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SOC 13-1082 · O*NET 13-1082.00
Project management specialists analyze and coordinate scope, schedule, procurement, personnel, and budget for a single project, lead the technical team to complete milestones and deliverables, and confirm goals, changes, and acceptance with the client and stakeholders. The position is responsible for making decisions traceable, and authority and final sign-off follow the organizational agreement.
Model impact index for three equally weighted representative core tasks; not a measured share of working time or a job-loss probability. floor((50+50+75)/3+0.5)=58; fermatmind-ai-impact-v1; 2026-10-18.
Can explain deliverables, resources, changes, and escalation conditions at the same time; you can learn more about the project management direction.
Submit a one-page project status card: list the goal, scope, 20 deliverables, the R2/R4/R6 gaps, the decision makers, and the 114 unobserved records.
Paper-and-pencil exercise: of a delivery checklist of 20 items, 4 have been confirmed and accepted; list the 16 unaccepted items and mark dependencies and responsible people.
If you are willing to break a vague goal into acceptable work packages and continuously check progress, cost, risk, and responsible people, you can learn more about project management specialists.
Project management specialists coordinate schedules, procurement, personnel, and budget for a single project, lead technical staff, and may act as the client liaison.
Check the project goal and scope, break down milestones, personnel, and budget, track team progress and risks, assess the impact of changes, and deliver against the acceptance criteria.
If the goal or acceptance criteria are unclear, confirm with the sponsor first and do not substitute a vague “progress is normal” for evidence.
Career direction comparison
The common ground is coordinating information; the difference lies in delivery, professional analysis, cost estimation, or departmental management.
| Career direction | Core work and output | Key differences | Best-fit choice |
|---|---|---|---|
| Business analysts | Write requirements, processes, and acceptance conditions. | Business analysts clarify requirements and processes and are not necessarily responsible for the whole project's budget and milestones. | You like business interviews and requirement modeling. |
| Management analysts | Analyze operational problems and propose improvement plans. | Management analysts analyze organizational processes and efficiency and do not necessarily coordinate single-project delivery. |
AI impact on this career
The following auxiliary applications are editorial ideas, and no measured adoption rate or effect for this occupation was verified. AI can help with meeting summaries, plan drafts, and risk prompts; it cannot be used to derive this occupation's substitution rate. Scope, budget, technical trade-offs, and acceptance remain the decision of authorized personnel. AI Impact Score 58% is an editorial estimate. Model impact index for three equally weighted representative core tasks; not a measured share of working time or a job-loss probability. floor((50+50+75)/3+0.5)=58; fermatmind-ai-impact-v1; 2026-10-18.The three tasks, ratings and sources are listed in the FermatMind method source record on this page.
FermatMind AI Impact Score estimation method v1
FermatMind / 费马测试 · 2026-10-18
Editorial ratings use the existing occupational responsibilities and AI task analysis on this page. They are not adoption rates, measured effects, job-disappearance or personal-unemployment probabilities, or official scores from Stanford or another external institution. No measured time weights or future robot deployment are assumed.
Chinese mainland salary reference
United States SOC 13-1082 is not equivalent to the Chinese position classification.
Project planning, technical team coordination, and delivery acceptance in a technical project position scenario may refer to the broad professional and technical category: in 2025 the national pre-tax annual average for all professional and technical personnel in above-scale enterprises was 155,491 yuan. A 2025 public case from Shanghai human resources and social security lists the project manager as a professional and technical position, but one position does not represent all cross-industry project personnel, and the word management in the position title is not equated with middle-level leadership. This average is not the occupational median, starting salary, or personal range.
Insufficient evidence: no officially separately listed value was obtained for this page
Check base pay, performance pay, and overtime against the local position announcement.
United States salary reference
The 2025 annual wage median for United States project management specialists is 102,320 USD; in the BLS 2025–2035 projection the same occupation shows an overall employment change of 6.7% (not AI-attributed), with about 76,500 openings per year. Wage percentiles and job openings cannot be taken as a personal offer or new positions.
| Wage statistical position | Annual wage reference | Conversion boundary | How to understand this position |
|---|---|---|---|
| Lowest 10% | 61,580 USD/year | Official annual wage, not personal monthly income | The 10th percentile is 61,580 USD/year: about 10% of paid employees earn less than this. It is not an entry-level wage, and Chinese positions or personal after-tax income cannot be estimated from it. |
| Median (50%) | 102,320 USD/year | Official annual wage, not take-home pay |
Career fit guide
See whether you can clarify the goal, break down dependencies, track real delivery, and escalate when risk exceeds the limit.
You may be better suited to： Can match goals, work packages, and acceptance conditions item by item.
These situations require caution： Reporting false completion or skipping acceptance to meet a deadline should first be addressed as a habit issue.
