Review of Project Management for the Unofficial Project Manager

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Project Management for the Unofficial Project Manager book summary

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Kory Kogon, Suzette Blakemore and James Wood, performance improvement consultants at FranklinCovey, invite you to enter the world of “unofficial project managers.” That’s their label for anyone who has a title that says anything but “project manager,” but who spends substantial time setting up new initiatives, churning out innovative products and driving nonrecurring, nonregular work. If this applies to you, chances are you were never trained in using “Gantt charts” or making project change requests, but you must deliver them anyway. Only 8% of organizations excel in project management, and more than half of all projects are delivered late or are canceled, or fail to deliver on their promises. Through storytelling and end-of-chapter summaries, the authors make their content vivid, workable and appealing to those who would shy away from project management literature. getAbstract recommends this no-nonsense guide to front-line employees, subject matter experts, team leaders and managers seeking to enhance their project management skills. 

About the Authors

The authors all work with FranklinCovey Co. where Kory Kogon is a content developer with more than 25 years of front-line business experience. Sales expert Suzette Blakemore is a regional productivity practice leader. James Wood worked in project management, software development and engineering before becoming a leadership consultant and coach. 

The authors share these project management lessons:

1. “People plus process equals success.”

Seasoned managers know that the success of their projects depends on their people and not on how many charts they produce. Internalize this two-part formula for project management success: People plus process equals success. Whether through stakeholder interviews at the start of the project or by holding people accountable once the train is in motion, successful project managers show their appreciation by treating people well. Respect, listen, clarify, and hold yourself and others accountable. Follow the “process groups,” or stages, that make up a project: Initiate, plan, execute, monitor, control and close. These phases sound straightforward, but the devil is in the details. The authors cautiously advise that the project management road is seldom straight. As you work through these steps, expect to have to go back and adjust your plan.

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