These days, many people dive into the project management without having been educated or trained for it. Projects require a leader on board right away, creating the “accidental project manager” phenomenon.
We can’t say precisely how prevalent these managers are, as many of their titles don’t actually include “Project Manager,” but the general trend is undeniably here.
David Walton, the Managing Director of BestOutcome, says, “Formal training used to be the pathway, but budgetary constraints, the pandemic’s effects on working practices, and the rise of informal training channels like YouTube have shifted those parameters.”
So, can one truly succeed in project management by merely falling into the role?
Ray W. Frohnhoefer’s book, “Accidental Project Manager: Zero to Hero in 7 Days,” explores this topic in quite an unusual manner.
Below is our short review of the narrative.
Summary
The story is about Rhett Sero, who has just been saddled with a very important project and Heda Heldenmacher, an experienced project management consultant who invests seven days in coaching Rhett through the PROJECT methodology.
This straightforward framework provides him with all the necessary tools and skills he needs to effectively handle his new responsibilities.
Each chapter addresses one aspect of project management, encapsulated in the acronym PROJECT: People, Requirements, Organize, Jell, Execute, Control, Transfer.
Let’s take a closer look.
People
Making an explanation regarding the book idea in one of his interviews, Ray W. Frohnhoefer said that the very root cause of just everything taking place within a project lifecycle relates to people, “the decisions they make, and the actions they take.”
That’s why, at the very beginning of his journey, Rhett learns to build good relationships with stakeholders and team members.
He explores the benefits of early stakeholder involvement, open communication, and clear statements, and builds an environment where ideas can be exchanged freely.
Requirements
Further, Frohnhoefer stresses “eliciting” requirements rather than just collecting them.
This initial step lets the would-be manager outline the first goals and create a basis for informed discussions.
Frohnhoefer advocates for a three-pronged approach to gathering requirements: documentation analysis, review interviews, and observation.
He encourages project managers to thoroughly examine available documentation before engaging people in the conversation.
Next, he offers to get on to interviews with stakeholders, team members, clients, and anyone affected by the project.
The key to these discussions lies in asking open-ended questions that prompt deeper dialogue rather than simply inquiring about desired features.
Observation is another critical method Frohnhoefer considers. He suggests that sometimes the best way to gather requirements is by watching how people work in their natural environment.
By spending time with colleagues, sitting in meetings, and watching how they interact with current tools, project managers may pick up on inefficiencies and pain points that were missed during previous discussions.
Organizing Objectives
Once the foundation has been built, the characters start organizing objectives and hold a kickoff meeting where they align expectations, roles, and a common vision with other team members.
After the kickoff, the author suggests working out a WBS to help translate notes and ideas into action programs.
For the small projects, he recommends a simple “three Ws” tabular work plan with who, what, and when with the current status column.
This approach not only accounts for any potential risks but lays down a plan for success.
Jelling with the Team
As the project progresses, the story focus switches to team cohesion. “As things move on, you’ve really got to get to work with the team well; you have to get to know them well… You might not initially, but as work progresses, you’ve got to take some steps to doing that,” Frohnhoefer explains.
But he doesn’t think that these steps require a lot of formalities, such as personality tests or the Myers-Briggs typing.
He introduces a very simple exercise called “Dream Trip,” where he encourages team members to share their aspirations by discussing how they would spend a month away from work if money was no object.
This simple yet effective activity helps build rapport among team members and promotes collaboration.
He also emphasizes the need for recognition and acknowledging individual contributions as a means of creating a supportive team environment and speaks a bit about working with virtual teams, where all the challenges of teamwork can be doubled or tripled.
Execution
Speaking of execution, the author emphasizes how a good roadmap can make this stage easier to navigate.
However, he notes that effective project execution nonetheless requires a high degree of soft skills on the part of the manager.
Frohnhoefer considers four key transformational skills: delegation, follow-up, giving feedback, and holding people accountable.
When you delegate like a pro, you’re not only lightening your own load but also giving the sense of ownership to your team members.
And regular check-ins are necessary so that all the people involved in the project would know what they are supposed to do and thus keep the wheels of the project well-oiled.
Feedback, in turn, is critical to growth. It helps everyone improve and keeps the momentum going.
And then there’s accountability, which is crucial for maintaining everyone’s focus. When your team knows they’re responsible for their tasks, it fosters a sense of ownership and commitment.
Control
One common trap for accidental project managers is analysis paralysis—getting bogged down in every tiny detail and running endless reports.
“I made lots of mistakes as a new project manager many years ago and one of them was to get excited when we were just uh maybe a few dollars over budget or a few hours over schedule. I wasted a lot of time thinking about that. … What you really need to be focused on is there is a negative trend. Am I falling behind week over week,” Frohnhoefer remembers.
And in this chapter, he shows how small variances can distract you from making meaningful strides and why it is so important to focus on the bigger picture and overarching patterns that guide your project’s success.
Transferring and Transforming
Finally, characters explore how to close a project strongly and leave a lasting impression.
The author suggests not leaving any loose ends, taking care of training and documentation, and sparing time for performance analysis and appraisals that may truly set the tone for future collaborations.
Wrapping Up
In general, “The Accidental Project Manager” is a very functional and easy-to-read book, demystifying project management for people who might feel overwhelmed by their new responsibilities.
Written as a business fable, it effectively translates complex concepts into relatable, everyday language, making the lessons both engaging and memorable.
While some reviewers note that the tone can be overly mentoring, the book undeniably provides everything you need to embark on your project management journey with confidence.
Each chapter is packed with practical tips, insights from the PMBOK® Guide, and additional resources for further exploration.
Moreover, you’ll definitely love the bonus collection of over a dozen ready-to-use templates that make practical application of what you’ve learned quick and simple.
