Project Management for the Unofficial Project Manager
A FranklinCovey Title
byKory Kogon, Suzette Blakemore, James Wood
Book Edition Details
Summary
The world of project management often arrives without a formal invitation—and frequently without any formal training. You might find yourself navigating complex projects, with success hanging in the balance. Enter "Project Management for the Unofficial Project Manager" by FranklinCovey's Kory Kogon, Suzette Blakemore, and James Wood. This book is a lifeline, transforming you from overwhelmed to accomplished with its blend of human-centric strategies and practical wisdom. It offers a treasure trove of real-world anecdotes and memorable "Project Management Proverbs," making essential skills accessible to all. Whether you're juggling tasks solo or leading a team, you'll uncover the secrets to mastering projects with confidence and flair. This isn't just a manual—it's your guide to thriving in a world where titles don't define your capability.
Introduction
Picture this: you're staring at your overflowing inbox, three deadlines looming this week, and your team scattered across different departments with competing priorities. Sound familiar? In today's workplace, nearly everyone finds themselves managing projects without the title, training, or formal authority that comes with being an "official" project manager. You're juggling deliverables, coordinating with colleagues who don't report to you, and somehow expected to deliver results on time and within budget. The challenge isn't just about organizing tasks or following processes—it's about inspiring people to collaborate willingly and bringing out their best contributions. Whether you're launching a marketing campaign, implementing a new system, or coordinating a company event, the principles that separate successful project outcomes from frustrating failures are surprisingly consistent. The secret lies not just in managing processes, but in mastering the art of leading people through shared accountability and genuine influence.
Build Informal Authority Through Four Foundational Behaviors
The foundation of project success isn't found in sophisticated software or complex methodologies—it's built on your ability to inspire others to want to work with you. Informal authority represents the power to influence without formal control, earning trust and commitment through character rather than position. This becomes especially crucial when most of your team members don't report to you directly, yet their engagement determines whether your project succeeds or fails. Consider Seth Godin's experience as a young professional who transformed a struggling project by focusing on people rather than just processes. Initially assigned a small team of three, Seth started a newsletter highlighting each team member's contributions and breakthroughs. He spoke passionately about their mission twice a week, celebrating their unique tribe and the meaningful work they were creating together. Within a month, six engineers had voluntarily joined his team. Soon twenty people were working around the clock, and eventually thirty team members were eating, sleeping, and working together to ship products that saved their company. Twenty years later, people still talk about what they built together. Seth's transformation happened because he mastered what we call the Four Foundational Behaviors. First, demonstrate respect by showing genuine appreciation for each person's contributions and treating everyone with dignity, regardless of their role or seniority. Second, listen first before offering solutions, creating space for others to share their concerns and ideas without judgment. Third, clarify expectations consistently, ensuring everyone understands not just their individual tasks but how their work contributes to the bigger picture. Fourth, practice accountability by modeling the behavior you expect from others and following through on every commitment you make. These behaviors work synergistically to create trust. When you respect others, they feel valued. When you listen genuinely, they feel heard and understood. When you clarify expectations clearly, they feel confident about their contributions. When you practice accountability consistently, they feel secure in their commitments to you. Start implementing these behaviors immediately in every interaction, from casual conversations to formal meetings, and watch how people begin volunteering their best efforts for your projects.
