There needs to be the distinction of when we use our "project manager hat" versus our "technical specialist hat."
Many project managers work in two common extremes: process focus or technical detail focus. This is common for junior project managers and for project managers who are new to an organization. That often happens, in my opinion, because those project managers haven't developed their management style yet or haven't adjusted to the organizational culture.
When the project manager thinks something is going wrong on a project, either with how someone is performing a task or the results of a deliverable, we often try to fix it. We do that with our strongest toolkit -- usually, that's our technical background. We often take over and hijack the task just to do it "our way," based on our experience.
Remind yourself that as a project manager, you have a different role as a leader. You also can't be a technical skills expert for your team.
Realign yourself to the deliverables. Gain a clarity of the project goal, the project management approach you are using and your role in managing the given project resources.
Project managers can be quite connected and attached to the project outcome. But when you see an opportunity to improve something based on your technical expertise or what you would do differently, stay focused on your role, which is to deliver the project according to the business requirements, aligning with the business sponsor and the organization. Let your team handle their tasks according to their experience and expertise.
Do you ever rely too heavily on your technical expertise?
Read more from Dmitri.