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At the tail end of a huge client transformation - it's been the best learning I've had, but we only did so-so at keeping the dots connected for the 50+ consultants on the ground. Smaller projects are higher frequency and you get the satisfaction of rapid completion. Longer projects have to potential to create real change. When you can, ask the higher ups to help you connect the dots - I find they're usually more than willing
agree. but both have pluses. I learned a lot small projects for 2 yrs, now learning scalability and management complexity on large client.
Large projects are fun if PMO holds strings together well. Shitty PMO leads to shitty experience for consultants and limited impact for clients.
Agreed with the above, large projects also allow for growing and taking on management roles that small projects often lack, especially at the lower levels.
Yo but large projects has all the fun analysts.. why wouldnt you wanna work with a bunch of analysts? Analysts are da best