Could have said some bits better ....
As always, I mostly agree with what Tom says. However, I do have a problem with two of the items .....
Item 10 ... sorry but project management is an overhead. An absolutely necessary and value-added overhead but an overhead ne'er-the-less. Unless you recognize that it is an overhead you'll never recognize when to cut back. Not all projects require a full-blown project management methodology ... and providing less than required is a good way to design a train wreck. (Besides, AP & Payroll are both overhead departments ... see how long your company lasts without either!)
Item #3 ... You like the details. The trick is in recognizing what constitutes a detail to a project manager. A project manager who ignores his own details is a failure waiting for a place to happen as has been stated by others (although, scarily enough, many do succeed for years). However, a detail to a project manager, a scheduler, an end-user/client, a business analyst and a programmer are all different. A project manager who falls into the someone-else's-details trap is also fated to fail (or is in definite need of more work).