Do an entry exercise： Use a fictional project to make a one-page scope, milestone, and risk card.
Work pressure, risks, and career boundaries
First check the goal and scope baseline, then the delivery evidence, budget, and risks; pause and escalate when change conditions are insufficient.
O*NET defines the occupational tasks and BLS provides the United States employment projection; the cases do not represent an accident rate.
Typical scenario：A fictional requirement says only “go live with the system”, with no function or acceptance criteria, so clarify first.
Roles most affected：Project sponsors, the team, and the client
Possible consequence：A vague scope can cause rework, overruns, or disputes.
How to reduce risk：Write the deliverables, exclusions, and acceptance authority clearly.
Entry, qualifications, and career development
When starting out, practice requirements, plans, risks, and acceptance records; real project data and budgets require authorization.
| Entry positions | What you mainly do early in the job |
|---|
Career outlook and moving to related occupations
BLS United States 13-1082 standalone occupation overall employment projection: 1,094.3 thousand in 2025 to 1,167.4 thousand in 2035, officially a net increase of 73.2 thousand and growth of 6.7%, with 76.5 thousand annual average openings; each is rounded independently, not AI-attributed, and not a China or single-project projection.
United States national · SOC 13-1082 project management specialists
6.7%
Employment change rate
Detailed occupation overall employment projection, with a projected increase in numbers; not AI-attributed.
Does not establish：Base and projection periods are rounded; not regional recruitment.
They check goals, scope, progress, budget, and personnel with the client and team, track milestones and risks, coordinate changes, and deliver as agreed.
Whether they can approve depends on the project charter, contract, and organizational authorization; the job title itself does not grant financial or signing authority.
Break a fictional requirement into work packages and dependencies and write a one-page status and change card, and see whether you can explain the evidence, impact, and decision maker.
Choose a real task from this page for a small practice project or a conversation with someone in the field. Use the planning guides to set a date, an output and feedback questions before deciding whether to continue.
Use 120 fictional project work items to practice spot checks: a six-sample has three pending items; 3/6 cannot be extrapolated to the other 114.
List completed, awaiting review, and not started separately; risk status has a basis, a responsible person, and a next step.
Project management specialists coordinate cross-team delivery; business analysts define requirements, technical leads decide technical implementation, and the project sponsor approves scope and budget.
| Dimension | Primary track | Comparison track |
|---|---|---|
| Core purpose | Produce an acceptable, traceable project plan and delivery records. | Business analysts focus on requirements, processes, and business rules. |
| Main subjects and basis | Goals, scope, work packages, schedule, budget, personnel, risks, and acceptance records. | Requirement analysis, process models, and business acceptance conditions. |
| Core process | Plan activities, coordinate the team, track milestones, and submit deliverables. | Analyze business requirements and design solutions. |
| Main outputs | Confirmed plans, status records, and delivered results. | Approve the technical architecture or business strategy. |
| Accountable party | Project management specialists, the technical team, and the client. | Business owners and domain experts. |
| Authority and approval | Authority is defined by the project charter, contract, and organizational rules. | Project coordination and final technical/budget approval responsibility differ. |
| Conclusion boundaries | Schedule communication skills are shared, but professional credentials and approval authority cannot be mutually recognized. | Depending on industry and project size, the method may be predictive, agile, or hybrid. |
clarify ambiguity first.
the baseline requires approval.
check the technical lead's commitment.
do not equate a report with real completion.
send to authorized personnel for decision.
file versions and approvals.
Check the goal, scope, budget, dependencies, team, milestones, risks, and acceptance authority.
Check the employer's project governance and approval authority.
Check client and project data access.
Check task status and deliverable acceptance criteria.
Check commercial information, quality, and risk escalation.
Insufficient evidence: the national project management specialist occupational wage; check the employer's base pay, performance pay, project bonus, overtime, and social insurance before starting.
| You like cross-organizational diagnosis and improvement. |
| Cost estimators | Estimate the cost of a project's products or services. | Cost estimators focus on materials, labor hours, and quotes. | You like data, prices, and calculation. |
|---|
| Logisticians | Coordinate material and information flow. | Logisticians are responsible for supply chain flow and distribution. | You prefer transport, warehousing, and inventory optimization. |
|---|
| Functional managers | Set departmental goals and manage people. | Functional managers are responsible for long-term team resources and professional standards and are not equal to single-project coordination. | You are willing to manage a team, budget, and performance. |
|---|
| Project management specialists | Coordinate the team to complete acceptable project outcomes. | This position integrates single-project scope, plan, personnel, budget, and acceptance. | You are willing to track dependencies, risks, and delivery results. |
|---|
Compare project management specialists, business analysts, management analysts, cost estimators, logisticians, and functional managers; distinguish them by requirements, process, cost, resources, and final responsibility.
