I'd say: No, not at all!

Read about Admiral Rickover. He built the first practical nuclear submarine in the world, for the US navy, in record time of 3 years. He cleared bureaucratic hurdles, played the politics when needed, kept tight control, delved deep into the technicalities of the project, recruited and trained a large number of people into the program, and ultimately made the project successful.

Dig deeper into any other large scale projects, you'll find great engineering management. The Manhattan project is another example (It should be categorised mostly under engineering management & not scientific management, according to some of the members in the team).