We become aware, at some point in life – hopefully sooner rather than later – that we value things differently than others do. What’s important to us may not mean anything to our neighbor or best friend…and vice versa. I know that projects are important, you know that, our customers know that, and our management knows that – sometimes if only seemingly for the revenue they bring in. But getting them done is often what’s valued most. How they get done isn’t that important to many of the people on the big stakeholders list. As long as they don’t cost too much, take too long, or end up quality-poor. As project managers, we understand that there is a certainly level of PM expertise and oversight needed to make sure the project has the greatest chance of success. We want to avoid overkill and micro management, of course, but a project team left to their own devices would likely be lacking those best practices, that schedule accountability, and that PM expertise to stay on track, on budget and to manage the customer all at the same time, right?