I was a developer for 10 years before I changed career to become a project manager. Several factors contributed to that choice, but one pivotal moment was when I as a Software Architect participated in a cross organisational meeting with mostly middle managers and a senior manager. The senior manager had a problem that the company needed to solve and that he wanted one of his teams to pick up. I had technical insight into the product area that might be impacted but not much background in the business drivers and the organisation outside my unit.
Very little of what happened at that meeting was about exploring the options available, the consequences of these options, and deciding the best outcome for the company. It felt more like the middle managers were playing to avoid taking a home an impossible assignment for their teams. It was frustrating and I felt that I could contribute to better decision making and more informed choices by taking the role as a project manager.
When you go scuba diving, you sometimes see a surface with an appearance of wrinkled glass between layers of water of different temperatures. An organisation can feel like that — the conversation in one layer of an organisation is completely decoupled from the conversion at lower/higher layers. Not only do large organisations have silos, but silos with layers.
Being a project manager, working across the line organisation, bridging silos and layers, speaking the local dialects, and knowing enough about what everyone is doing to ask the right questions, is challenging and rewarding. You parachute into a land of chaos and frustration, engage with people and systems, create order and momentum, and hand back the project to the line organisation. Then move on to the next challenge. Always working for the best outcome for the company and with respect for the people involved.