Accidental Project Manager

Attn: Aspiring, New & Accidental PM's

"The Quick & Easy Project Management Methodology to STOP spending your day at work feeling lost about projects and put an end to it!!"
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Accidental Project Manager: Zero to Hero in 7 Days 
Designed to increase project success, this book is for accidental and new project managers, beginning project management learners, and those exploring new careers or looking for a refresher. Told in the form of a business fable, concepts are put in everyday terms and stories make it more memorable.

When a manager is pressed to find a project manager for an important client, he looks to Rhett Sero, our to-be hero. He introduces Rhett to Heda Heldenmacher, a noted project management consultant. Heda introduces Rhett to the PROJECT methodology and spends seven days with him to prepare.

Everything you need to get started in an easy-to-read book. Each chapter includes a project management tip, reading selections from the PMBOK® Guide, and additional learning resources. A set of more than a dozen ready-to-use templates is available online.

This is the story of the invaluable lessons Rhett learns transforming from Sero to Hero!
Become A Project Hero
• Plan to successfully manage projects
• Learn the basic concepts and terms
• Understand the basic steps in managing any project
• Effectively communicate about your project

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Bonus #1: - Accidental Project Manager: Zero to Hero in 7 
                           Days ..eBook!! [$9.97 Value]

Bonus #1: -Accidental Project Manager: Zero to Hero in 7 Days ..eBook!! [$9.97 Value]

Bonus #2: - 15 Downloadable Templates With 
                           Pre-filled  Examples..!! [$60 Value]

Bonus #2: - 15 Downloadable Templates 
With Pre-filled  
Examples..!!

All Templates Are Editable And Ready to use.

These Downloadable Templates are your key to help your project management practice hit the ground running. Done-for-you templates with instructions and pre-filled examples enable you to focus on applying your knowledge without having to worry about creating each template from scratch! Saves time for more important work!

  • ​Communication Plan Template
  • ​Stakeholder Register Template
  • ​Requirement Document Template
  • ​Requirement Plan Template
  • ​Risk Analysis Template
  • ​Risk Analysis Template Training
  • ​Milestone Plan Template
  • ​WBS Dictionary Template
  • ​Kick-Off Meeting Template
  • ​Virtual Team Contact Template
  • ​Status Report Template
  • ​Change Request Form Template
  • ​Project Control Chart Template
  • ​Lesson Learned Template
  • Team Evaluation Template

Bonus #3: - MS Project Quick Start Guide

Learn Important Steps to Take Before Your First MS Project Schedule!

Many courses and books don't tell you that the options you set in MS Project can have a significant effect on how your schedule appears.  Don't waste time creating plans that are not correct. This 12-page booklet will help you avoid trial and error. Get the information you need  before starting your first project plan.

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Bonus #4: - Project Manager Resources

  • Get Instant Access to 18+ Project Management best books list to read and more than 12 Project Management Related Websites & Blogs!!

Continuous learning and knowledge acquisition are critical to your success. This list of books and websites provides you a reading list that will stay with you as you take the 3-6+ year journey from beginner to PMP® Certification. They also serve as excellent references when you need to solve problems with your projects.

Bonus #5: - Get Access To Our Monthly Project Management 
                           Tips & Best Practices.

Bonus #3: - Get Access To Our Monthly Project Management 
                           Tips & Best Practices.

Bonus #5: - Get Access To Our Monthly Project Management Tips & Best Practices.

  • Monthly Project Management Expert Tips & Best Practices Sent Directly To Your Inbox..!!

Every week we provide a short, easy-to-read tip to increase your project success. The tips are posted on multiple sites in multiple formats. We aggregate these tips and provide them to your inbox once a month to save you time. When you reach our site, there are search and category tools to help you find more information.

Inside Of This NEW Book... 
Here Are A Few Of The Nuggets You'll Discover For FREE!

Chapter #1 : The "P"

• The PROJECT Method – P is for People 
• The first step is to identify those impacted by the project
    - Over identify, rather than under identify impacted stakeholders
    - Consider the power and influence they will have on the project
    - Ask who else will be impacted and who else should I speak with

• Pick the right project team
    - May not always be possible   
    - Not just what they know, but who they know 

• Project communications takes planning and people involved in the project need frequent communication
    - Who needs information on the project
    - The level of detail they need  
    - How frequently they need the information 
    - How the information should be delivered

Before he knew it, the day had come to an end. Rhett enjoyed the day with Heda. He realized how much he had learned about project management and felt better prepared to work with the people on his project. He looked forward to the second day with Heda.