Moving positions can reuse planning and communication skills; domain technology, financial authority, and management responsibility are checked separately.
Try status summaries on approved data, and delivery evidence still requires human checking.
Requires employer-level integration, training, cost, and failure records; this page has no measured adoption rate.
Also requires work package volume, hours, system, and position change data and cannot be inferred directly from exposure.
| Work area | Task | Current change | Human control point |
|---|---|---|---|
| Plan draft | Requirement and scope check | Editorial pilot idea, needs validation: extract work package, date, and responsible person candidates from approved documents. | Manually check goals, plans, dependencies, and delivery. |
| Status collaboration | Progress coordination | Editorial pilot idea, needs validation: organize milestone and dependency conflict candidates. | Check the baseline, dependencies, and approval. |
| Risk review | Risk suspicion screening | Editorial pilot idea, needs validation: flag candidates for overdue items, missing responsible people, or unclear acceptance conditions. | Manually check team progress and blockers. |
| Delivery collaboration | Blocker and change records | Editorial pilot idea, needs validation: organize overdue items, missing responsible people, or requirement changes. | The project and domain leads review and then decide. |
| Version and decision records | Status consolidation | Editorial pilot idea, needs validation: consolidate plan versions, risks awaiting decision, and milestone changes. | Review deliverables against the original acceptance criteria. |
| Stakeholder handover | Work package communication | Editorial pilot idea, needs validation: draft confirmation questions and a delivery checklist. | The responsible person checks client data and the sharing boundary. |
| Delivery quality improvement | Project review | Editorial pilot idea, needs validation: categorize recurring suspicions and generate review drafts. | The project sponsor and professional leads approve changes according to their authority. |
The studies below answer different questions and cannot be conflated into this occupation's adoption rate or layoff projection.
When judging task change, first check project data, decision authority, and quality responsibility.
AI primarily changesEditorial idea: meeting summaries and action item organization.
Human responsibility remainsCheck the original requirement, decision records, and responsible people.
AI primarily changesEditorial idea: plan and status drafts.
Human responsibility remainsBudget, technical plans, and acceptance approvals require human responsibility.
AI primarily changesEditorial idea: dependency conflict and delay candidates.
Human responsibility remainsCheck real output, blockers, and change approvals.
Keep the input sources, model version, human edits, and decision maker.
Check client information and project document access permission.
Check real deliverables against the original goals and milestones.
Major resource or scope changes go to authorized personnel for approval.
Pause and escalate when quality, privacy, or budget risk appears.
Record the goal, system suggestions, delivery evidence, change version, and approver.
Wrong status and missed dependencies may cause delays, overruns, or nonconforming delivery.
Control: Manually check the original materials and record what the tool missed.
An outdated plan or wrong responsible person may cause unapproved changes.
Control: Lock status and decision versions and check the original deliverables before reporting.
Client and project documents may contain commercially sensitive information.
Control: Check permission and least access before entering tools.
Wrong suggestions may cause scope creep, cost overruns, or wrong acceptance.
Control: Tools are prohibited from automatically approving budget, scope, or client delivery.
Repeated corrections may offset the speedup in document organization.
Control: During the pilot, record total hours, missed checks, and rework at the same time.
Practice reading a fictional project requirement document and check it against goals, dependencies, and acceptance conditions; a summary cannot replace the originals.
Try meeting summary and risk candidate drafts while keeping the items awaiting decision.
Compare tool-generated progress summaries with delivery evidence and record misreporting and omissions.
Check data permissions, version, and access first, then pilot in a narrow, low-risk record-keeping step.
There is no AI substitution rate for this occupation; scope, resources, quality, and acceptance responsibility rest with people.
Source: ILO task exposure and O*NET occupational tasks.Original source ↗
No uniform coding threshold was verified; check education, experience, software duties, and authorization requirements against the target recruitment notice.
Source: O*NET is for task comparison; specific recruitment and authority follow the target institution, and the suggestions are proposed by the editors.Original source ↗
Meeting summaries, plan candidates, and risk classification can serve as a pilot; no measured effect ranking among this occupation's tasks was verified.
Source: Cross-occupation research shows only task potential.Original source ↗
BLS projects United States 13-1082 overall employment to grow 6.7% from 2025 to 2035; this is not AI-attributed and cannot be taken as an AI adoption rate, substitution rate, or personal probability of job loss.
Source: BLS 13-1082 standalone occupation projection.Original source ↗
No. Tools must not independently approve project scope, budget, or client acceptance.
Source: The NIST framework cannot grant system permissions.Original source ↗
There is no evidence giving this occupation's disappearance year.
Source: The paper does not predict actual adoption timing.Original source ↗
First practice fictional requirements, dependencies, and acceptance checklists, then check tool permissions.
