Summary of Kory Kogon, Suzette Blakemore & James Wood's Project Management for the Unofficial Project Manager

Everest Media

Description

Please note: This is a companion version & not the original book.
Sample Book Insights:
#1 The majority of people we’ve interviewed say that between 60 and 80 percent of their work is project based. But when we ask if they are project managers, virtually all say no. They are anything but project managers.
#2 If you spend a large portion of your day working on projects, you are also an unofficial project manager. And you’re not alone. A lot of us have quietly slipped into that role, and we’re fighting project failure every day as we try to push through to a deadline.
#3 The first step in becoming a better project manager is to pick up a book on project management. The books available on the market are written from the point of view of a formal, official project manager, while this book focuses on the people on your team and how to lead them.
#4 Projects fail for many of the same reasons that people fail projects: a lack of commitment and support from management, unrealistic timelines, too many competing priorities, unclear outcomes and expectations, and so on.

Sujets

• Gestion de projets
• Gestion de projet
• project management

Informations

• Publié par: Everest Media LLC
• Date de parution: 25 mars 2022
• Nombre de lectures: 1
• EAN13: 9781669364023
• Langue: English
• Poids de l'ouvrage: 1 Mo

Extrait

Insights on Kory Kogon & Suzette Blakemore & James Wood's Project Management for the Unofficial Project Manager
Contents Insights from Chapter 1 Insights from Chapter 2 Insights from Chapter 3 Insights from Chapter 4 Insights from Chapter 5 Insights from Chapter 6 Insights from Chapter 7
Insights from Chapter 1

#1

The majority of people we’ve interviewed say that between 60 and 80 percent of their work is project based. But when we ask if they are project managers, virtually all say no. They are anything but project managers.

#2

If you spend a large portion of your day working on projects, you are also an unofficial project manager. And you’re not alone. A lot of us have quietly slipped into that role, and we’re fighting project failure every day as we try to push through to a deadline.

#3

The first step in becoming a better project manager is to pick up a book on project management. The books available on the market are written from the point of view of a formal, official project manager, while this book focuses on the people on your team and how to lead them.

#4

Projects fail for many of the same reasons that people fail projects: a lack of commitment and support from management, unrealistic timelines, too many competing priorities, unclear outcomes and expectations, and so on.

#5

A successful project: meets or exceeds expectations, optimizes resources, and builds team confidence and morale for future projects. Too many people call a project a success if all you’ve done is meet the deadline and the budget. But did you meet or exceed expectations, the first measure of success.

#6

Project management is about leading people, and it is as much about inspiring them to follow you and the process willingly and enthusiastically as it is about managing a process. The true formula for winning at projects is PEOPLE + PROCESS = SUCCESS.

#7

People want to make a contribution that matters. You must be able to describe a project management process, but you can’t push people to do better. They must want to volunteer their best efforts, and you must be their inspiration.

#8

There are five process groups in project management: initiate, plan, execute, monitor and control, and close. You’ll learn more about these process groups and the mindsets, skills, and tools you need to achieve project success in the chapters ahead.

#9

Projects have become the workflow of the twenty-first century. People have quietly slipped into the role of unofficial project manager, relying on their experience and wits to get through to a decent finish.
Insights from C