Who should read *Project Management for the Unofficial Project Manager*?

This book is ideal for professionals who organically take on project leadership roles without formal titles, such as team leads, department heads, or cross-functional collaborators. It’s also valuable for entrepreneurs, freelancers, or anyone seeking to improve their ability to organize tasks, manage deadlines, and lead teams effectively in fast-paced environments.

Is *Project Management for the Unofficial Project Manager* worth reading?

Yes—the book offers a concise, no-jargon approach to project management tailored for real-world scenarios. Readers gain frameworks like the “Four Foundational Behaviors” (respect, active listening, expectation-setting, accountability) and the “Five Process Groups” (Initiate, Plan, Execute, Monitor, Close), which are applicable across industries. Over 50% of professionals report improved project outcomes after applying its methods.

What are Kory Kogon’s credentials for writing this book?

Kory Kogon is FranklinCovey’s Global Productivity Practice Leader and co-author of the *Wall Street Journal* bestseller *The 5 Choices*. With 25+ years in operational leadership (including roles at AlphaGraphics), she specializes in productivity, neuroleadership, and communication. Her expertise bridges theoretical frameworks and practical workplace challenges, making her insights highly actionable.

What are the key takeaways from *Project Management for the Unofficial Project Manager*?

- **People + Process**: Balance task management with team leadership. - **Five Process Groups**: Initiate, Plan, Execute, Monitor/Control, Close. - **Four Behaviors**: Demonstrate respect, listen first, clarify expectations, practice accountability. - **Risk Mitigation**: Proactively identify and address project risks to avoid failure.

How does the book define an “unofficial project manager”?

An unofficial project manager is someone who leads projects without formal authority or training—common in matrix organizations or startups. These individuals often juggle multiple roles, relying on influence rather than titles to drive results. The book provides tools to navigate this dynamic, such as building trust through consistency and leveraging informal networks.

What leadership behaviors does the book emphasize?

The “Four Foundational Behaviors” are core to leading without authority: 1. **Demonstrate Respect**: Acknowledge team contributions. 2. **Listen First**: Understand stakeholder needs before acting. 3. **Clarify Expectations**: Define roles, goals, and deadlines explicitly. 4. **Practice Accountability**: Hold yourself and others responsible for outcomes.

What are the best quotes from the book and their meanings?

- **“Manage things. Lead people.”** Focus on tasks while empowering team autonomy. - **“Character is who you are under pressure.”** Integrity matters most during challenges. - **“Cadence of visibility and accountability creates high-performance teams.”** Regular check-ins drive reliability and trust.

Project Management per chi non è un Project Manager ufficiale

Q: What is *Project Management for the Unofficial Project Manager* about?

*Project Management for the Unofficial Project Manager* by Kory Kogon provides actionable strategies for professionals who manage projects without formal training or authority. It balances process-oriented frameworks (like the five-step project lifecycle) with leadership principles, emphasizing respect, accountability, and clear communication. The book combines real-world examples, practical tools, and neuroscience-backed insights to help unofficial leaders deliver results while fostering team collaboration.

Kory Kogon & Suzette Blakemore & James Wood

4.06(1995 Reviews)

Panoramica di Project Management per chi non è un Project Manager ufficiale

In un ambiente di lavoro in cui l'80% del tempo viene dedicato a progetti senza una formazione formale, "Project Management for the Unofficial Project Manager" offre una struttura in cinque fasi che ha trasformato innumerevoli leader accidentali in efficaci campioni del project management. Un punto fermo nella top-10 della gestione aziendale di Amazon per un'ottima ragione.

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Capitolo 1

Unofficial Project Managers: Leading Without a Title

Have you ever been thrown into leading a project without any formal training? You're not alone. In today's workplace, nearly 80% of knowledge workers spend most of their time on projects, yet almost none have "project manager" in their job titles. The statistics are sobering: only 8% of organizations consistently excel at project management, 45% of projects run late or get canceled, and for every $100 invested in projects worldwide, $13.50 is lost forever. This hidden crisis is what Kory Kogon, Suzette Blakemore, and James Wood address in their groundbreaking work, which has become required reading at companies like Google and Amazon. Their approach has transformed how organizations view project leadership by focusing on a revolutionary yet simple formula: PEOPLE + PROCESS = SUCCESS. Whether you're organizing a product launch or planning a family reunion, mastering the art of "unofficial" project management might be the most valuable skill you'll ever develop.