Source: O*NET is for task comparison; specific recruitment and authority follow the target institution, and the suggestions are proposed by the editors.Original source ↗
First record the real project pilot effect, then observe position changes; task exposure is not a layoff rate.
An industry average cannot derive personal income.
Insufficient evidence: the national occupational-level wage distribution for project management specialists; check offers by industry, size, region, project responsibility, and approval authority.
| Education background | Common position directions | Notes and checking suggestions |
|---|---|---|
| Bachelor's degree or related study | Project coordination assistant | Practice scope, progress, and risk records; entry conditions follow the employer. |
| Project management training | Planning and communication | Practice change and acceptance records; a certificate does not grant budget approval authority. |
| Study in management or technology | Project execution and domain collaboration | Helps understand progress, cost, and quality; not a uniform education threshold. |
| Related project experience | Independent project coordination | Demonstrate ability with deliverables, risk handling, and reviews. |
The professional and technical broad category average serves only as technical project scenario background, and the items below are pricing check suggestions, not a personal wage range; Chinese position pay is not inferred by converting the United States 102,320 USD/year at an exchange rate. BLS 13-1082 United States occupational projection｜https://www.bls.gov/emp/tables/occupational-projections-and-characteristics.htm
Check requirements, milestones, and test acceptance.
Check scope, resources, and safety responsibility.
Check client delivery, cost, and service level.
AI-assisted project documents have no verifiable occupational wage premium.
| The median is 102,320 USD/year, the midpoint of the United States wage distribution for this occupation; it is not equal to a typical entry price or any specific city's personal position offer. |
| Highest 10% | 167,970 USD/year | Official annual wage, not take-home pay | The 90th percentile is 167,970 USD/year: about 10% of paid employees earn more than this. It does not represent supervisory pay or a guaranteed promotion outcome. |
|---|
Wage · 10th percentile：61,580 USD/year；May 2025 United States 13-1082 wage 10th percentile, not an entry-level wage；O*NET 13-1082.00 United States wage percentile table
Wage · 25th percentile：78,440 USD/year；May 2025 wage 25th percentile； a percentile does not equal years of experience；O*NET 13-1082.00 United States wage percentile table
Wage · median：102,320 USD/year；May 2025 United States precise occupation annual wage median, not a personal offer；O*NET 13-1082.00 United States wage percentile table
Wage · 75th percentile：133,100 USD/year；May 2025 wage 75th percentile, does not represent a supervisory rank；O*NET 13-1082.00 United States wage percentile table
Wage · 90th percentile：167,970 USD/year；May 2025 wage 90th percentile, does not represent guaranteed promotion income；O*NET 13-1082.00 United States wage percentile table
No. 102,320 USD is the midpoint of the 2025 United States wage distribution for this occupation, and the entry offer depends on region, schedule, employer, and experience.
49.19 USD/hour is the official median hourly wage and cannot be multiplied directly by fixed hours to estimate personal annual income; overtime, hours, and taxes differ.
The wages come from BLS 2025 occupational wage statistics, and O*NET displays national 13-1082 percentiles; the employment projection comes from BLS 2025–2035 Table 1.2.
Region, industry, project size, and employer rules affect wages, and no personal offer is estimated.
| Industry | Verification status of the occupational-level industry median | How to understand this value |
|---|---|---|
| Finance and insurance | 120,700 USD/year | BLS OOH, May 2025: median annual wage for paid employees in this occupation and industry. This figure excludes the self-employed and is not an individual pay offer. |
| Professional, scientific, and technical services | 108,260 USD/year | BLS OOH, May 2025: median annual wage for paid employees in this occupation and industry. This figure excludes the self-employed and is not an individual pay offer. |
| Manufacturing | 102,640 USD/year | BLS OOH, May 2025: median annual wage for paid employees in this occupation and industry. This figure excludes the self-employed and is not an individual pay offer. |
| Construction | 98,730 USD/year | BLS OOH, May 2025: median annual wage for paid employees in this occupation and industry. This figure excludes the self-employed and is not an individual pay offer. |
Region, industry, size, and duties affect the offer.
Project budget and team size may affect the offer, and no fixed premium is inferred.
Wage percentiles are a statistical distribution of United States paid employees and do not include any individual's overtime, benefits, or after-tax take-home amount.
The 2025 base-year employment count in the BLS 2025–2035 projection, in persons；BLS 2025–2035 occupational projections Table 1.2
BLS projects United States 13-1082 employment to rise from 1,094.3 thousand in 2025 to 1,167.4 thousand in 2035, a net increase of 73.2 thousand or 6.7%； 76.5 thousand annual average openings.；BLS projections Table 1.2
BLS 2025–2035 annual average job openings, including replacement openings, not new positions.；BLS 2025–2035 occupational projections Table 1.2
The O*NET interest code is mainly Enterprising E and Conventional C, for preference prompting only.
