on Project Managers/Senior Project Engineer?
Randy Jacobs: I think the answer for Construction Management, for the short term; recent graduates need to be diligent in their effort in finding employment. They must remain in contact with companies constantly to prompt an impression how companies foresee the amount of work they will have in the next 8-10 months. I believe we will know within that time period how the economy stabilizes.
My only proof: I teach the Capstone Course, with senior students, in our program at Illinois State. In semesters prior to SP20, over 50% of the senior students would have accepted employment; in previous semesters as many as 90% of seniors had accepted offers prior to graduation. Often students have accepted a job offer from a company they had a previous internship. Internships are very important to a graduate of our program; they learn the qualities they have in relationship to job experiences offered by the internship.
At the beginning of the SP21 semester less than 40% of senior students had accepted job offers.
What type of skills will young Project Managers/Senior Project Engineer need?
Randy Jacobs: Many of the skill sets will remain the same: problem solving, communication and leadership. CM graduates are accustomed to being mobile moving from job to job and working at off-site locations. But some of those skill sets will be put to the test as the need for more "digital presence" is required of companies and construction projects.
What experience really stands out on Project Manager/Senior Project Engineer resumes?
Randy Jacobs: I see a lot of resumes, but I am no expert in this area. I think for our CM majors it is no different than most college majors. Employers want to see experiences on a resume that show growth, involvement and an investment in their academic choice.
If a student shows advancement and learning in an internship from one summer to the next, I think that is important. If a student has worked through college and maintained a solid GPA or has been involved in college student organizations in some manner is key. The Construction Management student organization at our university is strong and has developed many opportunities for students to volunteer in the community.
If all these experiences show up on a resume: commitment to academics, student/community involvement and evidence of a strong work ethic; that is a student our employers should be interested in.
What are the biggest trends we'll see in the Project Manager/Senior Project Engineer job market given the pandemic?
Ravi Sarathy Ph.D.: Growth in global supply chain and their management, AI and cloud-based software development and solutions, in areas such as global payments, and crowdfunding, and healthcare, using remote healthcare counseling and links to healthcare monitoring devices, developed in global innovation teams, as well as home healthcare combining remote personnel with intelligent health monitoring devices. And more broadly, a significant increase in remote working, on a global scale and through global virtual collaboration.
What skills stand out on Project Manager/Senior Project Engineer resumes?
Ravi Sarathy Ph.D.: Business analytics capability, with facility in both data gathering and data analysis; understanding of and ability to work with global supply chains; experience and expertise in using global collaboration tools and in managing global virtual teams; and skills and experience in using AI, applied in fields as diverse as healthcare, education, gaming and entertainment.
Are there any particularly good places in the United States for Project Managers/Senior Project Engineer to find work opportunities?
Ravi Sarathy Ph.D.: Given the interest and acceptance of remote working, geographic location is less likely to be of primary importance. Having said that, cities such as Boston, New York, LA, San Francisco, Austin (TX), Seattle, Miami, Atlanta, Nashville and Miami are all likely to be significant growth centers for such jobs and skills.
What are the biggest trends we'll see in the Project Manager/Senior Project Engineer job market given the pandemic?
Nicole Jones Young Ph.D.: One big trend we will see is the continuation of working from home. It may not be for all employees every day, but I think that is definitely here to stay. Many employees have been asking for this benefit for years. After almost a year of working from home, many employers that were reluctant in the past have likely realized that employees can still be very productive and they can decrease expenses related to office space.
Another is related to the focus on diversity, equity, and inclusion related efforts. While the majority of the country was quarantined, we all witnessed the same horrific murder of George Floyd, and there was nothing else to distract us from finally directly addressing issues related to race in this country. Many employees of color, and particularly Black employees, are no longer interested in making everyone else around them feel comfortable. Organizations that issued statements and initiatives in the spring will likely be held more accountable than ever before.
Another trend may be the elimination of jobs in their previous iteration. Many companies that have survived, or even thrived, during COVID likely did so by adapting. As such, these organizations may not return to their prior ways of doing business, which may require employees and applicants to increase or highlight a different skill set.
What general advice would you give to a Project Manager/Senior Project Engineer?
