What do you think?
Rate this book
I Would Rather Eat a Cactus...than Run a Project: Demystifying project management for the uninitiated...
If you’re looking for practical insights into the often confusing and jargon-filled world of projects, then you’re in exactly the right place! This book is a lighthearted introduction to project management for those who find themselves having to quickly get up to speed. 'After more than 20 years in projects and change management, I realised that a lot of people needed a quick overview of what's involved in project world without having to read a textbook or take a complete project management course. I decided to write this book to close that gap.'Lesley Elder-AznarBased on her propular Linkedin posts, this easy-to-read overview of the basics will provide you with the confidence you need to take your first steps.Perhaps you have been 'seconded' onto a project team to provide insight from your business area and you have no idea what the project manager is talking about. Or you work in a specialist area such as Finance, HR, Risk, or Audit, and you now have to support project teams. This book provides an overview of the key project processes and explanations of project terms, acting as your translator as you navigate your new world!If you are recruiting for project or change management roles, but don't really understand all of the nuances, then this book will help you with an overview of the key roles.And if you have recently completed a project management course, but need some guidance on how to apply it in the real world, this book will explain what to do, and what not to do!
- GenresProfessional Development
185 pages, Kindle Edition
Published May 6, 2021
12 people are currently reading
23 people want to read
Ratings & Reviews
Friends & Following
Create a free account to discover what your friends think of this book!
Community Reviews
Displaying 1 of 1 review
September 1, 2024
I found the title funny, even if I would rather not eat a cactus, in any event, unless it has been processed into agave syrup. Many of the aspects touched upon resonated with my project manager’s life in the corporate world: negotiations with other departments, the surprise of learning about costs recharging, change management…
The book covers the lifespan of a project from initiation to the business case, kicking of the project, executing, communication and training plans, to closing and monitoring of the project. Sections on project roles (who is who), agile project management and behaviour changes enrich the technicalities with insights.
As the author tells us herself: “The whole purpose of this book was to demystify project and project jargon, to make it less scary, to make it more accessible to everyone. Not just the people who are working in project world, but all of the people who are on the receiving end of change, or unwittingly seconded onto a project.” It is indeed a book largely for uninitiated. Yet, those who are more experienced can still find useful reminders. I also read it as an invitation for staying humble in interactions with more junior by experience colleagues. It also felt at times as reading through training materials or attending a training as on some pages the author “speaks” to you (“hold on..”, “humor me…”). There is nothing wrong with that and there are readers who prefer this way of presentation of information. It can also inspire you in you are preparing for a training delivery - forget not to give credit.
The lines that made me smile: “If you have a Finance team that can organise this without you promising to name your first-born child after the Finance Manager, then you are destined for success!”
“Your friendly Finance business partner will spend much time explaining to you about cost-centres and WBS (work breakdown structure) codes and how it’s all going to take place in the monthly cycle. Just nod along and ask them to email you when it’s done. Or you risk wasting years of your life trying to understand it.”
The book covers the lifespan of a project from initiation to the business case, kicking of the project, executing, communication and training plans, to closing and monitoring of the project. Sections on project roles (who is who), agile project management and behaviour changes enrich the technicalities with insights.
As the author tells us herself: “The whole purpose of this book was to demystify project and project jargon, to make it less scary, to make it more accessible to everyone. Not just the people who are working in project world, but all of the people who are on the receiving end of change, or unwittingly seconded onto a project.” It is indeed a book largely for uninitiated. Yet, those who are more experienced can still find useful reminders. I also read it as an invitation for staying humble in interactions with more junior by experience colleagues. It also felt at times as reading through training materials or attending a training as on some pages the author “speaks” to you (“hold on..”, “humor me…”). There is nothing wrong with that and there are readers who prefer this way of presentation of information. It can also inspire you in you are preparing for a training delivery - forget not to give credit.
The lines that made me smile: “If you have a Finance team that can organise this without you promising to name your first-born child after the Finance Manager, then you are destined for success!”
“Your friendly Finance business partner will spend much time explaining to you about cost-centres and WBS (work breakdown structure) codes and how it’s all going to take place in the monthly cycle. Just nod along and ask them to email you when it’s done. Or you risk wasting years of your life trying to understand it.”
Displaying 1 of 1 review