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Not having met Paul nor read his entire letter I take a risk in this reply but I do believe from what I did read that Paul has to take at least part of the blame for the Project Managers failures. Admittedly they obviously failed in one of the firsttasks they should have undertaken when putting together their projects. They obviously didn't get buy in from Paul. I am not convinced that this was actually possible to achieve with Paul but regardless of how difficult that was without that fundatmental element having been achieved the projects were 'doomed' from the get go. I would also suggest that Paul, unless he is possessed of a VERY rare skill, could not keep control of any 'project' in his head if it was even monderately complex (200-300 task lines). If he can do that then I suggest that he undertakes a career change and runs projects for large multi-national corporations and charges large sums of money for the service.