I will in this case vouch for at least part of the representation<div>given by David (donovan). What you experienced is in fact the</div><div>primary method employed by the DP process managers for</div><div>trying to ameliorate the consequences of their system. When</div>
<div>a perceived deficiency is detected, it is defined as a &quot;special</div><div>case&quot; and given &quot;special treatment&quot;.</div><div><br></div><div>So your first project probably qualifies as a &quot;First Project&quot;,</div>
<div>and therefore has access to a good deal of standard &quot;special</div><div>treatment&quot; that you might not have been aware of (though it</div><div>was your responsibility to be so, unfortunately.)</div><div><br></div>
<div>Your second project may have also been qualified for another</div><div>standard &quot;special treatment&quot;; I&#39;m not very familiar with all the</div><div>nuances, but put he certainly is - as he points out, he is one</div>
<div>of those primarily responsible for it. (In tact, it&#39;s also true that</div><div>he is one of the primary gatekeeepers for innovation and</div><div>process improvement generally.)</div><div><br></div><div>It&#39;s too bad you had the misfortune to be advised by someone</div>
<div>not familiar with the proper navigation of the dp process. As is</div><div>apparently also the case for whoever is responsible for the</div><div>Shakespeare projects.</div>