Customer Reviews

Scrappy Project Management: The 12 Predictable and Avoidable Pitfalls Every Project Faces

5 star:		(38)
4 star:		(6)
3 star:		(1)
2 star:		(2)
1 star:		(1)

 

 

Unlike other project management books which I left largely unread on my bookshelf, I enjoyed going through this book from cover to cover. It provided very practical advice that are compact and to the point: focus on the customer, plan, communicate widely and often, prioritize, celebrate success, ...

What's great about this book is the style in which it's delivered. The real world stories, annecdotes, famous quotes and the author's unique sense of humor to illustrate the points and make them more memorable. E.g., on the need for clear goals: "When I was young, I always wanted to BE somebody when I grew up. I just wish I'd been more specific." (Lily Tomlin); on the need to prioritize: "What to do if you must choose between your heart, your lungs, and your kidneys?"; on the gap between knowledge and action: "Common Sense is NOT common practice"; and on keeping a positive attitude: "Success consists of going from failure to failure with no loss of enthusiasm." (Winston Churchill).

The book also provides a set of checklists, sample diagrams and templates to be used in managing the project and communicating with the team and executives. I find the use of ranges for time estimates particularly useful, since it reflects the uncertain nature of project estimates a bit more accurately than a single number.

While this book isn't the most comprehensive project management book, it does cover the major points to help achieve success. If you're a team lead, project or functional manager, this book will arm you with valuable insights and motivate you to avoid common and deadly project pitfalls. I only wished I had followed many of the advice in the book. It's too late for me, but you can still save yourself by reading and following it :-).

Kimberly Wiefling's Scrappy Project Management isn't just a text with a list of must-dos for project methodology; it's a blueprint for high-end corporate capital-L Leadership. I don't know if it's her knowledge of the scientific method (Wiefling is a trained physicist), her unflinching honesty, or her sense of humor, but she combines relevant and powerful insights about fearless project leadership that even a seasoned--or world weary--project manager needs.

Unlike most project management books, Scrappy Project Management is immensely readable. It's funny and edgy; more than one analogy made me literally laugh aloud. It's concise and easy to read, but not fluffy. More importantly, though, Wiefling's methods are supported by numerous concrete examples, not just vague buzzwords or motivational clichés like we've all heard before. There's solid irrefutable documentation of her assertions about marketing, product development, science, engineering, and organizational psychology.

You certainly don't need an MBA to understand or glean important concepts from Scrappy Project Management, but it's easy to see how formal business training would be acutely enhanced by certain chapters, specifically the ones on risk management, shareholder expectations, and project changes.

Wiefling's unabashed honesty doesn't sugarcoat perhaps the most important fact that I've never seen in any other book: "the role of a project leader cannot be successfully filled by anyone who can't put his or her job on the line in pursuit of doing the right thing." Notice that she doesn't say "in pursuit of getting the product shipped". Wiefling is focusing on the quality and effectiveness of project work, a complete and unrepentant "obsession" with the customer, and creating a motivational framework for both the organization and the consumer--practices that are both essential and profitable. This type of determined focus can apply to any type of organization or product, and in the age of mass global competition, is absolutely necessary for survival.

From a subjective, occasionally more social-science perspective, Scrappy Project Management addresses self-imposed limitations, assumptions, and employee appreciation. Wiefling's chapter "Lessons Not Learned" where she says "Learn from experience...make new and more exciting mistakes each time" turns what appears to be a tongue-in-cheek suggestion into an unflinching and blunt observation about project calamity: "Whatever the cause, allowing your team to fail for entirely predictable reasons is inexcusable."

Happily surprising and informative was the chapter on communication. On the second page, I immediately identified a problem I've had as a PM with organizations ranging from small non-profits to the world's largest software company--sending a critical project document as an email attachment (or putting it on a network share) to solicit feedback and receiving none. Wiefling accurately pinpoints our over-reliance on certain forms of electronic communication and offers up several creative and (empirically proven) successful alternatives for attention-grabbing communication, even with co-located teams. Specific examples for clever communication emphasize principles of viral marketing from the restroom to your computer's screensaver. It's bold, it's innovative, it's guerrilla--and people pay attention.

