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Greta Blash, MA, PMP has extensive experience as an executive and consulting
IT professional. Her areas of experience include project management, software
product management, information system implementation, with emphasis in the areas
of system implementations and conversions, customer relationship management (CRM),
data warehouse/business intelligence (DW/BI), and data management. She has developed
customized life cycle methodologies for major international organizations as well
as training courses in the areas of project management, requirements analysis
and data management. She is currently a Senior Instructor for International Institute
for Learning (IIL) and resides in Las Vegas.
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R. Max Wideman, P.Eng, FEIC, FICE, FPMI is a retired engineer and professional
project manager with experience in systems, software, social and environmental
projects, including project claims, audits and reviews. Max was President of the
Project Management Institute (PMI) in 1987 and Chairman in 1988. He also founded
the PMI Canadian West Coast BC Chapter in 1979. Max's latest book is A Management
Framework for Project, Program & Portfolio Integration. He is best known for this
web site, maxwideman.com, where you will find comprehensive knowledge and
wisdom on all aspects of project management.
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Introduction
Project Management (PM) has been widely recognized in the fields of construction, engineering and aerospace for years. Recently, the skills required of project managers have been recognized in other fields, notably Business and Information Technology (IT). As a result of the recognition, the need for qualified project managers has greatly increased. Moreover, project management is becoming a popular new career path, complete with recognized certifications and opening up new opportunities for aspiring and seasoned project managers.
Management within a functional organization is dependent upon success at various levels on the career level, but, at some level, the job becomes purely "management." As recognized by Microsoft Services, many project management professionals prefer to be able to advance within the "profession" rather than having to move into a pure management role. Working very closely with a project sponsor at a very high executive level will often help prepare a project manager to move into the executive management role. On the other hand, it may help convince the project manager that the demands and pressures of the project are preferable to that of the boardroom.
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