Capitolo 2

The New World of Project Management: Everyone's a Project Manager Now

The traditional view of project management as a specialized discipline has been turned upside down. Today, virtually everyone manages projects, regardless of their job title. Administrative assistants coordinate office relocations, nurses implement infection-control protocols, and sales representatives organize client events-all without formal project management training. This shift has created a new class of professionals: the "unofficial project managers" who find themselves responsible for delivering results without the authority, training, or tools traditionally given to project managers. They're expected to coordinate resources, meet deadlines, and deliver quality outcomes while balancing their regular job responsibilities. What makes today's project management environment different is that it's no longer just about managing processes-it's about leading people. In the knowledge economy, team members aren't simply following orders; they're volunteering their minds, creativity, and discretionary efforts. This requires a fundamentally different approach to project leadership. The formula for success in this new reality is elegantly simple: PEOPLE + PROCESS = SUCCESS. When both elements work together, projects meet or exceed expectations, optimize resources, and build team confidence for future work. Neglect either side of the equation, and projects falter. Consider Seth Godin's experience when his company faced potential bankruptcy. Rather than focusing solely on processes and deadlines, he created a newsletter highlighting team achievements and talked about their shared "quest." This approach to leadership transformed thirty ordinary employees into a dedicated team working around the clock to save their company. They weren't just following a project plan; they were engaged in a meaningful mission. This story illustrates a crucial point: project management isn't rocket science, but it does require mastering both technical processes and people leadership. The good news? The fundamentals remain the same whether you're managing a small departmental initiative or a massive corporate undertaking.

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Capitolo 3

The Foundation: Four Behaviors That Build Informal Authority

Without formal authority, how do you inspire people to contribute their best efforts voluntarily? The answer lies in developing what the authors call "informal authority"-the ability to influence others through character and capability rather than position or title. Think about historical figures like Gandhi, Mandela, and King who inspired millions without formal positions of power. They earned influence through their integrity and how they treated others. Similarly, unofficial project managers must earn the right to lead through four foundational behaviors that build informal authority: Demonstrate Respect: This means anticipating problems, meeting team needs, and communicating directly but considerately. When project pressures mount, maintaining or even increasing respectful behavior keeps team members engaged. A hospital project manager named Eve discovered this when she needed doctors to change their hand-washing practices. By approaching them with genuine respect for their expertise and time constraints, she gained their cooperation rather than resistance. Listen First: The pressure to have all the answers often leads project managers to talk more than listen. This approach backfires by straining relationships and decreasing productivity. Taking time to listen might seem inefficient but actually prevents costly misunderstandings. When Olivia, managing a company relocation, listened deeply to team members' concerns about moving their families to a new city, she discovered solutions that wouldn't have emerged if she'd simply pushed forward with her original plan. Clarify Expectations: Getting everyone "on the same page" is challenging because people have different mental pictures of success. Effective project managers consistently clarify both specific tasks and the bigger picture. Rather than telling team members to "just do your task," they explain how each role contributes to the overall project success. This clarity keeps people engaged and excited about their contributions, even when facing challenges. Practice Accountability: This means modeling the excellence you expect from others-"walking your talk" rather than saying "do what I say, not what I do." You must hold both yourself and your team accountable to established standards. When Carl, a university counselor managing an international student program, failed to follow through on his own commitments, his project stalled. Only when he recommitted to practicing personal accountability did team members begin to fulfill their obligations. These four behaviors create a foundation of trust that enables unofficial project managers to lead effectively without formal authority. They're not just "nice to have" skills-they're essential for navigating the human dynamics that make or break projects.

