Project management for the unofficial project manager

Kogon K., Blakemore S., Wood J. 

Project management for the unofficial project manager. 

Franklin Covey Book. 2015 

ISBN 978-1-941631-10-2 

CHAPTER 1: The New World of “Unofficial” Project Management

    Authors briefly analyze the current situation in the project management 

45% of projects are either overdue or canceled altogether. 

Only 45% of projects actually meet the goals they're supposed to meet. 

    They introduce two ideas: 

1. Project management is the work of the twenty-first century. This means that everyone is a project manager. 
2. Project management is no longer just about managing a process. It’s also about leading people—twenty-first-century people. This is a significant paradigm shift. It’s about tapping into the potential of the people on the team, then engaging with and inspiring them to offer their best to the project.

    In the modern world

MANAGE PROJECTS, LEAD PEOPLE

CHAPTER 2: People + Process = Success

The authors explore the difference between formal and informal authority: 

Informal authority inspires people to want to play on your team and win.

They explain "Four foundational behaviors" which will help to earn informal authority:

1. Demonstrate respect 
2. Listen first 
3. Clarify expectations 
4. Practice accountability

And explain the exact meaning and value of each. Also, they briefly introduce five process groups according to PMI:

1. Initiate
2. Plan
3. Execute
4. Monitor and Control
5. Close

CHAPTER 3: INITIATING THE PROJECT: Move Ahead or Go Around in Circles?

Importance of project initiation. Sensitivity to initial conditions. Scope creep. Stakeholders. Key stakeholders (Any person who determines the success or failure of the project). Interview key stakeholders using D.A.N.C.E. (Decisions, Authority, Need, Connection, Energy). Effective interview technic. Creating and approved Project Scope Statement.

CHAPTER 4: PLANNING THE PROJECT: Milestone or Mirage? 

Risk management strategies. Risk assessment - Impact x Probability = Actual Risk. Project schedule. WBS. Project team. Duration. Critical Path. Project budget. Communication plan. 

CHAPTER 5: EXECUTING THE PROJECT: Clear the Path or Fall on Your Face? 

Create team accountability. Team Accountability Session. Performance conversations.

CHAPTER 6: MONITORING AND CONTROLLING THE PROJECT: Keep Your Sanity or Lose Your Mind? 

Keep stakeholders informed about project status. Scope change management. Scope creep vs scope discovery.

CHAPTER 7: CLOSING THE PROJECT: End Happily—or Just End? 

Steps and tools to close the project. Confirm fulfillment of project scope. Complete procurement closure. Document lessons learned. Submit a final status report to stakeholders and obtain required signatures. Archive project documents. Publish your success. Celebrate Project Close with Rewards and Recognition.

To sum up - a nice introductory book in project management with some insights on how to manage projects for people without formal training/appointment.

Read on Dec. 26  - Jan. 16, 2022, approx 7 hours

Pete Millet NuHybrid

Finally decided to buy components and assemble a DIY headphone amplifier designed by Pete Millet http://www.pmillett.com/nuhybrid.html

It looks great and sounds great and it has enough power to pump 250 Ohm Beyerdynamics 990 Pro headphones.

I like the result, the only concern is that the quality of this concrete implementation is not good as it should be because I had to replace some passive elements with equivalents. So the next project is to measure frequency response manually using the EspoTek Labrador board.

Leadership for Non-managers / Pluralsight

 One hour introductory course by Jason Alba, CEO of JIBBERJOBBER.COM

Consists of three major sections

1. Understanding Leadership Fundamentals
2. Internalizing Leadership Qualities
3. Becoming a Leader in Every Role You have

The definition(s) of leadership provided in the first section. Explained the difference between leadership and management. Described a few leadership styles (LS):

• The Democratic LS
• The Autocratic LS
• The Laisses-faire LS (hands-off leader)
• The Strategic LS (focus on future)
• The Servant-leader LS
• The Transformational LS (inspiration, motivation, excitement)
• The Transactional LS (working within the system)
• The Bureocratioc LS (following rules, best in highly regulated businesses - healths, safety, etc.)

The second section is about leadership qualities. Leaders

• have integrity
• are accountable
• are learners
• make decisions
• inspire
• communicate
• lead by example
• delegate
• prioritize

The last section is about developing leadership qualities exercising the commitment, understanding, assessing, practicing it. Also, get mentored/teach others.

Text Similarities

https://medium.com/@adriensieg/text-similarities-da019229c894

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ISBN 0-87389-370-0

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Liker, Jeffrey K. The Toyota way : 14 management principles from the world's greatest manufacturer. New York: McGraw-Hill, 2004. Print.
ISBN 0-07-139231-9

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ISBN 0-321-15078-3

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