Software evolves. People adapt. And project managers sit at the intersection of those two worlds, helping teams move through change, pressure, and complexity with steadiness. Technology usually plays by the rules. The code runs, the platform responds, and even when something shifts, there is a plan to follow. It can be intricate, but it rarely catches you off guard.

People, on the other hand, can.

Every project is steered by the conversations, stresses, personalities, and expectations within it. As introduced in the first article of this series, Coaching the next generation of project managers: Strengthening soft skills and embracing AI, strong delivery starts with people-first leadership. This article builds on that foundation by focusing on how project managers navigate the human dynamics that surface when software projects begin to go off course.  

Delivery teams bring their own lived realities to the work. Clients balance expectations and priorities from many directions. And project managers guide both sides toward outcomes that depend less on technical ability and more on how people communicate, adapt, and respond to stress — that’s where real delivery is created.

Most software projects begin with a capable team. Their skills are there, their experience is too, and their technical foundation is solid. On paper, delivery should be straightforward.

In practice, the human side adds layers no planning tool can fully anticipate. People carry stress that didn’t exist at the same scale twenty years ago. Rising costs, job insecurity, industry layoffs, and speed of technology change all influence how team members show up. These pressures often go unnoticed in a distributed environment where cameras turn off quickly and body language is easy to hide.

Some weeks, a team member is fully present. Other weeks, they may seem distant or overwhelmed. For instance, team members may be navigating unexpected health concerns or personal stress, which makes it hard to stay engaged. Tasks slip, communication becomes difficult, and client begins to feel uneasy. The root cause is rarely a lack of ability, but from a private struggle.

However, there are opportunities you as a project manager can create to prevent issues from escalating. Through simple, consistent habits you can stay connected with your team:

• Schedule weekly individual 1:1 check-ins to understand how people are managing the workload and where support may be needed.
• Use these conversations to give team members space to raise concerns or clarify expectations.
• Watch for sudden changes in tone, response times, or engagement, especially across different time zones.
• Encourage team members to bring issues forward early so problems are addressed before they affect delivery.
• Reinforce that asking for help is a sign of commitment to the project, not a setback.

These habits can help teams stay aligned and reduce the likelihood of unexpected disruptions later in the project.

Clients are accountable for project success but aren’t the ones building the solution. They rely on a delivery team they may have met only once. If they’ve endured difficult experiences with previous vendors, early trust becomes even harder to build.

Their workday is rarely focused exclusively on the project. They juggle competing responsibilities and often feel pressure from senior leaders to move faster, especially now that AI has raised expectations about speed and efficiency. They may expect delivery teams to adopt new tools and approaches quickly, even on projects unrelated to AI itself. This strain shows up in their urgency, and sometimes their frustration.

Project managers absorb much of this and work to keep the environment calm, even while navigating internal challenges. Not every issue needs to be escalated to a client. Many issues can be resolved within the team before they affect the project. However, when a challenge could influence scope, timing, or quality, it’s important to bring it forward early. Clear communication about the situation, paired with a considered recommendation, creates transparency and keeps the project on steady ground.

Communication creates stability in an environment that changes daily. It keeps people aligned, reduces the risk of misunderstandings, and creates opportunities to catch problems before they grow.

Consistent, balanced communication strengthens alignment across the entire project. Consider the following approaches:

• Set expectations at the beginning of the project, including how often updates will be shared and in what format.
• Create a consistent schedule for project-focused team check-ins so the full group can review progress together, flag risks early, and stay aligned on upcoming tasks.
• Share risks and blockers as soon as they surface, paired with proposed solutions.
• Document key decisions clearly so remote teammates stay aligned, even when they cannot attend every discussion.
• Communicate regularly with clients about progress to build trust.

When everyone knows what to expect, communication becomes a stabilizing force that keeps the project moving forward.

Expectations have never been higher. Distributed teams mean project managers receive emails at all hours. Teammates in different provinces work on different schedules, which stretches the project managers day if boundaries aren’t set. Checking messages at times when you can’t act on them adds unnecessary stress and makes the work feel relentless.

Healthy boundaries keep you effective. Some project managers choose not to read emails until they can respond. Others set guidelines around when they will check messages in the morning or evening. Everyone benefits from an outlet that helps them reset. It could be running, walking, or connecting with someone who understands the pressures of the job. These habits help you maintain clarity and stay grounded.

Few people begin their careers planning to be project managers. Many find their way into the role after discovering they prefer guiding people rather than writing code. But no one steps into project management fully prepared for its emotional demands.

Mentorship gives new project managers a place to reflect, seek advice, and validate their thinking. It prevents isolation and helps them build practical judgment. A senior leader who can act as a sounding board becomes essential for navigating difficult decisions, client expectations, and team dynamics.

You grow through experience, but you grow faster when someone helps you process what you’re experiencing.

Successful delivery shows up in how people collaborate through uncertainty, stay aligned through change, and support each other when pressure builds. As a project manager, you set the tone for that environment. When you lead with empathy, clarity, and steady communication, you create conditions where teams do more than complete tasks. They deliver with purpose, confidence, and connection. That is what makes a project truly succeed.

And while tools, methodologies, and platforms will keep evolving, the human side of delivery remains the constant. Helping people stay balanced, informed, and supported is what gives teams the resilience to adapt to shifting expectations and complex technical demands. When you embrace that responsibility, you don’t just guide a project to completion. You help build a healthier, more sustainable way of working — one where people feel equipped to contribute their best and finish strong together.

For more insight into the evolving role of project managers, be sure to catch the next article in our coaching series.