The book is centered around stories told in turn by authors. These are personal stories and examples. I read the book in 2015. I find it continuously relevant in professional and personal environments.
Any project manager finds him/herself overwhelmed with demands and requests. The book offers tips on how to regain the control of your project. As they say, “it is you who manages the project, not the other way around”.
Of the tips of interest, I collected for instance:
– how to say No to stress;
– how to get unstuck;
– what thoughts are useful or unuseful or how to separate yourself from your brain;
– burn the excuses (“I cannot change”, “I have too many responsibilities”, “what would they say”….);
– “no-complaints” diet.
I loved the concept of “Homo luminous” this book introduced. The book suggests quite a few practices/exercises to make it happen. Gratitude is one of them. This part inspired me to start sending hand-written Winter Holidays cards, to express my gratitude to anyone who has done me a favour or was of good service and/or made a difference in a project.
Seen in Chisinau, October 2019
I liked Taylor’s book “The Project manager who smiled”. I also liked “The Lazy project manager”.
I find the book’s lazy stuff very entertaining. Being on a train back from a mission and with two very serious gentlemen did not stop me from bursting into a loud laugh. You’ll read the story of Peter’s photograph taken in a giant bright orange and green carrot outfit, when he worked on the introduction of project management methodology in a company, and you’ll understand it. I could have used it when I worked in a project management office and had the same carrot or stick dilemma to incentivize the introduction of a similar methodology. Even only if to diffuse the tension around it.
The book spoke to me, as it seemed in parts dedicated to me: “You are on yet another flight, either to or from your latest project engagement, somewhere in the world.” Yes, that’s where I read it.
Taylor is honest. He does not present it as a project management book. Still, anyone on a learning path will find something useful. There were a number of things I learned. There were others I changed perspective on. Depending on your background and experience in project management, some of the lines of the book might resonate with you. Some may do so to a less extent. For example, for me the part on “complex project – senior project manager” in the context of risks raised other considerations. In addition to the number of years of experience, I would also consider the risk aversion. Some senior project managers might take on more risks, namely because of their experience. At the same time, some project managers at the start of their career might embrace a more cautious approach.
If you adhere to the productive laziness approach, you will find many useful tips in this book. Still, regardless of your productivity philosophy, I wish you to enjoy a pleasant project management ride wherever you are.
The same applies to projects:
Either you manage the projects, or they manage you.