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A few months ago the Olympics finished, and I have since wondered what project and programme management techniques were used to ensure that all of the projects were delivered on time.
The gold standard for many careers in the UK is Chartered Status. Those special letters should convey the sense of professional knowledge, experience and capability, but does achieving the designation mean something?
What exactly is it that I do as a Project Manager? Conventional theory says that I help to deliver projects on time, to budget, within scope and resource constraints, to the quality expectations of the people that asked me to do it. But is there more?
Napoleon is credited with the remark that "War is 75% relationships and 25% logistics." Apparently this flew in the face of accepted wisdom during his day, but didn't stop him from being one of the most successful generals in history. I am often reminded of this analysis when managing a project.
'The previous post about time-bound projects could apply to everything from the Millenium Bug to the Olympics. This has reminded me of a fascinating text by someone in the news earlier this year, the celebrated (late) Russian author and dissident Alexandr Isayevich Solzhenitsyn. It was called "The First Circle", and I recommend it to anyone facing a project with a politically-immovable end date. '

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