Free Book on Project Fun

March 30, 2020


“Book Giveaway: The Project Manager Who Smiled: The Value of Fun in Projects ($17 Value)” on Project Manager News @projectmanagernews

Free Webinar: Dark Days need a Smile

March 23, 2020

The Value of Project Fun with Peter Taylor

Dark days need a smile – so if you have a project community that you think will enjoy some laughs and smiles, and learn the value of fun in project delivery then contact me today to book your free webinar


What is the offer:

  • A 30-minute webinar plus 15-minute Q&A (plus 15 minutes pre-call set up) so 60 minutes in total
  • Subject is ‘The Project Manager Who Smiled’ – The value of fun in a project (only topic offered)

When is the offer:

  • Offer is only valid for the next 9 days – webinar must be scheduled and delivered before end of 31st March – so you’ve gotta move fast
  • Webinar can be anytime over next 9 days (including weekends) between 8am and 8pm UK time

Who can apply:

  • Teams only (PMO teams, PM communities, Chapters, any such group of PMs with a common interest)
  • There will be no be open to the public webinars (sorry)

How will it work:

  • Webinar must be arranged, promoted and hosted by organisation
  • I also offer a free eBook for all attendees – ‘The Project Manager who Smiled’
  • Offer is limited to my capacity – first come (booked/organised) first served basis
  • You can record and share

How to secure your webinar:


Peter Taylor (The Lazy Project Manager)

Remote Working in these difficult times (tips)

March 17, 2020

Obviously we are in very difficult and worrying times

Crisis Remote Working

As a remote worker (predominantly) for many years now, I have been working with my clients to switch to a completely virtual way and, mostly, this has been achieved

But what tips does the global business community have for members facing what might be a very new world for them?

Here’s one from me to kick things off:

  • Start early – Typically your daily morning commute (with coffee on the move more than likely) will help you wake up and be ready to get stuck in to all that work waiting for you each day, but at home the short distance commute ‘Pillow to PC’ can be much more challenging…

What tips do you have to share? Let’s help each other …

Originally posted in



#ThePMTribe – the virtual global project, people, process, program, portfolio, PMO community – come and check us out

Come and join your Tribe at #ThePMTribe

March 2, 2020

So, what is #ThePMTribe?


It is a collaborative community with six of the brightest minds in Project Management leading discussions and sharing ideas to help you solve your challenges, increase your influence and accelerate your career!

Who are the Faculty?


  • Alana M. Hill – Alana has had a colorful career in project and program management spanning more than two decades, several functions and multiple continents. Alana is an energy industry veteran with an engineering and IT background, which she has leveraged to help develop talent in organizations worldwide. She is a passionate keynote speaker, author, and consultant known for her dynamic and engaging presence. Her latest book What’s Your Catalyst? The Power of Managed Change guides professionals in their personal and career growth while encouraging contributions in their organizations and the world at large.
  • Colin D. Ellis – Colin started his career as a project manager in 1997 and worked his way up through program manager and PMO manager to eventually head up large project departments in the private sector and government in the UK, New Zealand and Australia. He now works with individuals and organisations around the world to help them transform the way they deliver, and he does that through writing books (The Project Book being his latest release), keynote speaking and facilitating programs.
  • Elizabeth Harrin – Elizabeth started managing projects in 2000 and has worked in financial services and healthcare, in the UK and France. She is a Fellow of the APM in the UK. She’s the author of the PMI bestselling book, Collaboration Tools for Project Managers (and a bunch of other books). She now works with individuals as a mentor and trainer to help them turn what they learned to pass their PM certifications into workable strategies for real world, busy teams.
  • John G. Stenbeck – John is a three-time Amazon #1 Best Selling Author whose books have achieved over $3 million in sales. His books include the Agile Almanac trilogy and, most recently, Enterprise Agility in Healthcare. John is a PMP, Certified Disciplined Agile Instructor (CDAI), PMI-ACP, Certified Scrum Professional and Certified Scrum Master. His goal is to achieve maximum knowledge transfer by giving you useful, powerful information in an easily accessible format so you can deliver useful solutions.
  • Rick A. Morris, PMP – Rick has written 4 bestselling books (Project Management That Works!, Stop Playing Games!, The Everything Project Management Book, and No Day But Today).  He has been an internationally known speaker known as the Evangelist for Project Management.  He currently consults with Fortune 100 companies and is an Executive Director and part of the President’s Advisory Committee of The John Maxwell Team.
  • And of course, myself, Peter Taylor – Well, you know me, as the author of the number 1 bestselling project management book ‘The Lazy Project Manager’, along with many other books on Project Management, PMO design and leadership, Executive Sponsorship, Transformation, and Speaking Skills.  And I have had the pleasure of delivering over 370 lectures around the world in over 25 countries and work today helping organisations become ‘business agile’ through speaking, training, coaching and consultancy.

