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Many organizations with limited experience in projects or weak understanding of the nature and value of project management believe that a "project manager" is at best someone who maintains a schedule (misnamed the "plan") and goes around "bugging" people about why they have not done the things needed by the project. At worst this is seen as a promotion for the lead technical resource on a project. Neither of these views could be further from the truth, and both go a long way to explain why projects get into trouble, are unable to deliver what is promised (or needed) and why project management and its associated disciplines are often undervalued. Those that need it most, typically get the least; thus "proving" their starting position. Projects need appropriate supporting processes, adequate management in the context of a business architecture and aligned business requirements, with good control of risks that use sound measurement practices to identify these risks Key Benefits
CapabilitiesA wide range of experience in the public and private sector over many technologies and for the most part in cases where "turn around" skills were required to bring a project to completion. Self aware, self disciplined, persistent and empathic.
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