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Gary Hamilton

About: Gary Hamilton

Gary Hamilton has 17+ years of project and program management experience in IT, finance, and human resources and volunteers as the VP of Programs for the PMI East Tennessee chapter. Gary is a 2009 & 2010 Presidents’ Volunteer Award recipient for his charitable work with local fire services and professional groups. He has won several internal awards for results achieved from projects and programs he managed as well as being named one of the Business Journal’s Top 40 Professionals in 2007. Gary is the 5th person globally to obtain the six PMI credentials PgMP®, PMP®, PMI-RMP®, PMI-SP®, PMI-ACP®, and CAPM®. In addition to these, Gary holds numerous other degrees and certifications in IT, management, and project management and they include: an advanced MBA degree in finance, Project+, PRINCE2, MSP, ITIL-F, MCTS (SharePoint), MCITP (Project), CSM (Certified Scrum Master), and Six Sigma GB professional certifications. Email Gary: Gary@PMOracles.com.

All Articles and Webinars by Gary Hamilton

The Keys to the Lazy Project Manager – What is “Productive Laziness”?

Written on January 9, 2013, by , , and

Gareth, Gary and Jeff would like to thank author, Peter Taylor, for sharing his material and writing this article with us, which is adapted from material previously released by Peter (see thelazyprojectmanager.com for more details). ‘Progress isn’t made by early risers. It’s made by lazy men trying to find easier ways to do something.’ Robert…

Root Cause Analysis and Corrective Action for Project Managers

Written on October 3, 2012, by , , and

Project managers have the immense task of juggling requirements and resources that are often not under their direct control in order to produce the required project deliverables within the limited constraints to which they must adhere (scope, time, quality, etc.). Even if the perfect project plan could be designed and executed, it would not remove…

Measuring the Value of a Program Management Office

Written on August 22, 2012, by , , and

Many organizations have contemplated or implemented program management as a means of managing inter-related projects within their organization, with varying degrees of success. For the purposes of this article we refer to a Program Management Office (PgMO) as a vehicle which can be used to manage the life-cycle of a specific program or, if a…

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