Which Holland interest type is closer to project management specialists?
EC corresponds to some extent to project management tasks, and an interest code is not ability.
Do not use it this way: Interest scores do not replace project delivery practice.
Test my Holland career interestsWhich Big Five traits are more relevant to this job?
Traits such as conscientiousness can prompt self-review, but no hiring threshold for this occupation was verified.
Do not use it this way: Personality scores cannot infer project outcomes.
View my Big Five personality traitsCan MBTI be used to judge whether I am suited to be a project management specialist?
MBTI describes preferences only; there is no type threshold for this occupation.
Do not use it this way: Any type should check scope, budget, and responsibility.
Learn about my MBTI preferencesCan the Enneagram show whether I am suited to this occupation?
The Enneagram can serve as self-questioning about stress responses.
Do not use it this way: Personality type does not predict project management quality.
Explore my Enneagram patternIf I am not good at math, can I become a project management specialist?
Basic quantity, date, and source checks can be practiced with a fictional project requirement.
Do not use it this way: IQ scores are not a uniform entry standard for project management specialists.
Learn about my intelligence and reasoning performanceDoes being a project management specialist require high emotional intelligence?
Shift handover and anomaly escalation require clearly stating facts and items still to be confirmed.
Do not use it this way: There is no uniform “EQ” score threshold.
Learn about my emotional intelligence abilitiesFits better when: You like requirement and process clarification.
Watch for: Requires adding interview and modeling methods.
Explore related career: Business analystsFits better when: You like diagnosing organizational problems.
Watch for: Requires adding consulting and change methods.
Explore related career: Management analystsFits better when: You like labor hour, material, and budget estimation.
Watch for: Requires adding cost data and estimation methods.
Explore related career: Cost estimatorsFits better when: You like supply chain and transport.
Watch for: Requires adding inventory and distribution processes.
Explore related career: LogisticiansFits better when: You are willing to manage a long-term team.
Watch for: Requires adding personnel and performance management.
Explore related career: Functional managersFits better when: You care about concrete system or on-site implementation.
Watch for: Requires adding domain technical knowledge.
Explore related career: Implementation coordinationLook at observable behavior: scope and acceptance are clear, progress has evidence, and changes have impact and an approver.
Yes. Listening and written clarification matter.
Yes. A communication advantage still requires plan and data verification.
There is no best-suited MBTI type; look at project exercises.
The O*NET EC is an occupational interest, not a hiring threshold.
Assessments do not replace delivery results and team feedback.
You can practice recalculating dates, budget, completion rate, and dependencies.
There is no high-EQ threshold; you need to be able to hand over clearly using facts, work packages, and suspicions.
No. The Enneagram is only suitable for self-questioning, not as occupational screening criteria.
Draw six of the 120 fictional work packages and list the three types of gap and the escalation.
Evidence：O*NET project management specialists 13-1082.00 · O*NET project management specialists 13-1082.00
Typical scenario：The client adds two functions, which are not included in the original baseline without approval.
Roles most affected：Project management specialists and the budget owner
Possible consequence：Unchecked cost changes may lead to overruns.
How to reduce risk：List the cost, schedule, and resource impact in the change request and submit it for approval.
Evidence：O*NET project management specialists 13-1082.00 · FermatMind editorial suggestions
Typical scenario：A work package is marked 100% but the tests have not passed, so the status is still pending.
Roles most affected：The technical team and the client
Possible consequence：Substituting a self-reported completion rate for acceptance can mask quality problems.
How to reduce risk：Check status against deliverables, tests, or sign-off records.
Evidence：O*NET project management specialists 13-1082.00 · FermatMind editorial suggestions
Typical scenario：A fictional client document is sent to the wrong recipient, so escalate immediately under the incident procedure.
Roles most affected：The team, the client, and data subjects
Possible consequence：Sharing project material by mistake may leak commercial or personal information.
How to reduce risk：Share under least privilege and check the recipient and version.
Evidence：O*NET project management specialist tasks · FermatMind editorial suggestions
Typical scenario：An interface is not delivered while the subsequent acceptance is already scheduled, so reschedule the dependency first.
Roles most affected：The project team and the delivery recipient
Possible consequence：A missed dependency leads to critical path delays.
How to reduce risk：Record the dependency, responsible person, blocker, and next check time.
Evidence：O*NET project management specialists 13-1082.00 · FermatMind editorial suggestions
Typical scenario：BLS projects United States 13-1082 to grow 6.7% over 2025–2035, with 76.5 thousand annual average openings.
Roles most affected：Job seekers and employers
Possible consequence：United States growth and wages cannot directly explain Chinese opportunities.
How to reduce risk：Check the local industry, domain, and project size and demonstrate ability with de-identified work.