What’s in it for me?

#ThePMTribe is a collaborative community focused on helping you increase your influence by giving you access to amazing coaching and mentoring! The 6 faculty will freely share their expertise and experience in defined specialties (i.e., lanes) during facilitated conference call discussions. Each faculty member will host a weekly call – so you will have access to 6 calls per week – where the faculty member will offer a short “teaching” on the topic and then get directly to answering your questions and coaching you with ideas to handle your challenges. They will be your “thinking partner.”

The calls will be recorded and archived on our Members Only website in case you miss them. The archive will be your “library of exclusive content” from our faculty-experts, that you can search and use to help with any problem… any time! We want to handle the hardest issues and thorniest problems as your trusted advisors.  Not fluffy dialogue or high-level concepts.  We want you to be able to get solid answers to real issues occurring in your workplace and then deliver powerful solutions that increase your influence! We want to see you be successful and get promoted!!

While we are not creating PDU opportunities just to obtain PDUs, there will be PDUs offered.

What do I do?

Simple. Head over to

Why Productivity in Project Businesses is Flatlining?

February 25, 2020

The following article is the part two in a series of four on ‘Project Business’ and is authored by Daniel Bévort – part one certainly seemed to draw some interest and some comment so please, like, share and comment on this one as well.


Project Business is a significant portion of all companies. Approximately 20 to 25 percent of all businesses are Project Businesses, companies that provide products and/or services for their customers through projects. Unfortunately, failure to identify as a Project Business and the lack of Project Business thinking can lead to many problems that impact business performance, productivity and ultimately, profitability.

Once you look at the fundamentals and recognize your business as a Project Business, you can start to see:

·      Why your business isn’t running as well as it could

·      Where the problems are

·      What you need to do to solve them

By structuring your Project Business processes you will be able to analyze what systems need to change and what solutions are possible.

Let’s take a step back and discuss why Project Businesses are not optimized for success. Why do they suffer from low productivity?

Compared to other industries, where productivity has steadily increased, productivity in Project Businesses has remained stagnant and even declined.

If we look at this McKinsey & Company study, one of the main reasons stems from poor project management and the lack of technological innovation and adoption. The inability to utilize technology to improve processes and information flow is a major reason why Project Business lags in productivity. More specifically, why they are often faced with budget overruns and project delays.

Let’s dive a little deeper into the specifics:

Poor organization: Project Businesses tend to have separate systems and sets of data for different stages or parts of their projects. This disjointed structure not only causes delays, but also hinders insight. In addition, most Project Businesses lack standardization and integration. Processes aren’t uniform, and they often rely on individuals who take extreme liberties with them. As a result, it’s difficult to control the business functions and create standard metrics to measure performance.

Inadequate communication: When managing projects, establishing the right communication strategies ensures that all stakeholders are on the same page. Scheduling, timekeeping, resource management, accounting, budgeting, can all be managed in separate systems. It’s important to create the right sequence of processes and proper networks across the organization so everyone who needs to be informed has access to the data at any point during a project’s life cycle. Inconsistences in reporting mean that stakeholders don’t have a common understanding of how the project is doing in real time.

Flawed performance management: Oftentimes, Project Businesses run their business units and projects as independent entities, without consistency across the portfolio and company. This leads to the “silo effect.” Project Businesses that don’t standardize their operations and project reporting across the company aren’t able to manage their risks as well as they could. In addition, they cannot apply the best practices discovered from one project to the next. Let’s face it, if you can’t measure performance, you can’t improve it. The key to operational excellence is scalable and predictable business processes.

Missed connections: There are different levels of planning, from high-end preparation to day-by-day programs. Schedulers need to know if the daily work isn’t done so they can update the priorities in real time. However, they often don’t have this information. Today’s real-time economy demands visibility into what’s going on inside your company. Failure to integrate all project functions into one system leads to organizational inefficiencies, delays, budget overruns and poor performance.