Capitolo 4

The Five Process Groups: A Framework for Project Success

While people skills are essential, they must be paired with sound processes to achieve consistent success. The Project Management Institute identifies five process groups that every successful project must move through: Initiate, Plan, Execute, Monitor and Control, and Close. Even small projects naturally follow these steps. Consider printing flyers at a copy shop: you clarify expectations (Initiate), determine resources needed (Plan), produce the item (Execute), ensure quality (Monitor and Control), and confirm satisfaction and payment (Close). Initiate: This critical first phase ensures everyone understands how project success will be measured. Like a flight that starts just one degree off course and ends up in the wrong city, projects with unclear shared expectations are doomed from the start. During this phase, you identify all stakeholders, determine which ones are key to project success, conduct effective interviews to understand their expectations, and document a clear project scope statement. Plan: Once expectations are clear, planning transforms your scope statement from a compass showing direction into detailed plans showing exactly how to get there. This includes developing a risk management strategy, creating a project schedule with clearly defined tasks and dependencies, identifying your project team, estimating task durations, determining the critical path, creating a budget, and developing a communication plan. Execute: With plans in place, execution focuses on engaging people through consistent and shared accountability. Weekly Team Accountability Sessions create a steady rhythm that keeps everyone moving forward together. These focused 20-30 minute meetings review the project schedule, allow team members to report on prior commitments, make new commitments, and identify obstacles requiring the project manager's help. Monitor and Control: This ongoing process surrounds all other project phases, requiring vigilant oversight without micromanagement. Effective project managers track progress against the plan, identify variances early, implement corrective actions, and transparently communicate status to stakeholders. They also manage scope changes through a structured approach that evaluates the impact on time, budget, quality, resources, and risk. Close: The closing phase isn't just administrative wrap-up-it's about formalizing learning. Whether the project succeeded or failed, the lessons learned are often the most valuable outcomes. Closing includes evaluating the task list, confirming fulfillment of project scope, completing procurement closure, documenting lessons learned, submitting a final status report, archiving project documents, publishing successes, and celebrating with the team. This framework provides a reliable routine for repeating success across projects of all sizes. Following these processes doesn't complicate projects but rather simplifies them, increases speed and quality, and builds confidence in your ability to deliver results consistently.

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Capitolo 5

Initiating: Getting Everyone on the Same Page

The initiation phase is where project success or failure is determined. Like blindfolded people who can't walk straight without reference points, projects without clear direction go in circles. This phase requires identifying all stakeholders, determining which ones are key to success, conducting effective interviews, and documenting a clear project scope statement. The first step is identifying all stakeholders-anyone actively involved in or impacted by the project. Group brainstorming is effective for this because it gives team members a voice while leveraging collective thinking to avoid overlooking important stakeholders. Next, determine which stakeholders are key to project success using the D.A.N.C.E. framework: • Decision-makers who control the budget • Authority figures who grant permission • those who Need to know about the project • those with Connections to people or resources • those with Energy (positive or negative) that could affect success While D, A, and N stakeholders are typically easy to identify, many project managers overlook the critical C and E stakeholders who often have substantial influence through their connections or energy. Once key stakeholders are identified, interview them thoroughly using the Question Funnel technique: • Open questions for the big picture ("How do you define success on this project?") • Detailed questions to drill down ("Could you tell me more about what that means?") • Closed questions to validate understanding ("So here is what I heard you say... did I get that right?") This process helps decode stakeholders' mental pictures of success and often leads to new insights that can change the project's trajectory. Finally, document shared understanding in a Project Scope Statement that includes: • Project purpose (why you're doing it) • Description (how, what, and when details) • Desired results (specific measures defining success) • Exclusions (items out of scope) • Communication needs • Acceptance criteria • Constraints (prioritized restrictions across scope, quality, schedule, budget, resources, and risk) This document carries stakeholders' signatures, providing leverage when people try to change project parameters later. As Seth Godin notes, every project needs a "truth teller" who can honestly communicate the project's limitations and direction.

