If you can't manage pointers and complex sets of data safely, you're unlikely to be able to manage projects and manpopwer and deadlines any better.
Careful, the same would imply that someone who can manage projects, manpower and deadlines can manage pointers and complex sets of data safely. The most fundamental difference is that working with people is that your subordinates have a brain and will let you know when something is obviously wrong, non-nonsensical or impossible. I don't mean they're geniuses but the computer isn't even toilet trained and will poop all over the floor if it can't find the bathroom. It'll go in an infinite loop or write full the disk or flood the network or trash the database with total obliviousness.
Half my job is figuring out every conceivable way the system can crap out, take bad input, return junk or be exploited because the system won't deal with any situation on its own. Project management is a lot more about resolving the daily issues your team is struggling with right now, not chasing corner cases that might one day happen. And the software solution is often just throwing some kind of error, if you're aware you've almost trivially dealt with it.
Management problems are typically "soft issues" that doesn't have definitive causes or solutions. Like today we talked about a new reporting solution that is behind schedule and how the estimates were set and causes they're off, consequences, remaining uncertainty, mitigation strategies, if it's possible to free up existing resources or add resources without running into the mythical man-month and how we plan to deal with our needs just not today but going forward. You're not chasing a bug in code that you can patch and declare fixed. It's a constant re-balancing of competing priorities.