Evidence：BLS 2025–2035 employment projections table · BLS 2025–2035 employment projections table
| Entry checks and preparation suggestions |
|---|
| How to prove yourself without experience |
|---|
| How it differs from other directions |
|---|
| Project coordination assistant | Organize goals, work packages, and meeting action items. | Can list responsible people and dependencies. | A fictional project status card. | Changes require authorization. |
|---|---|---|---|---|
| Project management specialists | Coordinate plan, resources, risks, and delivery. | Can check real progress and acceptance. | A fictional six-item spot-check card. | Budget approval is checked separately. |
| Business analysts | Clarify requirements and business rules. | Can list acceptance conditions. | A fictional requirement description. | Project scope approval is checked separately. |
| Cost estimators | Estimate labor hours, materials, and risks. | Can explain the estimation assumptions. | A fictional cost table. | Funding approval is checked separately. |
| Project lead | Coordinate the team, the client, and delivery. | Can decide on or escalate changes. | A change and decision log. | Authority follows the organizational agreement. |
BLS lists the United States typical entry-level education as a bachelor's degree, with no related experience required.
Check the specific requirements by target region and employer.
Real project scope, funding, contracts, and client commitments follow organizational authorization.
Check the approver, decision log, and anomaly escalation contact.
O*NET 13-1082 includes project goals, resources, milestones, and delivery.
Compare the recruitment announcement item by item against the project duties.
Use a fictional project to show a scope-plan-actual-acceptance comparison.
Others can recalculate delivery and trace the three types of gap.
A fictional project has 120 work records; one delivery checklist has 20 items, of which 4 have been confirmed and accepted and the remaining 16 are pending.
A1: write the goal, scope, acceptance authority, and budget boundary; do not expand scope without approval.
A2: draw six records, R1–R6, from the 120; the sampling is designed by the editors.
A3: the R1, R3, and R5 are complete; R2 is missing the dependency responsible person, R4 is missing acceptance criteria, and R6 has an outdated cost estimate. A4: the other 114 records were not observed.
A4: the practitioner only records suspicions and the originals still to be verified; a named responsible person decides whether to expand the check or deliver.
A5: three of the six have pending gaps, and 3/6=50% describes the sample only and cannot derive a problem rate for the 120 items.
List the originals and decision makers needed for R2/R4/R6 separately; the scope or budget must not be changed without approval.
Others can recalculate 20-4=16, 120-6=114, and 3/6 and see that the 4 items must be genuinely accepted.
Write the 20 deliverables, the 4 accepted items, and the 16 pending items.
The acceptance evidence can be re-examined.
List the R2 responsible person, R4 acceptance criteria, and R6 estimation version gaps.
Each item corresponds to its originals and decision maker.
Note that the 114 items were not observed and do not derive an overall problem rate.
List the change and budget approvers.
| Stage | What may be assessed | Observe documents | Usage boundary |
|---|---|---|---|
| Checking delivery in the interview | Whether you can recalculate the unaccepted count | 20-4=16, and the 4 items require acceptance evidence. | A self-reported completion must not be counted as acceptance. |
| Spot check in the interview | Whether you can distinguish the sample from the total | Six items with three gaps, and 114 items unobserved. | The overall problem rate cannot be derived. |
| Project management on the job | Whether you can check responsible people, criteria, and estimates | R2/R4/R6 list the originals still to be verified separately. | Must not change the budget beyond your authority. |
| Client collaboration | Whether you can explain the change impact | Write the time, cost, quality, and approver. | Must not commit to delivery on your own. |
Day one: check the A1 goal, scope, and acceptance.
Day two: check the 20 deliverables and the acceptance evidence for the 4 items.
Day three: draw R1–R6 and compare the plan, dependencies, and budget.
Day four: list the R2/R4/R6 gaps and note that the 114 items were not observed.
Day five: per A4/A5, write the three suspicions, the 114 unknowns, and the review request to the responsible person.
Day six: after sealing the first draft, look at the reference approach and correct the suspicion classification, calculation, or over-reach suggestions.
Day seven: hand in the four cards for project requirement document, review, escalation, and method, and record the most effortful step and the next practice.