Capitolo 6

Planning: Creating Your Project Roadmap

With clear expectations established, planning creates a detailed roadmap showing exactly how to reach your destination. This phase includes risk management, scheduling, resource allocation, and communication planning. Risk Management begins with identifying potential problems before they occur. Each risk is assessed using a simple formula: Impact x Probability = Actual Risk. For high-scoring risks (12+), use the TAME framework to develop management strategies: • Transfer the risk (shift it to a third party) • Accept the risk (acknowledge and deal with it if it occurs) • Mitigate the risk (reduce probability or impact) • Eliminate the risk (make it disappear) Project Scheduling serves as your roadmap, showing what needs to be done when. The process involves six key steps: 1. Develop the Work Breakdown Structure (WBS) by brainstorming deliverables and breaking them down into components and specific tasks. 2. Sequence activities chronologically while determining dependencies-tasks that rely on other tasks. The most common dependency is Finish-to-Start, where one task must be completed before another can begin. 3. Identify the project team based on the principle that "the goal defines the team." While working with trusted colleagues is ideal, sometimes you must be flexible and adapt to available resources. 4. Estimate task durations by distinguishing between work (actual hours needed) and duration (calendar time accounting for real-life constraints). The PERT formula provides a balanced estimate: Expected Time = (Optimistic + 4 x Most Likely + Pessimistic) / 6. 5. Identify the critical path-the longest sequence of scheduled activities that determine the overall project duration. Any delay in critical path activities will delay the entire project. Assign your most reliable team members to these tasks and conduct frequent check-ins. 6. Create a project budget by calculating external expenses (purchases from outside suppliers) and internal expenses (team members' hours multiplied by their hourly costs), then adding a 10% contingency for unexpected costs. Communication Planning is the final priority of the planning phase. An effective communication plan specifies who needs what information, when they need it, how it will be delivered, and by whom. This structured approach ensures all stakeholders receive the information they need in their preferred format, preventing the communication overload that consumes 90% of a project manager's time.

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Capitolo 7

Executing: Where the Rubber Meets the Road

The execution phase transforms carefully laid plans into tangible results through a system of consistent accountability. The fundamental principle that drives successful execution is straightforward but powerful: when you consistently keep your commitments, you build trust and earn informal authority that's often more influential than formal power structures. As an unofficial project manager operating without traditional hierarchical authority, your credibility stems from maintaining an impeccable track record of keeping 100% of your commitments. This level of reliability creates a powerful ripple effect, inspiring team members to mirror this behavior in their own work. When you demonstrate unwavering accountability with precise attention to detail - from meeting deadlines to following through on small promises - you establish the moral authority to hold others to the same high standards. The cornerstone tool for fostering team accountability is the weekly Team Accountability Session. Unlike typical status meetings that often devolve into unfocused discussions, these are sharp, focused 20-30 minute sessions with a clear structure. The format includes: • A precise review of the project schedule against milestones • Individual team members reporting on completed commitments • Making specific, measurable new commitments for the coming week • Identifying and addressing obstacles requiring the project manager's intervention • Documenting decisions and action items for immediate follow-up When team members fail to meet their commitments, the worst response is passive acceptance, as this silently communicates that commitments are optional. Instead, employ the Four Foundational Behaviors to address missed commitments: 1. Listen First: Begin by seeking to understand the root causes without judgment 2. Demonstrate Respect: Show genuine empathy while maintaining professional standards 3. Clarify Expectations: Precisely restate the commitment and update timelines as needed 4. Practice Accountability: Connect individual commitments to broader project success metrics For persistent performance issues, a structured private Performance Conversation becomes necessary. The Conversation Planner tool provides a framework for these challenging discussions by addressing: • Clear intent: The specific purpose and desired outcome • Objective facts: Observable behaviors and measurable impacts • Business impact: How the performance affects project goals and team dynamics • Specific actions: Concrete steps for improvement with clear timelines Equally crucial are positive feedback conversations that reinforce successful behaviors. These should: • Highlight specific contributions rather than general praise • Connect individual actions to project outcomes • Identify behaviors worth replicating • Create momentum for continued high performance Through consistent application of these execution principles, unofficial project managers can build high-performing teams that deliver results regardless of formal authority structures.

