Chapter 2. Project Management for Everyone
What’s in This Chapter?
Minimizing the school-of-hard-knocks approach to learning project management
Refusing to buy into the “We’re too busy to plan” argument against project management training
The value of project-oriented thinking and how project management training can help turn your organization into one filled with “project-oriented thinkers”
How common tools and vocabulary can yield uncommon successes
In the last chapter, we said that almost everyone has played the role of project manager—either on the job or in part of their personal lives. Most people do remarkably well in managing projects, even though most of them have never thought of themselves as project managers or taken part in any kind ...
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