The Lazy Project Manager Pdf Free Download

A project without a budget is like a car without fuel. Funding is essential to get the project started and set all resources in motion. If you work in a project-based company as a manager, creating a project budget and helping those wheels spin will most likely be your full responsibility.

The Lazy Project Manager Pdf Free Download

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Many budget slippages come from not taking the project risks seriously. Therefore, I would recommend a discussion with the risk manager to go through all eventual risks and potential opportunities, evaluate them by probability (likelihood to happen) and impact by value (if the risk happens, what would be the impact on the project in monetary value?). Also, evaluate the different strategies to handle the risk (accept, avoid, transfer, mitigate, exploit), define mitigation activities, reserve a contingency to handle your risks that are to be addressed. Project managers need to re-evaluate the risks on a regular basis and update the budget accordingly. A methodic risk management approach would help you cover risks related to all project process groups (most importantly: scope, schedule, cost, quality, resources, stakeholders).

Take the time to find out who the "missing" stakeholders are. They are the ones that never hear about the project until later on and are indeed key to either getting something done or knowing where the bodies are buried that will cost you money, time, or some kind of resource tax later on in the project if you don't know about it upfront. You want to eliminate as many of those surprise eaters of contingency as possible. Don't be lazy with the risk management process. If you are lazy, you will end up eating your management reserves and will have to go back to the well to beg for money later on.

The interview spreadsheet is a handy list that contains all published episodes including duration and PDU values. The PDU values are especially important for certified project managers who want to claim PDUs for listening to The PM Podcast.

Certified project managers will find this spreadsheet useful because it includes information about how many PDUs you can earn in each Talent Triangle skill area for listening to each episode. You can see this information in the columns on the far right, and the columns even use the same background color as you will see in the online PDU claim form.

This is a digital project management book for anyone who thinks they might want to get started in a career as a digital project manager (DPM). The book covers what being a digital project manager is all about; what digital project management is, why I love it and what DPMs actually do all day. The book explores what makes a great digital project manager and explores where you can begin and what steps you can take to start your career as a DPM.

This book is written by a management professor and technology expert that directly speaks to managers about the three pillars of project management; people, technology, and organizational processes. The book teaches the most effective way to balance these three fundamental pillars, teaching the modern day manager how to handle a dynamic workplace that changes day to day, and how to adapt to a rapidly changing technological ecosystem. Lastly, it teaches managers how to understand the important information and insights that often remain hidden but overpower the traditional management mindsets and communications.

This easy to read book uses a parable, storytelling approach to teach project managers how to handle problem projects and deal with challenging or struggling teams. It has been written with constant reference to a hypothetical story of a new CEO at a downhill start-up. It talks about the dysfunctional team that this leader must work with, and then puts forward a model that seems to work perfectly well not only in the story, but is easily applicable to your teams and any management situations. Read it for:

In this chapter, we revisit all of the principles of this book with a view of the application of AI in project management and conclude that the Lazy Project Manager was built for the AI-empowered project management world by using technology to find the easiest way to do something and to spend the freed-up time on focusing on people.

An excellent guidebook for project managers and others juggling multiple projects. Filled with practical advice on managing it all, you will become a better project manager. Elizabeth Harrin lays out a framework that is easy to follow and will help you get control of your workload. To get the most out of this book, implement the action steps at the end of each chapter and check out the appendices to find helpful checklists and templates. I highly recommend this book!

Project management is changing. Rather than focusing solely on one large project, the majority of project managers are now expected to juggle multiple projects, and that brings a different set of challenges.

I remember an instance when I joined my first company. I was asked to work on two projects simultaneously and I accepted it even though I knew I would not be able to handle it. I did not want to tell my manager that I cannot handle it as I did not want him to think less of me. I was not supposed to tell either of clients that I was working on another project which caused me double stress due to which I was not able to meet the deadlines for the assignments. I realized I should have clearly communicated this with my manager and then my manager understood the situation and allocated a new resource to work with me to complete the project delivery. I learned the importance of keeping my supervisors updated with any task and being open to them if I am facing any roadblocks.

Unfortunately, there is no single attribute that makes someone a fantastic project manager. Instead, a talented PM will have many skill sets, including having a collaborative approach, managing timelines and budgets, improving productivity, etc.

6. Listen First - There are many levels of listening, the most ideal coming from a place of empathy, genuineness, and mindful presence. A great project manager listens to stakeholders, product owners, and teammates free from his or her own personal views.

7. Filter Irrelevant or Trivial Information - A good project manager must be able to identify exactly what the client wants or needs and then filter out all the irrelevant information. Relay only what is necessary to complete the job. - David Revees, Luxe Translation Services

Set clear expectations for completion of action items, and for project tasks and milestones later, according to the priorities of stakeholders and the business. - Cindy Calvin, marketing project manager for Veterans United Home Loans

11. Be Transparent - An exceptional project manager maximizes transparency and doesn't use information as a means of control. They communicate clearly, completely, and concisely, all the while giving others real information without fear of what they'll do with it. - William Bauer, managing director at Royce Leather

13. Empower Others to Fix Issues Themselves - Many project managers want to bulldog their way into getting the vendors to do what they want them to do. If a project manager is not satisfied with an update, they will directly escalate the issue to management.

15. Learn to be Self Aware and Accepting of Criticism - Greg Smith, project manager at Brailsford & Dunlavey, says he often sees project managers get very set in their ways. They don't talk about the importance of understanding who you are and where you could improve, and working to build different attributes.

19. Become the Time Management Guru - I truly believe you can never be too good at managing your time. Even though I'm a project manager, I still idolize our VP of operations' seemingly effortless ability to manage her time, even if she's completely swamped, sick, or on vacation.

Yes, understanding how to navigate the communication protocols and establishing them early on keeps people informed, but ultimately, establishing and maintaining relationships are what lead to the most comprehensive understanding and buy-in on teams. - Greg Smith, project manager at Brailsford & Dunlavey

32. Reach Out to Your Network - Peter Taylor, The Lazy Project Manager, recommends reaching out to the amazing network of project managers around the world, whether that be through books, podcasts, blogs, Twitter (#PMOT), LinkedIn (connections and groups), conferences and webinars, and much, much more.

35. Use Tools and Methodologies to Enhance Your Project Culture - The core value that an effective project manager brings to the table is an ability to cultivate an effective project culture, in an environment where collaboration can thrive.

36. Be a Well-Rounded Person - Margaret Meloni, president of Meloni Coaching Solutions, Inc., says if you want to be a better and more well-rounded project manager, you have to be a more well-rounded person. Don't forget to keep learning.

44. Be a "Yes" Leader - As project managers, it's our job to give options. We will always be presented with the impossible, improbable, highly unlikely, and the completely unreasonable. It's our job to figure out what can be done and provide options.

48. Share Why the Due Date is the Due Date - Every new project manager confronts the issue of someone on your project missing a deadline or deliverable. Remember to communicate early and often with each person on your team to achieve the best results.

50. Carefully Craft Strategic Timelines and Budgets - Project managers will always be tasked with managing project timelines and budgets, but digging into those factors and gaining a well-rounded, strategic view of the project will help teams to find better ways of working and meet project goals with ease. - Brett Harned, digital project management consultant, coach, and community advocate 2ff7e9595c