If I were to change anything about Wiefling's work, I'd ask for more information about ensuring project success as an individual contributor; the book appears aimed at senior managers and decision makers. Though the principles of customer devotion and "doing the right thing" can be adapted for all team members, a lower-level employee or team member may feel hesitant about incorporating such bold actions into their work life. (I'd love to see this sort of Scrappy Guide aimed at fresh college grads.) Another interesting addition would be the inclusion of certain types of team dysfunctions that are especially hard to overcome like ageism, sexism, and broken management structures. Most of all, I wish the book had an index--the chapters have so much information that it would be nice to be able to look for a specific topic or cross-reference topics from multiple chapters.

It's apparent Wiefling is passionate about her work and she makes it abundantly clear that project management is not for the faint of heart or the apathetic team leader. She's unapologetic about expectations, leadership, and making tough decisions about priorities. She's inspiring and realistic; it'll be hard, but it's worth the price.

This is a book for professionals who want to achieve greatness and demonstrate fearless leadership: for their companies, for their customers, for their teams, and for themselves.

I had the pleasure of working with Kimberly for about a year and a half. She was my project management mentor, and I miss her guidance and inspiration dearly. This book is the next best thing - a dose of Kimberly in my pocket. I pull it out when I need a shot of reality fed to me with a healthy helping of humor, and it gets me back in the game.

My copy of this book is underlined and highlighted, the corners are folded down, and I have post it notes sticking out every which way. For a short book, it sure has a lot packed into it, and surprise, surprise - it's information I can actually use! I suppose that's why it's sitting on my desk next to my computer, and not sleeping on my shelf. Thanks Kimberly!

Scrappy Project Management - The 12 Predictable Pitfalls Every Project Faces is worthy of being on every project managers bookshelf. It always pays dividends to get the perspective of other seasoned project managers because there is more than one right way to do project management. The author's perspective is refreshing and insightful.

The biggest compliment I have about this book is that it is not an academic book. It is a book intended for practitioners of the project management craft written by a practitioner. I like books that provide the kind of advice a mentor would give you over a cup of coffee and Scrappy Project Management fits that mode.

My top ten take-aways from Scrappy Project Management

1. The very people who are supposed to be leading often abdicate responsibility in mediocre organizations.

2. Make your own team organization chart.

3. There are many people passing themselves off as project leaders when they are just occupying the position and not willing to take a stand and do the right thing.

4. Learn to love the tunnel. There is no such thing as a light at the end of the tunnel.

5. When tracking changes in action item due dates never change the original dates. Just mark through them.

5.5 Track changes to the project.

6. Humans are bad estimators and bottom up scheduling methods pay to little attention to handoffs and integration points.

7. Pre-emptive pessimism. People tend to assume something is impossible if it is very difficult.

8. Never reward firefighters.

9. Happiness is relative. You must do a good job of setting expectations.

10. It doesn't matter how much your team knows if it doesn't have the ability to execute.


These are not the only take-aways and this book provides tried and true principles of project management that are presented in a pragmatic way with a tongue in cheek style to keep you interested.

Buy this book. It is a keeper.

Dr. James T. Brown, PMP PE CSP
Author - The Handbook of Program Management

I've read many books on program management looking for advice on how to better do my job. I've also seen many books focus on theoretical discussions that rarely yield immediate results, but rather require much thought and the proper situation to present itself before the ideas could be applied.

This book is quite a bit different! The ideas and ways to approach problems are grounded in reality. It is not only good advice on program management, but is presented in an easy to read style. And if you can believe this--its also easy to understand and apply.

Now if only there was a similar book on how to make millions and retire early, I'd be set!

This is a great, easy reading book that really tells it like it is and talks at a level that a wide variety of people can understand. Great job, Kimberly.

PS - I loved your YouTube video.

