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Paul Royer


Paul S. Royer is a senior project management consultant with specialties in project planning, external quality assurance and risk assessment, project recovery, and project management office administration and development. He was certified as a PMI® Project Management Professional® in 2001 and practices his trade in the Pacific Northwest.

Mr. Royer’s professional career in information technology began in 1965 as an engineering student co-op trainee from UC Berkeley assigned to the Simulation Section of the Flight Research Center, NASA, Edwards Air Force Base, California. From that beginning and after a stint as a military policeman with the US Army, Paul continued in IT with two years at the Napa County Auditor-Controller, completed his BA at UCB, and worked twenty-six years with Kaiser Permanente Medical Care Program in Northern California, ten years as a consultant at CIBER, four years leading his own firm Proactive Risk Management, and since 2011 as the project management administrator for the Washington State Health Benefit Exchange’s Project Management Office.

Paul obtained his Bachelor of Arts degree from the University of California at Berkeley, where he has also taught logical data modeling, relational database design, and structured analysis. He has also taught numerous project management classes while with Kaiser and CIBER and at the Community College of Bellevue, Washington. In addition, he is a published author of "Risk Management: The Undiscovered Dimension of Project Management," (2000, PMI Project Management Journal, 31 (1), March) and Project Risk Management: A Proactive Approach (2002, Vienna, VA: Management Concepts).

Paul began as a programmer trainee taking on ever-increasing management responsibility covering diverse specialties within IT for twenty years, finally transitioning into the field of project/program management in the late 1980s. Since 1997, Paul has provided more than thirty project quality assurance and risk assessments to public agencies in Oregon, Washington, California, and Missouri. The process improvement from these assessments increased project success rates; although in a few cases, the best result was to help the sponsor shut down the project and minimize loss. This assessment experience was key to developing the project health assessment techniques described in this book.

Paul Royer