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Project Managers

Infrastructure programmes rarely fail on the schedule. They fail on the dependency nobody flagged.

A generalist PM maintains the plan accurately. What they usually cannot do is challenge it — and on a voice migration, the unchallenged plan is where the money goes.

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Solution Architect Validated™Co-Managed or DedicatedTechnical fluency screened

Infrastructure programmes rarely fail on the schedule. They fail on a dependency nobody flagged, and an unchallenged plan is where the money goes.

This is the Recruitment specialization for programme managers with genuine fluency in the environment they are managing — PMP and ITIL certified, and industry-experienced in the sectors our clients operate in.

Bought on the same two models as engineering roles, and Co-Managed placements fall under the same 7-day shortlist guarantee.

Recruitment & Staffing — the first of three service lines. Recruitment gives you the people; Professional & Managed Services does the work for you; Consultancy decides what work should be done.

What that costs you

Green status reports, right up to the cutover.

Status reports stay green until the week the cutover fails.
Vendor timelines go unchallenged because nobody in the room can assess them.
Your architects get pulled into coordination work to compensate.
Change requests accumulate because the original scope was never technically interrogated.

Why the usual answer fails

Programme risk is technical before it is administrative.

Programme risk on network and voice work is technical before it is administrative. A cutover plan with an unaddressed dependency reads as a normal plan to someone who cannot evaluate the dependency.

How we work

Fluency in the environment, not just method.

Candidates are assessed for genuine fluency in the environment they will manage — network and voice infrastructure, Cisco, Avaya and Teams migrations, and the mechanics of a cutover — alongside methodology.

The screening question that matters most: ask a candidate to describe a project where they overruled a vendor's timeline. The useful answers include what they checked and who disagreed with them.

What they own

The scope of the role.

Coordination across internal teams, vendors and any Lumensoft-placed engineers on the same programme
Status reporting that reflects technical risk rather than calendar position
Vendor and carrier management, including challenging timelines that do not hold up
Change and risk management with documented decisions
Escalation into architecture when a decision exceeds programme authority

How it is bought

The same two models as engineering roles.

The same two models as engineering roles — Co-Managed on a monthly rate, or Dedicated with a one-time hiring fee. Co-Managed PM roles fall under the same 7-day shortlist guarantee.

Areas of fluency

What we screen against.

Network & voice infrastructure programmesCisco / Avaya / Teams migrationsVendor & carrier managementPMPAgileScrumRisk & change managementGovernance & reporting

What our project managers hold

Screened for credentials and for sector experience, not for methodology alone.

PMP certified — formal programme management discipline, not job-title seniority.
ITIL certified for change management — the framework that governs how changes reach production.
Industry-experienced — placed from the sectors our clients operate in, so the environment is familiar before day one.
Technically fluent in network and voice infrastructure, Cisco, Avaya and Teams migrations, and the mechanics of a cutover.

Who it's for

Enterprise IT

A multi-team migration or infrastructure programme.

MSPs

Client rollouts spanning several technical workstreams.

Transit agencies

Vendor and stakeholder coordination under public-sector accountability.

Healthcare IT

Multi-site clinical or compliance programmes.

Typical buyer situations

You are likely in scope if any of these is true:

Status reports stay green and the cutover still slips.
Vendor timelines go unchallenged because nobody in the room can assess them.
Your architects are being pulled into coordination work.
Change requests are accumulating because the original scope was never technically interrogated.

What happens next

1A 30-minute call establishes the programme, its change-control exposure, and whether you need a project manager or a programme manager.
2Candidates are screened for credentials and for fluency in the environment they will manage, then interviewed by a practicing Solution Architect.
3Engage Co-Managed for the duration of the programme, or Dedicated where the role outlasts it.

The same two engagement models and the same guarantees apply as on every recruitment line.

Common questions

Frequently asked questions.

How is this different from a generalist PM?

Every candidate is validated for technical fluency in network, voice or infrastructure environments, not only for methodology.

Co-Managed or Dedicated?

Both, on the same terms as engineering roles.

Which methodologies do your PMs work in?

Candidates are assessed against the methodology you actually run — Agile, Scrum or waterfall — during role scoping.

Can a PM be layered onto an existing engagement?

Yes. A technically fluent PM is frequently added to coordinate a programme that already has Lumensoft engineers on it.

How fast can a PM be placed?

Co-Managed PM roles fall under the same 7-day shortlist guarantee as engineering roles.

What certifications should a technical project manager hold?

PMP for programme management discipline and ITIL for change management are the two that matter on infrastructure work, because change control is where these programmes actually fail. Certification alone is not sufficient — our project managers are also screened for fluency in the environment they will manage and placed from the sectors our clients operate in.