Capitolo 8

Monitoring and Controlling: Keeping Your Project on Track

Monitoring and controlling is about ensuring the project progresses according to plan-on time, on budget, and with quality. This process surrounds all other project management groups, requiring vigilant oversight without micromanagement. It involves establishing clear metrics, regular checkpoints, and maintaining open communication channels with all stakeholders. Effective project managers avoid both abandonment (leaving teams to struggle alone) and micromanagement (crushing initiative). They strike a balance by setting clear expectations, establishing regular check-ins, and empowering team members to make decisions within defined parameters. When executed properly, monitoring reveals problems early, allowing for proactive solutions before issues escalate. This might involve tracking key performance indicators (KPIs), milestone completion rates, and resource utilization metrics. Regular project status reviews are crucial for identifying significant variances from the plan and implementing corrective actions. These reviews should occur at consistent intervals - weekly for tactical issues and monthly for strategic oversight. The Project Status Report functions as a "talk document" that helps project managers get the help they need to stay on track. Using a traffic light system (green, yellow, red), it signals when stakeholders' help is needed with resources, timelines, or budget issues. Green indicates everything is proceeding as planned, yellow suggests potential issues requiring attention, and red signals serious problems requiring immediate intervention. Controlling scope creep is essential for project success, yet complete rigidity isn't the answer. The Project Change Request tool provides a structured framework for evaluating proposed changes through a constraint model. It documents who requested the change and when, describes the proposed change and reasons behind it, and systematically analyzes how it would affect six key project constraints: time, scope, quality, resources, budget, and risk. Each change request should include a cost-benefit analysis and impact assessment on existing project deliverables. There's a crucial difference between harmful scope creep and necessary scope discovery. Scope creep adds cost and time without significant value, while scope discovery leads to better ways to meet stakeholders' needs or clarifies the project's purpose. For example, when Eve discovered that antibiotics might be causing C. diff infections in her hospital, she recognized this wasn't scope creep but essential scope discovery that required expanding the project. This discovery led to implementing new protocols that ultimately improved patient outcomes. Effective monitoring also includes risk management tracking, quality assurance metrics, and team performance evaluation. Project managers should maintain a risk register that's regularly updated and reviewed, conduct periodic quality audits, and gather feedback from team members about processes and workflows. Tools like earned value management (EVM) can help track both cost and schedule performance, providing early warning signs of potential issues. Success in monitoring and controlling depends heavily on establishing clear baseline measurements at the project's start and maintaining accurate, up-to-date documentation throughout its lifecycle. Regular stakeholder communication, including both formal reports and informal updates, ensures transparency and helps maintain project momentum while building trust among team members and sponsors.

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Capitolo 9

Closing: Harvesting the Value of Your Project

Closing a project isn't just about administrative wrap-up-it's about formalizing the learning. Whether the project succeeded or failed, the lessons learned are often the most valuable outcomes, setting you up for future success. The Closing Checklist helps determine when a project is truly complete. Like a construction "punch list," it ensures no loose ends remain. Key items include: 1. Evaluating the task list by walking through all project tasks to ensure everything is finished. 2. Confirming fulfillment of project scope by determining whether the project succeeded or failed. Success isn't just about time and budget but also about achieving desired quality and business results. 3. Completing procurement closure by ensuring all terms are satisfied: bills paid, products delivered, vendors and departments released from obligations, budget balanced, and contracts properly signed and filed. 4. Documenting lessons learned by interviewing your core team and anyone who must live with the project results. Focus on what was done well, what needs improvement, what unexpected risks emerged, and how processes should change for future success. 5. Submitting a final status report to stakeholders and obtaining required signatures documenting project completion. 6. Archiving project documents in a searchable system accessible to everyone, where lessons learned and project documents can be stored by name and type. 7. Publishing your success by letting everyone know what your team accomplished. Encourage higher-ups to acknowledge team members through emails, texts, cards, or company memos. 8. Celebrating project close with rewards and recognition. Host a brief celebration with key stakeholders prepared to acknowledge the team's success. Provide food, prepare something positive to say about each team member, highlight lessons learned, and express enthusiasm about working together again. These closing activities ensure that the value of your project extends beyond its immediate deliverables to include improved processes, strengthened relationships, and valuable lessons for future work.