| Qualification／status | Mainly suited to whom | Practical role in job seeking | Whether it is a general entry threshold | Authority and compliance conditions | Investment level | Important limitations |
|---|---|---|---|---|---|---|
| United States entry-level education background | For those considering the United States 13-1082 occupation | BLS lists a bachelor's degree with no related work experience and no uniform on-the-job training requirement | Not equal to a unified Chinese threshold | Check the location and employer hiring requirements | Depends on the individual path | Education does not grant checking authority |
| Project authorization and approval | For those touching real clients and budgets | Can handle changes by role | Follows organizational rules | Check who approves scope, budget, and signing | On-the-job training | Project coordination is not equal to signing authority |
| Data and contract management | For those handling client material | Check the scope of use and sharing targets | Follows the contract and rules | Check client data access and retention | Position training | Material must not be shared freely |
| Supervised project training | For those tracking milestones | Can check status, dependencies, and risks | Follows institutional arrangements | Check the mentor and escalation target | On-the-job training | The exercise does not grant budget authority |
| Domain-specific training | Technology, engineering, or service direction | Understands domain standards and delivery | Not a uniform threshold | Check the target position and domain requirements | Coursework and practice | Professional ability cannot be directly mutually recognized across domains |
| Acceptance and quality review | For those collaborating on delivery | Can check evidence, versions, and gaps | Review responsibility follows the contract | Check the sign-off authority and the filing period | Case review | Cannot replace client acceptance |
Typical scope：Practice checking goals, responsible people, and acceptance.
Readiness evidence：A fictional delivery checklist and dependency chart.
Credential boundary：Client data access requires authorization.
Next moves：Learn scope and milestones.
Typical scope：Update the project plan under authorization.
Readiness evidence：Plan and decision versions are traceable.
Credential boundary：Must not change the baseline with an unapproved change.
Next moves：Practice assessing schedule and cost impact.
Typical scope：Follow up on risks, blockers, and milestones.
Readiness evidence：Delivery evidence and status are clear.
Credential boundary：Budget and client commitments are approved by authorized people.
Next moves：Add domain and contract knowledge.
Typical scope：Review cross-team dependencies and delivery.
Readiness evidence：Change and decision records are traceable.
Credential boundary：A coordination role is not equal to funding signing authority.
Next moves：Check project lead position requirements.
Typical scope：Read the goals, budget, and plan.
Readiness evidence：A fictional budget change table.
Credential boundary：Cannot approve contracts independently.
Next moves：Add cost and procurement knowledge.
Typical scope：Check the budget and change impact.
Readiness evidence：List actual cost and baseline separately.
Credential boundary：Financial system permissions must be checked.
Next moves：Learn estimation and forecasting.
Typical scope：Handle approved budget tracking.
Readiness evidence：The report explains the cost assumptions.
Credential boundary：Cross-team sharing follows authority.
Next moves：Add finance and contract knowledge.
Typical scope：Use a fictional project to make a status table.
Readiness evidence：Goals and deliverables correspond item by item.
Credential boundary：Do not touch unauthorized client data.
Next moves：Learn versions and retention.
Typical scope：Review the plan, actual progress, and acceptance.
Readiness evidence：Pending items note the source and responsible person.
Credential boundary：Delivery requires review by the responsible person.
Next moves：Add testing and acceptance knowledge.
Typical scope：Review status, risks, and versions.
Readiness evidence：Correction and escalation records are clear.
Credential boundary：Client sign-off is the responsibility of authorized personnel.
Next moves：Take part in team reviews.
Can break goals into work packages and acceptance criteria.
Under supervision, follow up on milestones and blockers.
Assess the scope, time, and cost impact.
Organize changes, delivery, and reviews.
United States national · SOC 13-1082 project management specialists
About 76,500 per year
Annual average occupational openings
Annual average openings include replacement of those leaving and are not equal to new positions.
Does not establish：Cannot be used to guarantee personal hiring or explain the reason for the change.
Chinese mainland · No separately listed Chinese employment projection for project management specialists
Insufficient evidence: no Chinese occupational-level employment projection for project management specialists was obtained
Occupational outlook
Insufficient evidence: a comparable national occupational-level wage for Chinese project management specialists. The 2025 national pre-tax annual average of 155,491 yuan for all professional and technical personnel in above-scale enterprises is only a broad technical project position scenario background and provides no project management specialist headcount or employment projection.
Does not establish：Not the number of project management specialists or a future employment projection.
These are capability relationships, not automatic promotions or credential waivers.
Transfers：Goals, scope, and client communication.
Build next：Requires adding requirement interviews and business modeling.
View career profileTransfers：Risk and process coordination.
Build next：Requires adding organizational diagnosis and change management.
View career profileTransfers：Budget versus actual comparison.
Build next：Requires adding estimation and cost data.
View career profileTransfers：Procurement and resource coordination.
Build next：Requires adding supply chain and distribution planning.
View career profileTransfers：Team and resource coordination.
Build next：Requires adding personnel, performance, and long-term operations.
View career profileTransfers：Milestones and acceptance.
Build next：Requires adding domain technology and delivery methods.
View career profileTransfers：Cross-project resource coordination.
Build next：Requires adding program governance and benefits management.
View career profileTransfers：Budget, change, and risk records.
Build next：Requires adding finance and contract knowledge.