Insufficient risk management: Although Project Businesses pay considerable attention to long-term risks that they identify at the beginning of a project, they tend not to give the same attention to the kinds of risks that might crop up during the project in real time. In order to manage milestones and deadlines to ensure the successful delivery of projects, it’s important to be aware early on when project plans slide. A lack of real-time insight into your operations will result in increased risk and ultimately, decreased profitability.

The Way Forward

When you recognize that the bulk of what you do is projects and you are a Project Business, you develop a new way of thinking and the ability to recognize new solutions. Project Businesses need to operate with similar transparency and control as traditional industries. As projects get bigger in size and complexity, it’s critical to implement a Project Business structure that improves the chances of success of those projects.

The next blog will cover three key steps Project Businesses need to implement in order to improve productivity, better manage projects and lessen the chances of budget overruns.

Peter: This is also something my friend Oliver F. Lehmann would acknowledge and support through his Project Business Foundation as do I , having worked in the world of ‘Project Business’ for most of my working life.

Daniel Bévort: Founder & CEO

Prior to founding ADEACA, Daniel was a principal architect of Axapta at Damgaard Data, which was acquired by Microsoft in 2002 for $1.6B and became Microsoft’s ERP offering, now called Dynamics 365 Finance & Operations. Daniel recognized that every traditional industry has systems to integrate and control all their business processes, but that is not the case for project-based industries. ADEACA was founded to accomplish that same vision for these neglected industries and find a way to run project business with real-time information and much better control.

Why Identifying as a Project Business is Critical For Success

February 18, 2020

The following article is the first of four in a series on ‘Project Business’ and is authored by Daniel Bévort

I have long commented on, and grumbled about if I am honest, that most project conversations talk about internal projects and not external, client facing, business oriented projects – both of which are important but with the latter representing most of my personal career experience.

As such I am delighted to share these articles with you.


How would you categorize construction, architecture and engineering companies? If you think about it, the construction, architecture and engineering part of it is just about the type of projects they do. Essentially, these companies are Project Businesses, companies that provide products or services for their customers through projects.

Project Business is an industry just like Retail and Manufacturing because projects are their primary business function. For example, if we think of a Retail Business, it’s about reselling goods to consumers. It doesn’t matter what goods you sell. Whatever it is, if you sell it to consumers, you are a Retail Business. The same goes for a Manufacturing Business. It doesn’t matter what products you make, if you manufacture it, you are a Manufacturing Business.

Project Business is the same. Whatever the product or service is, if you are running and delivering projects to your customers, you are a Project Business.

Project Management as a Central Component of a Project Business

Oftentimes, people think managing a project and managing a project business are interchangeable. They’re not. Project Management is something that a business does, regardless of the type of business it is. Project Management applies knowledge, skills, tools and techniques to complete projects and is a central component of a Project Business. Since projects are temporary, managing a project is also temporary. On the other hand, Project Business is enduring and as such, managing a Project Business is an enduring activity.

Characteristics of Project Businesses

Although we can compare Project Business to traditional industries like Retail, Distribution or Manufacturing, there are several major characteristics unique to Project Business. Unlike traditional industries:

·       Projects are Temporary and Unique to Each Customer

Retail, Distribution and Manufacturing companies produce or sell the same goods repeatedly. This allows these companies to take advantage of standardized processes and KPIs, automation, and economies of scale more easily than Project Businesses. As a result, these traditional businesses are more predictable and can replicate procedures and processes easier than Project Businesses.

·       Project Business Processes Can Differ Depending on Who Is Doing Them

In traditional industries, processes and data are standardized no matter who is doing the work. In a Project Business, it all depends on who is executing the task. With the amount of detail included in a specific project plan, processes can differ between different project managers who have different preferences. Even the data that is considered important and used to make critical business decisions can be different across the company. This makes Project Business more complex than traditional businesses. Since project business processes aren’t uniform, it’s difficult to manage the business functions and establish standard metrics to measure performance.

With all that in mind, it’s no surprise we’ve seen productivity in traditional sectors continue to grow while it has remained stagnant in Project Businesses. This increase in productivity has largely been attributed to technology. It’s a lot easier to apply technology to standardized processes and data in order to automate and increase production. However, it’s not so easy with Project Businesses that have unique products and non-standard business practices.

