I have heard that some of you have had experiences on a project with "weak" PM's who did not perform their roles. I'm sure this was frustrating. Some of you may have acted as a PM's, and felt "weak" yourself, because you did not have the training needed or the support from your leadership. Ch 3 and 17 discuss PM leadership to some degree. I'd like you to describe why, from a project control perspective, it is important for a PM to not only be "strong", but be perceived as a strong by the project team and the stakeholders. Remember that "strong" applies across the board (ability to act as a competent PM, knowledge of the organization, the subject area, the people involved). I would like you to make sure you discuss this as it relates to the 3 components of project control (planning, monitoring, variance corrections to get back on track). If you provide a practical behavior example, make sure it applies to one of the 3 components. Please indicate clearly in your essay where you address each of these 3 components. This should be a clear and well written mini-essay: Make your initial point, follow with proof of