Chapter #2 : The "R"

• R is for Requirements
• Requirements need a plan
    - Information needed
    - Where the information can be found or who has it
    - Best way to get the information and the order to get it in

• Three elicitation methods
    - Interviews
    - Observations  
    - Document Reviews 

• Three common elicitation problems
     - Availability
     - Inadequate Time
     - Conflicting Information

• Some ways to know when elicitation has enough information
     - A good working solution has been identified or a prototype built
     - Stakeholders begin to provide redundant information or are slow to respond
     - The customer or project sponsor tells you they are ready to approve what has been completed

Chapter #3 : The "O"

• O is for Organize Objectives
• Planning is an essential team activity
    - First, create a Work Breakdown Structure
    - It’s a lot like a project ingredients list
    - Don’t worry about order now
    - Done when tasks can be estimated
    - Full information in WBS dictionary 

• Each WBS work package needs to be estimated for resources and time
    - Top down and bottom up
    - Estimate effort first – convert to duration
    - Use multiple techniques to validate

• Consider constraints – especially time and resources
• Consider risks
    - Identify and prioritize threats and opportunities
    - Develop contingencies and mitigations 
    - Monitor and correct as needed

• Document the milestone plan and get customer and management buy-in
    - Major project activities
    - Who performs what and by when
    - Listed in delivery date order

Chapter #4 : The "J"

• J is for Jell with the team
• Teamwork is critical for success
    - Trust is essential to healthy teams
    - Teambuilding activities help the team to jell and develop trust

• Management by influence, not authority
    - Trust and teambuilding build influence
    - Team needs to participate in decision making
    - Acknowledge the work of the team

• Cultural challenges of virtual teams
    - Time: time zones and perceptions of time
    - Language and communications
    - Distance

• Project kickoff meeting
    - Invite sponsor, client, team, and functional managers
    - Have a GREAT meeting
    - Include virtual teams

Even with the addition of the virtual QA team, Rhett remained confident that he could handle the teamwork required. He went home to eat dinner before starting his homework.

Chapter #5: The "E"

• E is for Execute
• Good planning makes execution progress more smoothly
• Delegation is important
    - Select and empower the right person for the task
    - Clearly communicate “what” – let the team member work on “how”
    - Demonstrate confidence that the task can be done
    - Make adjustments for the level of experience of the team member

• Follow up early and often
    - Meet/touch base with team members
    - Urgent tasks need more follow up
    - Don’t make hidden assumptions

• Give Frequent Feedback
    - Mix of praise and constructive feedback
    - Keep it professional
    - Emphasize the positive
    - Focus on solutions, not the criticism

• Hold people accountable
    - Be clear what’s needed
    - Follow-up on tasks and delegations needs to be early and often
    - Give frequent feedback – praise and criticism
    - Coach and mentor to sustain and improve performance

Rhett left feeling good about what he would be able to accomplish with Heda’s help. He would spend some time studying over the weekend to prepare for the project start on Wednesday.

Chapter #6: The "C"

• C is for Control.
• Develop plans, then baseline them. Measure each week for variance.
• Be sure control is casual – don’t oversteer or overreact. You can:
    - Wait a little longer
    - Take a small action
    - Replan some of the work
    - Consult with the project sponsor and client

• Master change control
    - Baseline all requirements and plans
    - View change as an opportunity
    - Capture and analyze the information
    - Let the client and sponsor decide
    - No changes that haven’t followed the process
    - Regular status reports  
    - Short and concise
    - Consider the language used
    - Successes and recognition

• Flexible and Gentle Steering
    - Don’t oversteer
    - Control controls – they expend resources
    - Empower team to find solutions

“Good job, Rhett!” Heda exclaimed. “You understand the basics of control. Tomorrow is our last day together before the project begins, so try to relax these next two evenings.”