View career profileTools can help with meeting minutes, plan drafts, and risk prompts; cross-occupation task exposure cannot derive this occupation's substitution rate, and key approvals and acceptance remain the responsibility of people.
Insufficient evidence: the national occupational-level wage distribution. For a technical project position scenario, reference may be made to the 2025 national pre-tax annual average of 155,491 yuan for all professional and technical personnel in above-scale enterprises; this is not the occupational median, starting salary, or personal range and does not represent all cross-industry project positions. Actual figures are checked by industry, region, project responsibility, and authorization.
No. O*NET shows a 2025 median annual wage of 102,320 USD for United States 13-1082, with 61,580 at the 10th percentile and 167,970 USD at the 90th percentile.
BLS lists the United States typical entry-level education as a bachelor's degree with no related experience required; Chinese conditions are checked with the employer and the project type.
Project management specialists coordinate scope, schedule, and resources; technical leads are responsible for professional implementation and quality, and authority follows the project division of labor.
Scope creep, false progress, missed dependencies, budget overruns, and acceptance disputes; controlled with baselines, delivery evidence, change requests, and the decision log.
BLS projects United States 13-1082 overall employment to grow 6.7% over 2025–2035, with 76,500 annual average openings; not AI-attributed, not a China or single-project projection, and personal risk is not inferred.
FermatMind career content team (editorial compilation, not a review by project management practitioners)
Verification date for the material: 2026-09-26; project authority, contracts, and acceptance are checked against the organizational agreement.
Tasks are taken from O*NET 13-1082.00; United States wages and the projection use the same occupation's O*NET/BLS rows; the Chinese wage gap is visible.
Limitations：United States occupational task basis; organizational authorization and contracts are checked separately.
Limitations：United States occupational row; annual average openings include replacement demand.
Limitations：United States occupational row; annual average openings include replacement demand.
Limitations：All-personnel or industry averages cannot derive this occupation or personal income.
Limitations：All-personnel or industry averages cannot derive this occupation or personal income.
Limitations：Occupational tasks do not confer contract or budget approval authority.
Limitations：A voluntary AI risk framework and not a basis for project management authorization.
Limitations：Occupational tasks do not confer contract or budget approval authority.
Limitations：Occupational tasks do not confer contract or budget approval authority.
Limitations：United States occupational task basis; organizational authorization and contracts are checked separately.
Limitations：Occupational tasks do not confer contract or budget approval authority.
Limitations：Task exposure is not equal to employer adoption or an occupational substitution rate.
Limitations：Used for exercises and judgment frameworks, not official statistics, statutory requirements, or employer position conditions.
Limitations：A voluntary AI risk framework and not a basis for project management authorization.
Limitations：Cross-occupation task potential estimate; does not predict project management specialist employment or an adoption date.
Limitations：Subjective employer expectations; cannot be extrapolated to a measurement for project management specialists.
Limitations：Occupational tasks do not confer contract or budget approval authority.
Limitations：Adjacent occupations' tasks cannot be interchangeable with this occupation's authority and wages.
Limitations：All-personnel or industry averages cannot derive this occupation or personal income.
Limitations：All-personnel or industry averages cannot derive this occupation or personal income.
Limitations：All-personnel or industry averages cannot derive this occupation or personal income.
Limitations：All-personnel or industry averages cannot derive this occupation or personal income.
Limitations：Task exposure is not equal to employer adoption or an occupational substitution rate.
Limitations：Take the United States row; wage percentiles are not guaranteed values for entry-level or senior positions.
Limitations：Adjacent occupations' tasks cannot be interchangeable with this occupation's authority and wages.
Limitations：An expired single professional and technical project position example, not current recruitment, a national occupational classification, or wage evidence.
Limitations：Only personal information handling; it does not replace project change, funding approval, or client acceptance.
Limitations：The median annual wage of salaried employees in the industry for the same occupation, not a personal or Chinese offer; excludes the self-employed.
Limitations：Editorial ratings use the existing occupational responsibilities and AI task analysis on this page. They are not adoption rates, measured effects, job-disappearance or personal-unemployment probabilities, or official scores from Stanford or another external institution. No measured time weights or future robot deployment are assumed.
The Chinese text on this page explains the United States occupational scope and does not establish mutual recognition of qualifications between countries; fictional exercises do not represent employer standards.
MBTI (English) · Big Five (English) · MBTI (Chinese) · Big Five (Chinese)
Check the decision log, changes, and filing.
Typical scope：Organize budget and delivery checks.
Readiness evidence：Review with rework and delays.
Credential boundary：Funding approval follows the sponsor's authority.
Next moves：Advance toward program management.
Typical scope：Establish scope, change, and acceptance processes.
Readiness evidence：Use sampling records to prove the process works.
Credential boundary：Management authority follows institutional rules.
Next moves：Check program management position requirements.
