Responsible for designing and leading missions to support UNOPS regions and country offices, as well as our external partners (other UN agencies and Government institutions) in improving their organizational maturity in project, program and portfolio management, while ensuring national ownership. His main roles are:- Performing needs assessments and gap analyses;- Benchmarking local practices with maturity models in project, program and portfolio management;- Creating and helping implement improvement plans;- Recovering troubled projects and programs;- Facilitating planning sessions (scope, schedule, cost, risk, stakeholders, etc.);- Supporting setting up PMOs;- Designing project, program and portfolio management methodologies;- Helping design and implement organizational strategies;- Designing and delivering tailor-made training solutions;- Advocating the value of project management;- Liaising with Government counterparts;- Helping prepare commercial and technical proposals;- Helping create corporate guidance on risk, project, program and portfolio management;UNOPS mission is to expand the capacity of the UN system and its partners to implement peacebuilding, humanitarian and development operations that matter for people in need. UNOPS has four high-level goals which contribute to the work and results of its partners.- Rebuilding peace and stability after conflict- Early recovery of communities affected by natural disaster- The ability of people to develop local economies and obtain social services- Environmental sustainability and adaptation to climate changeUNOPS employs more 7,500 personnel annually and on behalf of its partners creates thousands more work opportunities in local communities. With its Headquarters in Copenhagen and five regional offices plus 20 operation and project centres, UNOPS oversees activities in more than 80 countries.

Wagner Maxsen is a project management practice advisor for the Sustainable Project Management Practice Group at UNOPS. His role is to support UNOPS to deliver high quality and cost-effective portfolio, program and project management services in peacebuilding, humanitarian and development environments, as well as helping to shape the area's strengths when it comes to applying the best practices of project management.UNOPS mission is to expand the capacity of the UN system and its partners to implement peacebuilding, humanitarian and development operations that matter for people in need. During 2010 – 2013, four high-level goals will define the work of UNOPS. They are called ‘contribution goals’, since UNOPS contributes to the work and results of its partners.- Rebuilding peace and stability after conflict- Early recovery of communities affected by natural disaster- The ability of people to develop local economies and obtain social services- Environmental sustainability and adaptation to climate changeUNOPS employs almost 6,000 personnel annually and on behalf of its partners creates thousands more work opportunities in local communities. With its headquarters in Copenhagen, Denmark, a network of five regional offices and a further 20 operations and project centres, UNOPS oversees activities in more than 80 countries.

Project, program and portfolio management specialist and consultant to several clients, and MBA instructor at ESI International, FGV Management and SENAC-SC University.Vice-President of Communication and Marketing at the Brazilian Minas Gerais PMI Chapter.Teacher of several courses related to project management and speaker at several congresses.

Volunteer to projects at GOC.

Wagner has been elected to serve on the Board of Directors for the tenure 2015-2017. The Board of Directors is responsible for providing strategic guidance and oversees the performance of the organization, which is the world's largest not-for-profit professional membership association for the advancement of the project, program and portfolio management profession, with more than 650,000 members in 185+ countries, focusing on improving personal and organizational success through its globally recognized standards, resources, certifications, academic research, publications, professional development courses, tools and networking opportunities.

Currently serving on the Strategy Development Oversight Committee (SDOC), which leads the Board’s practice of establishing, deploying, and continually improving PMI’s strategic planning process, and lead the PMI Board in strategic planning for the Institute.

Corporate strategy specialist.Project and portfolio specialist.Organizational project maturity model.PMO implementation.Risk management specialist.Development and implementation of project, program and portfolio management methodologies.Trainer of project, program, portfolio and leadership classes.

Volunteer-based activity.

Vice-President of Special Projects and Vice-President of Communication and Marketing

PMO Director for the PNAFM Program being responsible for creating the project management office and the project management methodology used to plan and monitor all of the 33 proiects that were in the portfolio. The projects were executed by several City Departments with lots of different constraints inherent to the public administration environment.

Responsible for planning and executing multiple projects related to enterprise content management, software factory, help desk and service desk in the public and private sectors. These projects comprised investments of over US$ 2.000.000 and demanded the coordination of approximately 100 people located in various states in Brazil.

Project Manager for the economical, financial and production systems.Led a team of over 15 analysts and programmers in the development, deployment and maintenance of the following systems:..Cost estimates and analysis, production planning and monitoring, and business intelligence dashboards.Member of the ERP selection team and responsible for evaluating solutions in the USA and Portugal.Successfully managed the downsizing of all economical, financial and production systems from an IBM 4381 mainframe to MS Windows.Responsible for the selection of the technologies to be used by the IT department.