Identifying as a Project Business is Key to Growth & Success

In order to improve productivity and optimize your business for success, it’s important to first identify as a Project Business. Once you do that, it’s easier to see how you can improve, structure your project business processes, and identify what systems and solutions are possible.

Project Businesses need to govern their business activities in the same way traditional industries have. More specifically, they need to be able to control their business processes to optimize business performance. Let’s look at the core activities for a project business.

Project Businesses engage in the following activities:

·       Project Management & Operations– Scheduling, resource management, change control, risk & issue management, time and expense

·       Project Financials & Accounting– Costing & estimating, budgeting, cost control, EAC/BAC, cash flow management

·       Project Analytics– Earned value analysis & management, forecasting, KPIs, profitability

·       General– Project-owner collaboration, portfolio/program management, HR management, sales, customer service, business intelligence and financials

When your business depends on the successful delivery of projects to your customers, it’s critical to be on point. Recognizing your company as a Project Business is the first step to setting the foundation for expansion, growth and profitability. Failing to identify as a Project Business will lead to challenges in business productivity and performance. The next blog in our four-part Project Business series will take a deep dive into why productivity is failing Project Businesses and what is the solution.

Peter: This is also something my friend Oliver F. Lehmann would acknowledge and support through his Project Business Foundation

Daniel Bévort: Founder & CEO

Prior to founding ADEACA, Daniel was a principal architect of Axapta at Damgaard Data, which was acquired by Microsoft in 2002 for $1.6B and became Microsoft’s ERP offering, now called Dynamics 365 Finance & Operations. Daniel recognized that every traditional industry has systems to integrate and control all their business processes, but that is not the case for project-based industries. ADEACA was founded to accomplish that same vision for these neglected industries and find a way to run project business with real-time information and much better control.

From ‘Lazy’ to ‘Agile’ Project Management

February 10, 2020

This one day workshop is being delivered in Geneva on 27th February, a few places left only – see link above


Or talk to Peter Taylor about delivering it for your project team


At the conclusion of this full-day interactive classroom training, you will be able to:

  • Understand the ‘backbone’ of smart/agile working whilst managing projects
  • Identify ways to apply the concept of working smarter, not harder
  • Apply personal efforts where it matters most on a project
  • Work with team members in a more productive way
  • Be effectively ‘Agile’
  • Communicate more effectively with the entire project team

Event description

The ‘Lazy’ project management way is all about ‘working smarter and not harder’ and this aligns perfectly with the ‘Agile’ way of project management:

  • Customer Satisfaction – this is simply about the true fulfilment of customer needs and demands, achieved through the continuous and on-time delivery
  • Changing Requirements – we all know project requirements change and in order to accommodate these ad hoc changes we need to get iterative
  • Frequent Delivery – there is a greater preference given to timescales that span a shorter period of time but align to deliver the full project
  • A measure of Progress – output should be focused on fastest time to value and minimum viable outcome
  • Development – encourage working in short productive burst rather than a prolonged and seemingly never-ending journey
  • Close Co-operation – management and the executives, specialist need to work cordially to make an impact on the project on a daily basis
  • Motivated Individuals – providing the environment needed to thrive in a collaborative way

This workshop will focus on these key areas and explore the project lifecycle to see where the ‘Lazy’, the ‘Smart’ and the ‘Agile’ can be effectively exploited.

Who should attend:

  • Project Managers
  • Senior PM practitioners
  • Project Administrators
  • PMO staff
  • Team members

Take me to your Leader

January 30, 2020

Make an introduction to your Head of Projects, Services Lead, PMO Manager, CIO or anyone overseeing your project community and I’ll send a free copy of my new book to you and your manager/director/VP



Coming to Switzerland

January 7, 2020


I’m heading to Switzerland on 26th and 27th February for a series of presentations/workshops – details to follow – but if you are interested in an in-house session for your company around those dates then just let me know.

See for my offerings – let’s talk today

An experienced Change and Transformation Specialist who has operated at a global scale within many industries, for organisations ranging from small to enterprise.

Peter is the author of the number 1 bestselling project management book ‘The Lazy Project Manager’, along with many other books on Project Management, PMO development, Executive Sponsorship, Transformation Leadership, and Speaking Skills.

He has delivered over 350 lectures around the world in over 25 countries and has been described as ‘perhaps the most entertaining and inspiring speaker in the project management world today’.