It was the illustration on page 52 (Scrappy Swimlane High Level Overview) that initially sold me on this book, but it proved to be just one of dozens of Kimberly's laser-sharp observations.

In Scrappy Project Management, Kimberly accurately nails the truth about how projects really exist in high-tech companies. It is a relief to know that you are not crazy--and that there is someone out there who understands what you're dealing with. Not only does she hilariously describe the realities, she provides practical, actionable advice for dealing with them. Toss the theories--this is applied project management!

I'd recommend this book to anyone who is responsible for getting something done with a team of people. In fact, I've purchased multiple copies for colleagues and friends.

A little about myself before I write this review so that readers know I am not a bot or a robot! I have been doing Project Management for about 6-7 years now; mostly in the professional services space. I've managed small to medium sized projects ($250K - $2m), some successfully, some not. The successful projects were quite rewarding though the failures were very rewarding in their own right, as well. Now before I turn this review into a review about myself... let's dive into Kimberly's book ... or as Kimberly would've put it, lets get Scrappy...

I have seen & read many books on project management and somehow they all seemed to be really bulky. By the time I'd hit the 4th chapter, I'd forget what I read in the 1st... which, incidentally, would probably be a 100 pages ago! Not with this book. There is enough ammo packed in this 115 pages or so of this book to keep your PM artillery going... and no, you would not need coffee while reading this book - the contents are enough to keep you awake and engaged throughout the book. The illustrations are priceless - they keep things very interesting... some of them are amazingly practical. So practical, that you can pick them up right out of the book and apply to your projects... EFFECTIVELY. Needless to say, these are time tested by Kimberly herself and quite a generous contribution to the Project Management world.

Oh! And not to forget the quotes at the beginning of each chapter. Some of them are inspiring-ly funny. Totally love love (am I repeating myself?) the one in the Planning chapter.

... and then there is Kimberly's style of writing. It's simply explosive. There is no lack of drama in this book! While you go on reading from chapter to chapter, all the fortunate and not-so-fortunate memories of your projects march past you - thanks to Kimberly's conversational style of writing.

Last but not the least, there are writers that write and then there are doers who write. I always go for books from doers than the writers as the doers really know how to do it... how? Well, simply because they've done it... again... and again. Kimberly, clearly, is a doer!

Get Scrappy (Project Management)and ... get Happy... with Scrappy!

This book contains pearls of great wisdom and clarity, and I recommend it. The suggestions are specific, practical, and helpful. For example, make a simple project org chart. Your company has an org chart that shows who writes perf evals; ignore that, and write one that describes your project team. When I did, I was surprised, and it led me to realize that one member was over-loaded. Another specific suggestion is to create a list of your team's top priorities and then post it in the bathroom. While I'm not going to do that, it makes the point about simplicity, clarity, and communication.

That captures the essence of this book: simple, practical suggestions that are obviously going to help.

Unfortunately, this great advice is buried under boring cliches about how today life is much tougher than it used to be. No doubt the team that dug the Panama canal took a margarita break every afternoon. In some places two or three pages in a row are pure waste, full of these silly cliches

Project management was hard, is hard, and will always be hard. A PM is expected to balance priorities and optimize within constraints. That's the definition of the job, and it's hard. Every PM in history sweated bullets.

The figures are a great addition. They are "scrappy": funny, irreverent, and helpful.

The author's experience seems to be based in the world of high-tech product development, but that hardly matters. The advice seems pretty universal.

Kimberly talks from real life project experience. She prepares you for what is actually coming in a project and gives you ways to build a path, and to stay on track to get you through it.

I have read a number of project management books. This includes several PMBOK exam prep manuals among others. The difficulty lies in knowing what is really important. There are a lot of trees in the forest and they do look the same. I have been searching for a book that would really tell me the key things on how to run projects better.

What this book highlights are what key things you need to do and keep in the forefront of your mind. It tells where the pitfalls are that often still catch projects and how to avoid them.

I recommend this book.