Book Review: Project Management for the Unofficial Project Manager
As a reader captivated by books that enhance personal growth and professional skills, I was intrigued by Project Management for the Unofficial Project Manager by Kory Kogon and Suzette Blakemore. The premise itself resonated with my current position at work—where I’m often expected to lead projects without formal training or a project management title. I decided to pick up this book to better understand how to navigate these responsibilities effectively.
From the onset, the authors make it clear: You don’t need formal project management training to succeed in managing projects. Their conversational and practical approach sets a welcoming tone for those who may feel overwhelmed by the idea of "project management." They break down the critical processes of project management—Scope, Plan, Engage, Track and Adapt, and Close—providing clear frameworks. I genuinely appreciated how this structure was reiterated throughout the book, making it easy to follow.
One of the biggest positives, as echoed by epurice, is the book’s ability to boost your confidence as a manager. Personally, I found this to be true. The real-world insights paired with relatable examples made me realize the value I actually bring to my role. The book encourages readers to shift their perception of leadership and recognize their influence, even if they aren’t formally designated project managers. This newfound confidence can be powerful, as many readers have highlighted.
However, while the book excels at being accessible, it does have its drawbacks. Several reviewers, including Bill Patterson, felt that the revised edition lacks the simplicity and clarity of the original version, particularly regarding concepts like "informal authority," which many found helpful in the past. I can understand this perspective; there were moments when I felt the content could have benefited from a deeper dive into certain topics. While it provides a solid introduction, advanced project managers or those seeking in-depth techniques may find it lacking.
Moreover, the balance between guiding people—who might only occasionally lead projects—and offering deeper insights into management fundamentals sometimes felt uneven. Although I was initially skeptical, I found that it did meet my expectations overall for a beginner’s book, especially for unofficial project managers. The engaging writing style makes it easy to digest, and it contains valuable takeaways.
To journey through my experience, I appreciated how the book emphasizes the importance of people in successful project completion, aligning well with the essence of teamwork and collaboration mentioned in the official description. The authors stress that effective project management is as much about leading people as it is about managing processes. This perspective is refreshing and has encouraged me to focus more on interpersonal aspects in my role.
Another key takeaway for me was the importance of stakeholder engagement, which the authors reiterate throughout their discussions. This insight was particularly actionable, making it easier to grasp how understanding various perspectives can shape project success.
In conclusion, Project Management for the Unofficial Project Manager is a solid entry point for anyone looking to improve their project management skills without prior training. Readers seeking a deeper exploration of topics might want to supplement it with more advanced resources. However, for those stepping into the world of project management for the first time, this book will serve as an excellent guide. With its practical advice and clear structure, it’s a valuable read that I would recommend wholeheartedly to fellow unofficial project managers.