Capitolo 10

The Unofficial Project Manager's Advantage: Leading Through Influence

Mastering informal authority through the Four Foundational Behaviors is the key to successful project management in today's workplace. While many project managers focus too much on tactics and tools, the true differentiator is the ability to communicate effectively, engage team members, and measure progress transparently. Successful projects maintain an environment where information is broadly shared, allowing for quick adjustments when needed. This transparency builds trust and enables team members to make better decisions aligned with project goals. The unofficial project management methodology doesn't just improve project outcomes-it enhances critical time and life management skills applicable to all areas of life. By applying these skills, you'll become more effective with people and plans, better at handling risk and change, and more respected as you hold others accountable. You'll ask more questions, listen better, and inspire people when holding them accountable. Ultimately, these mindsets, skillsets, and toolsets create the momentum that only highly productive, effective people achieve. In today's workplace where formal authority is diminishing and cross-functional collaboration is increasing, the ability to lead through influence rather than position has become the ultimate competitive advantage. As organizations flatten and work becomes more project-based, those who master the art of unofficial project management will find themselves increasingly valued and sought after. The future belongs not to those with the most impressive titles, but to those who can consistently deliver results by engaging people's hearts and minds while following sound processes. As Kory concludes, "Unofficial project management might just be the place to be in the twenty-first-century workplace."

★★★★★

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Temi chiave in Project Management per chi non è un Project Manager ufficiale

informal authority
people-centered leadership
stakeholder engagement
project execution fundamentals
influence without power

Citazioni da Project Management per chi non è un Project Manager ufficiale

PEOPLE + PROCESS = SUCCESS.
Everyone's a project manager now.
Project management isn't rocket science.
Listen First.
Projects with unclear shared expectations are doomed from the start.

Personaggi di Project Management per chi non è un Project Manager ufficiale

Kory KogonLead author and expert on project management
Suzette BlakemoreCo-author and project management expert
James WoodCo-author and project management expert

Sull'autore

Kory Kogon, Suzette Blakemore e James Wood sono i co-autori di Project Management for the Unofficial Project Manager. Sono inoltre esperti di leadership di FranklinCovey, rinomati per aver trasformato la produttività sul posto di lavoro e i project leader non formati.

Il loro libro funge da modello per fondere il rigore manageriale con una leadership ispiratrice, attingendo da decenni di esperienza pratica. Kogon è la Global Productivity Practice Leader di FranklinCovey, mentre Blakemore e Wood sono consulenti esperti in efficienza organizzativa.

Kogon è anche co-autrice del bestseller n. 1 del Wall Street Journal The 5 Choices: The Path to Extraordinary Productivity. Blakemore e Wood hanno guidato iniziative globali come le implementazioni ISO 9000.

Il trio è apparso su Forbes, Inc. e nel programma TODAY della NBC; i tre autori fondono schemi accademici con intuizioni del mondo reale, affrontando la realtà secondo cui il 45% dei progetti fallisce a causa di una cattiva gestione. Il loro libro è diventato una risorsa fondamentale nei programmi di formazione alla leadership di FranklinCovey, consentendo ai professionisti di trasformare flussi di lavoro caotici in successi strutturati.

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108

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@Erin, Investment Banking Associate , NYC

254

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4.5K

"BeFreed turned my commute into learning time. 20-min podcasts are perfect for finishing books I never had time for."

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@OojasSalunke

"The themed book list podcasts help me connect ideas across authors—like a guided audio journey."

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483

"Makes me feel smarter every time before going to work"

@Cashflowbubu

"Instead of endless scrolling, I just hit play on BeFreed. It saves me so much time."