Key strengths include: Embedding robust governance to ensure successful delivery of £multi-million change programmes and working with stakeholders throughout the project life-cycle to ensure delivery of tangible business benefits; as well as introducing best practice processes aligned with an organisation’s culture and maturity. Working across multiple industries including Manufacturing, Health, Pharmaceuticals, FMCG, Aerospace, HR, Public Sector, Education and Finance. Deep understanding of the project economy world and internal/external stakeholder interaction. PMO design, build and re-engineering expert. Strong communication skills and the ability to engage effectively at all levels within an organisation, shop-floor to board level.

New Presentations for 2020

January 3, 2020

It has been 10 years since The Lazy Project Manager was published and I have had the pleasure of presenting on this topic in 25 countries so far, but now, at the start of a new year, 2020 no less, I have decided that this will be the last year that I deliver ‘The Lazy Project Manager’ keynote.

So you only have 12 months to book me if you haven’t heard this one before, or you want to hear it again.

You can see below the presentation outline.

But, of course, this means that there is room for some new material as well and I am delighted to share three new presentations/keynotes that I will be presenting in 2020 (and beyond).

Firstly, Project Management: It’s all Bollocks! (Based on a new book for 2020)

Welcome to Project Management: It’s All Bollocks! where we will all pick over the sadly inadequate body of knowledge that is project management today, and generally challenge just about everything, eliminating that which you don’t need to bother to learn about, or should already know, leaving you only with the parts that will give you the results you want.

The project management profession continues to grow and mature, but is at risk of excluding those who don’t fit the mould. There is a mystique out there that only certificated project managers can be project managers. This is nonsense. The project management skill set is accessible to anyone, and how you choose to access it and put it to use should remain the decision of the individual. There shouldn’t be a right or wrong choice. This book is targeted at those ‘projects as usual project managers’ who will drive most of the change inside organisations tomorrow and beyond, and who really need help to do that.

Here we offer up a selection of seven cracking ideas, that when applied to a project environment will ultimately result in you being a good manager of projects in this modern world of business complexity.

And then, Business Agile: A Roadmap for Transforming your Management and adapting to the VUCA Environment

Business agile is an approach that gives the right business flexibility and fast decision-making in a volatile environment, providing a great capacity for innovation, adaptation and change. Businesses everywhere are trying to “get business agile”—but it’s not easy to adapt to becoming this adaptive. How can conventional organisations succeed in this transformation?

In this presentation, we will walk through the change process step by step, and look at a tried and tested transformation roadmap: benefits are outlined, solutions to common challenges offered, and tried and tested methods and tools provided. It will be a guide towards a decentralised and management style that offers more successful decision making through collaboration.

By reducing processes, adjusting the governance and believing in “the power of the people” to deliver simple success in a time of complex demand, all will help any business leader guide their management team and change agents get productively business agile.

And finally, Lessons Learned from my Travels: Change Management learned in the air, in the car and by rail over a ten year period

With ten years, 25 countries and over 350 presentations to my credit, I have experienced the good, the bad, and the damn right ugly of travel but, once the pain is a distant memory, there are some amazing lessons that can be learned.

From 40 minutes to board in Germany, to snow in London, from biscuits in Ireland, to coffee on the ceiling in the USA, and many more, this is a fun, amusing, ‘thank god it never happened to me’ roller coaster of a presentation with some real lessons on change delivery at the heart of each true story.

Buckle up and join me!

And let’s not forget that golden oldie

‘Progress isn’t made by early risers. It’s made by lazy men trying to find easier ways to do something’

Learn about the art of productive laziness with The Lazy Project Manager; understanding what is meant by the ‘productive lazy’ approach to Projects (and life) and learn how to apply these lessons ‘to be twice as productive and still leave the office early’.

The session will cover the definition of productive laziness, the science behind the theory (yes there really is some), and will share some personal learning experiences that led to the creation of ‘The Lazy Project Manager’. In addition, the audience will consider the three key project stages, one of which the ‘lazy’ project manager works very hard in and the second they should be in the comfortable position of enjoying the ‘comfy chair’ safe in the knowledge that the project is well under control and the final where often some critical work is missed.

Project Management: It’s all Bollocks! The complete exposure of the world of, and the value of, project management is a new book by Susie Palmer-Trew and Peter Taylor and is available now