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Bridging the PM Competency Gap by Rich Maltzman, Loredana Abramo

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Wanted: Bespoke Strategic Approach

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For project management (PM) competency to be considered important, to be supported, and to be bought into by the project managers themselves, what overall strategic approach makes sense? Should this be a top-down effort, led by an overarching, global project management office (PMO), or a top executive leader of the organization? Should it be a grassroots groundswell of momentum and a collection of real, from-the-trenches assessments of what is needed for success? Should middle managers—for example, supervisors of project managers—be driving this effort since they have responsibility for the project managers? ...

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