@Moemenn

"I never knew where to start with nonfiction—BeFreed’s book lists turned into podcasts gave me a clear path."

@Chloe, Solo founder, LA

117

"Perfect balance between learning and entertainment. Finished ‘Thinking, Fast and Slow’ on my commute this week."

@Raaaaaachelw

"Crazy how much I learned while walking the dog. BeFreed = small habits → big gains."

@Matt, YC alum

108

"Reading used to feel like a chore. Now it’s just part of my lifestyle."

@Erin, Investment Banking Associate , NYC

254

"Feels effortless compared to reading. I’ve finished 6 books this month already."

@djmikemoore

"BeFreed turned my guilty doomscrolling into something that feels productive and inspiring."

@Pitiful

4.5K

"BeFreed turned my commute into learning time. 20-min podcasts are perfect for finishing books I never had time for."

@SofiaP

"BeFreed replaced my podcast queue. Imagine Spotify for books — that’s it. 🙌"

@Jaded_Falcon

201

"It is great for me to learn something from the book without reading it."

@OojasSalunke

"The themed book list podcasts help me connect ideas across authors—like a guided audio journey."

@Leo, Law Student, UPenn

483

"Makes me feel smarter every time before going to work"

@Cashflowbubu

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Capitolo 8

Project Management per chi non è un Project Manager ufficiale

PanoramicaPanoramica di Project Management per chi non è un Project Manager ufficiale

Un libro. Tanti modi per ascoltarlo.

Unofficial Project Managers: Leading Without a Title

The New World of Project Management: Everyone's a Project Manager Now

Vedi ogni parola mentre la ascolti

The Foundation: Four Behaviors That Build Informal Authority

The Five Process Groups: A Framework for Project Success

Ottieni di più da Project Management per chi non è un Project Manager ufficiale

Initiating: Getting Everyone on the Same Page

Planning: Creating Your Project Roadmap

Vedi ogni parola mentre la ascolti

Executing: Where the Rubber Meets the Road

Monitoring and Controlling: Keeping Your Project on Track

Ottieni di più da Project Management per chi non è un Project Manager ufficiale

Closing: Harvesting the Value of Your Project

The Unofficial Project Manager's Advantage: Leading Through Influence

Hai raggiunto la fine di Project Management per chi non è un Project Manager ufficiale

Temi chiave in Project Management per chi non è un Project Manager ufficiale

Citazioni da Project Management per chi non è un Project Manager ufficiale

Personaggi di Project Management per chi non è un Project Manager ufficiale

Sull'autore

Scarica il riassunto di Project Management per chi non è un Project Manager ufficiale

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FAQ su questo libro

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Who should read Project Management for the Unofficial Project Manager?

Is Project Management for the Unofficial Project Manager worth reading?

What are Kory Kogon’s credentials for writing this book?

Parte di un piano di apprendimento

Learn Project Management for Beginners

Scopri di più

1,000,000+ curious minds.

1,000,000+ curious minds.

Un libro. Tanti modi per ascoltarlo.

Unofficial Project Managers: Leading Without a Title

The New World of Project Management: Everyone's a Project Manager Now

Vedi ogni parola mentre la ascolti

The Foundation: Four Behaviors That Build Informal Authority

The Five Process Groups: A Framework for Project Success

Ottieni di più da Project Management per chi non è un Project Manager ufficiale

Initiating: Getting Everyone on the Same Page

Planning: Creating Your Project Roadmap

Vedi ogni parola mentre la ascolti

Executing: Where the Rubber Meets the Road

Monitoring and Controlling: Keeping Your Project on Track

Ottieni di più da Project Management per chi non è un Project Manager ufficiale

Closing: Harvesting the Value of Your Project

The Unofficial Project Manager's Advantage: Leading Through Influence

Hai raggiunto la fine di Project Management per chi non è un Project Manager ufficiale

Agli utenti è piaciuto anche

Parte di un piano di apprendimento

Learn Project Management for Beginners

Scopri di più

Panoramica di Project Management per chi non è un Project Manager ufficiale