I agree that working as a project manager in the biomedical field is taxing due to the various fields of expertise that are involved in one project. Research, biomaterials, lab work, circuitry, software, etc. is a lot of areas to focus on, and a lot of times in BME, you don't know everything. A critical skill of a project manager is adaptability and communication; the project manager should be able to communicate across departments and always be on their toes to adapt to unforeseen challenges. Technical skills are important, of course, but this can be taught. When working in a biomedical engineering project as a manager, you may be put to deal with troubleshooting an error in a department you aren't familiar with. You must be quick on the uptake and educate yourself on new things. However, this is also where communication is most important. Can you ask the right questions? Can you organize the team into steps to move forward? Are you available to take feedback and hear out concerns your team raises? Your ability to grow and communicate effectively is what signifies a good leader. 

Biomedical projects are especially challenging because project managers must balance strict timelines, FDA regulatory requirements, budgets, and coordination betweeen teams with very different technical backgrounds. Becuase of this, I think the most important skills for a PM in this field are strong communication and adaptability. While technical knowledge is helpful, a PM's main role is to coordinate people and keep projects moving forward, so being able to clearly communicate expectations and adjust plans when issues arise is critical. 

If I had to choose, like many others in this forum, I think interpersonal and leadership skills are more important than technical expertise. Technical details can be handled by subject matter experts on the team. If a PM has the adaptability trait, they can rely on their team members to explain the technical details to them in depth and then they can convey those details when needed. Having good people skills as a PM trumps technical expertise for this exact reason. The PM must be able to adjust quickly without losing progress since biomedical projects frequently face unexpected regulatory or testing challenges. Do you think project managers should come from technical backgrounds in biomedical fields, or can strong mangers succeed without deep technical experience?