The diversity in teams from the perspective of the project manager has the ultimate goal of studying the perception of project managers on diversity in their work teams, analyzing in particular how they deal with the different perspectives that a project environmental offers. In the field research, of qualitative and exploratory nature, we used the phenomenographic method, starting from an interpretive paradigm based on understanding the human sense, the ways of seeing a particular phenomenon and the ideas of individuals about the world around them (MARTON, 1981, 1986). During July and August 2009 we heard 15 project managers from different areas of expertise, academic background and experience. Based on the opinions of these respondents, we carried out a literature review on the typologies of diversity emerged: knowledge and behavior. The role of the project manager and communication have been raised as mitigating factors of diversity. Given the theoretical referential and the opinions of respondents, it appears that project managers see, first, technical diversities rather than the more obvious differences at first sight, such as gender, race and ethnicity. It also appears that the diversities of knowledge and behavior are beneficial to the development of projects and the teams involved. A diverse team is richer, more creative and innovative, since it gathers various visions and perspectives that different mental models bring to solving problems. On the other hand, the diversity of individuals can lead to problems of communication and cohesion.