Chapter #7: The "T"

• T is for Transfer
    - Transfer the project to the client
    - Transform the team through evaluations and lessons learned

• Treat the client with white gloves
    - Transfer fully tested product, including client acceptance test results
    - Meet with client for turnover
    - Provide training and all documentation
    - Provide good support to see the client through the transition

• Measure Your Delivery
    - Meet client requirements and other expectations for performance
    - Measure performance whenever possible
    - If close, facts and negotiation with client may help
    - Demonstrate integrity and ethics for best results

• Team Evaluations
    - Short feedback document
    - Stress accomplishments and development needs
    - Provide to management without any expectations

• Lessons Learned
    - What worked well
    - What needs improvement
    - How will we act on this for the next project(s)?

Before departing for the day, Rhett and Heda spent some time reviewing each of the daily summaries and Heda helped to fill in some gaps. In just seven days, Rhett learned the basics of good project management to succeed. He left feeling confident that he would be ready to start the project the next day.

What People Are Saying About "Accidental Project Manager: Zero to Hero in 7 Days"

"This book is a winning combination of valuable learning material combined in an organized and easy to read "story type" narrative. There is an intentional absence of jargon. But an abundance of good guiding principles for the "accidental project manager". I would have benefited from this book when I started out."
 
- Murray Grooms, PMP
   BC, Canada

"In his latest book, Accidental Project Manager, Ray shares the story of Rhett Sero and weaves into each chapter the essence of what it's like to be an accidental project manager. It's written with a"quick start" method called "PROJECT" for accidental PMs to practice, learn, and put into immediate action. A must-read for any new project manager to learn how to move from "Zero to Hero in 7 Days"."

 - Naomi Caietti
    Author,Transform Your Leadership! 
    Managing Director, Naomi Caietti Consulting
    Folsom, California

"In his latest book, Accidental Project Manager, Ray shares the story of Rhett Sero and weaves into each chapter the essence of what it's like to be an accidental project manager. It's written with a"quick start" method called "PROJECT" for accidental PMs to practice, learn, and put into immediate action. A must-read for any new project manager to learn how to move from "Zero to Hero in 7 Days"."

 - Naomi Caietti
   Author,Transform Your Leadership! 
   Managing Director, Naomi Caietti  
   Consulting
   Folsom, California

"Those of us who actually started as "Accidental Project Managers" (but may be slow to admit it) would have benefited from this this book when we ourselves made the transition from subject specialist to project manager. Much to be recommended."

- Dr. Deasún Ó Conchúir CEng FIET FIEI PMP
   Project Consultant, Scatterwork
   Switzerland

"Those of us who actually started as "Accidental Project Managers" (but may be slow to admit it) would have benefited from this this book when we ourselves made the transition from subject specialist to project manager. Much to be recommended."

- Dr. Deasún Ó Conchúir CEng FIET  
   FIEI PMP 
   Project Consultant, Scatterwork
   Switzerland

"Highly recommended read, the style and the content are highly readable and should be very relatable for all functional managers being asked to work as Project Managers in addition to their 'normal work'. This book presents an easily usable framework to help you get results and increase your chances of efficient execution."

- Deji Ishmael
   London, England and Lagos, Nigeria

"Highly recommended read, the style and the content are highly readable and should be very relatable for all functional managers being asked to work as Project Managers in addition to their 'normal work'. This book presents an easily usable framework to help you get results and increase your chances of efficient execution."

- Deji Ishmael
   London, England and Lagos, 
   Nigeria

And That's JUST Some Highlights...
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About The Author

Ray W. Frohnhoefer

MBA, PMP, CCP

Ray Frohnhoefer is a passionate program management consultant,speaker, and educator with over forty years of experience managing software and technology projects, programs, and portfolios in multiple industries, including financial services and education.  

Ray is also an instructor and faculty mentor at several Southern California learning institutions including California Southern University and UC San Diego Extension. His personal mission is to help individuals and organizations improve their practice of project and program management and many of his educational programs and consulting engagements focus on accidental and new project managers.

Ray's project management strengths include planning, development of innovative methodologies,conflict resolution, continuous improvement, and software implementation management.

Thanks for taking the time to read this letter and I hope you enjoy the book!

Thanks,
Ray W. Frohnhoefer 

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