Master the Five Essential Project Process Groups
Every successful project, whether building a cathedral or planning a birthday party, follows the same fundamental pattern of activities. These five process groups—Initiate, Plan, Execute, Monitor and Control, and Close—provide the roadmap for consistent project success. Understanding and applying these groups systematically transforms chaotic, stressful work into predictable, manageable outcomes that build your reputation as someone who delivers results. Eve, a nurse in Brazil, discovered the power of these process groups when she decided to tackle hospital-acquired infections after watching young patient Luiza nearly die from a preventable infection. Initially overwhelmed by the scope of the challenge, Eve began by identifying every person who could influence the project's success—from doctors and administrators to board members and the marketing director. She interviewed key stakeholders individually, asking probing questions about their expectations, concerns, and definitions of success. Through these conversations, she discovered that different people had completely different ideas about what needed to be done and how success should be measured. Eve's breakthrough came when she created a comprehensive project scope statement that captured everyone's expectations in one clear document. This scope statement became her compass, providing direction when competing priorities threatened to derail her efforts. She then developed detailed plans for managing risks, created realistic timelines with her team, and established regular accountability sessions where progress was measured transparently. Throughout the execution phase, she maintained constant communication with stakeholders, addressing problems quickly and adjusting plans when necessary. The process groups work because they address the fundamental human need for clarity and predictability. In the Initiate phase, you ensure everyone shares the same vision of success. During Planning, you create realistic roadmaps that account for obstacles and resource constraints. Execution focuses on maintaining team engagement and momentum through regular accountability. Monitor and Control keeps everyone informed about progress while managing inevitable changes. Finally, Closing captures lessons learned and celebrates achievements, setting the foundation for future success. Begin every project by clearly defining what success looks like for all stakeholders involved. Create detailed plans that acknowledge both opportunities and risks. Execute with consistent accountability rhythms that keep everyone engaged. Monitor progress transparently and communicate changes promptly. Close each project by celebrating wins and documenting lessons learned for future improvement.
Execute with Accountability and Transparent Communication
The execution phase is where great plans either come to life or fall apart, and the determining factor is almost always the quality of communication and accountability systems you establish. Execution isn't about micromanaging tasks—it's about creating a rhythm of shared responsibility where everyone knows the score and commits to moving it forward together. The most successful project leaders create what we call a "cadence of accountability" that keeps teams engaged, informed, and motivated throughout the project lifecycle. Carl discovered this principle when his international student project nearly collapsed after a promising start. Despite creating an excellent plan and hosting a successful kickoff party, the project stalled when Carl failed to maintain consistent follow-through. Team members lost momentum, tasks went unfinished, and after three months, virtually nothing had been accomplished. Rather than abandon the project, Carl recommitted by establishing weekly Team Accountability Sessions where every member reported on their previous week's commitments and made new ones for the coming week. He also committed to "clearing the path" for team members who encountered obstacles beyond their control. The transformation was remarkable. Team members began holding themselves accountable not just to Carl, but to each other. When quiet Marta from Albania struggled to connect with other students due to language barriers, the team worked together to find her a helper. When Dr. Saltas became disruptive and negative during Eve's hospital project, she held a private Performance Conversation that revealed his overwhelming work commitments and led to practical solutions. These conversations, guided by the Four Foundational Behaviors, turned potential team problems into opportunities for stronger collaboration. Transparent communication means sharing both good news and challenges openly with stakeholders. When Olivia's relocation project hit a major setback—80% of employees decided not to relocate instead of the expected 30%—she immediately called a stakeholder meeting to discuss the implications honestly. Rather than trying to hide the problem or make excuses, she presented the facts clearly, explained the impact on project outcomes, and proposed solutions. This transparency earned her additional support and resources to overcome the challenge. Create weekly Team Accountability Sessions lasting no more than 30 minutes, focusing on three key questions: Are we on track with our project goals? What commitments did each person make last week and did they fulfill them? What new commitments will move us forward this week? Address performance issues quickly through respectful one-on-one conversations that seek to understand obstacles and clear the path for success. Communicate project status regularly to stakeholders using simple, clear reports that highlight both progress and challenges along with proposed solutions.
Summary
Project management in the 21st century is fundamentally about leading people, not just managing processes. The most sophisticated planning tools and methodologies mean nothing if you cannot inspire voluntary commitment from team members who have their own priorities, pressures, and personalities. As one experienced project manager observed, "Successful projects are transparent. Everyone knows what's working well and what isn't. Information is broadly shared and there's no guessing, enabling people to make small adjustments that keep the project in alignment." The combination of informal authority built through consistent foundational behaviors and systematic application of proven process groups creates a powerful framework for repeatable success. Start today by implementing the Four Foundational Behaviors in every interaction, and begin your next project by clearly identifying all stakeholders and interviewing them thoroughly to understand their expectations and concerns.
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