Nicole Jones Young Ph.D.: Be flexible. The COVID-19 pandemic has resulted in a lot of uncertainty, but has created new opportunities in others. Staying flexible allows individuals to shift focus away from industries or occupations that may be in decline, and re-focus on employment opportunities that may be more aligned with our current moment.
What Project Manager/Senior Project Engineer skills would you recommend for someone trying to advance their career?
Nicole Jones Young Ph.D.: Gap years are interesting to me. There is a difference between someone who has ample monetary resources and voluntarily decides to take a "gap" year to travel the world, as opposed to someone who involuntarily takes a "gap" year because they legitimately cannot find a job.
For students who opt not enter the workforce immediately upon graduation, I would recommend that they utilize this time in a strategic fashion, primarily expanding their network, increasing their skills related to data analytics/analysis, and reading or researching within the broader business field as well as their particular field of interest. Expanding your network is always beneficial because of the value employers place on referrals. If students do not know where to start, I would recommend they join their applicable professional organization and begin attending events (virtual events can still help build relationships).
While specific job duties may differ, the ability to understand and utilize data is in high demand in virtually every job role. Having comfort with data-both quantitative and qualitative--can be a highly beneficial skill that many in the job market may not have to offer.
I also recommend continued reading and researching, as whenever you do enter the workforce you want to know what is going on. I am never surprised, but always disappointed when I ask my students if they heard the latest job numbers or if they saw a recent news article. It is hard to articulate your value to an organization's problems if you are unaware of what they are. Stay current.
Interestingly, I would not recommend that someone enroll in a graduate program simply to take up time. If you just love school, have a clear focus, or had already planned to enroll in graduate school prior to COVID, then proceed. However, if you are unsure about your interests or future career goals, enrolling in a graduate program may be a large investment of time and money that may not result in securing a job of interest upon completion.
Denise Lorenzetti
Director of Binghamton University's Fleishman Center for Career and Professional DevelopmentBinghamton University
Fleishman Center for Career and Professional Development
What skills stand out on Project Manager/Senior Project Engineer resumes?
Denise Lorenzetti: Employers have been placing a large emphasis on finding candidates with skills that demonstrate the ability to utilize technology and demonstrate adaptability, resilience and taking initiative.
Tech skills such as programming, coding, and Excel continue to be valuable to employers for both tech and non-tech roles.
Employers are also interested in learning how graduates spent their time during the pandemic. If internships were not an option, continuing to build skills through online classes such as LinkedIn Learning or Coursera, virtually volunteering, and demonstrating to employers a commitment to growing during the pandemic is critically important.
Job seekers can demonstrate this by earning microcredentials and digital badges relevant to the industry they are interested in or in areas they are passionate about.
What are the biggest trends we'll see in the Project Manager/Senior Project Engineer job market given the pandemic?
Denise Lorenzetti: It is likely to see a continuation of remote job opportunities even after the pandemic is resolved. Many positions that have been successfully moved to remote options may in fact stay remote, depending on the employer.
The pandemic has increased the number of jobs available in specific industries and decreased the amount in others.
Industries and fields that have and will likely continue to grow include:
Supply chain/logistics and positions related to production, distribution, and selling of goods such as e-commerce
Technology and industries that help support businesses such as software, developers, artificial intelligence.
Healthcare
Biotechnology
The service industries were affected by the pandemic, making these positions harder to come by. This would include entertainment, travel, lodging, and full-service restaurants among others.
Are there any particularly good places in the United States for Project Managers/Senior Project Engineer to find work opportunities?
Denise Lorenzetti: This will vary from industry to industry.
Many organizations have seen success with the transition of jobs to a virtual environment. It is uncertain how things will progress, however we anticipate there to be less of an emphasis on geographic region as a part of the job search than pre-pandemic. The pandemic has opened up opportunities for new graduates to find opportunities that traditionally were only available in large metropolitan areas such as Silicon Valley or NYC.
Many companies are still providing flexibility with working from home and/or not needing to be physically located in the city where the position resides. Some are work-from-home indefinitely and others are offering the flexibility to telecommute more than physically being in a location every day.
Large cities will likely continue to be a major hub for industries that will continue to require in-person jobs, such as healthcare roles.