Professionalization, risk transfer, and the effect on gender gap in project management

In this paper, we demonstrate that Project Management (PM) in Information Technologies (IT) sector, despite the claims of autonomy and self-determination at work of creative experts, sets up fairly tight controls through management and the rhetoric of professionalism. The client's position of strength overrides the employer's direct control, transferring a major share of the risk inherent in PM to the IT experts themselves. Ensuing long hours of unplanned and unpaid overtime are the most important obstacle facing women in IT's workforce. This paper is based on a qualitative research conducted on 7 Canadian companies acting in multimedia, information technology (IT) business services and optics–photonics. We have interviewed 88 IT experts, women and men, who talk about their working conditions.

► This study examines working hours and commitment in project-based organizations.
► Projects can be managed to transfer the built-in risk onto workers.
► Professionalism is studied as a device to solve tensions between autonomy and control.
► Long working hours are the most important obstacle facing women in projects.