LIAP #09: WRITING A BOOK IS A PROJECT



It all began in December 1976 when I joined JKR Pasir Mas, Kelantan as a young engineer. At just 24 years old, with only six months of working experience, I was suddenly entrusted with managing nearly fifty school construction projects under the Ministry of Education. These projects spanned across Tumpat, Pasir Mas, and Tanah Merah, making it a formidable challenge for someone so new to the field.


With no formal project management training at the time, I found myself in the role of what I now call an “Accidental Project Manager.” Fortunately, I had the support of several Technical Assistants (TAs) who helped oversee various stages of project planning and construction. Together, we navigated the complexities of execution, often learning through hands-on experience and problem-solving in real-time.


After more than a quarter-century in construction and business project management, I transitioned into project management consulting and training, guiding both seasoned professionals and newcomers in the field. This career shift was influenced by my active involvement in the Project Management Institute (PMI) Malaysia Chapter, where I served as Director of Public Relations. During my time with PMI, I observed a common trend: many Malaysian project managers became project managers by default—either due to their government positions or business roles—without structured knowledge or exposure to best practices.


Unlike trained project managers, these professionals often muddled through their projects, relying on trial and error rather than following proven methodologies. (Yes, pun intended!) This lack of structured project management knowledge led to inefficiencies, cost overruns, and missed deadlines—challenges that could have been avoided with the right frameworks in place.


Recognizing this gap, I decided to write this book, drawing from my personal experiences and integrating them with the structured principles found in the PMBOK (Project Management Body of Knowledge). My goal is to share both tacit knowledge and practical insights, weaving together real-world project stories with best practices in a way that is both educational and relatable.


This book is structured as a collection of personal stories, allowing readers to not only learn about managing projects but also reflect on managing their own lives as projects. Because, after all, isn’t life itself the most important project we’ll ever manage?

Below is the process I follow to make this book:

Writing a book is a project because it has a clear goal, defined scope, structured process, and a final deliverable—just like any other project. Here’s why:

1. Clear Objective

Every book has a purpose, whether it’s to inform, entertain, inspire, or document personal experiences (like your memoir Now and Then). The goal shapes the writing process, just as project objectives define the direction of a business or creative endeavor.

2. Defined Scope

A book has boundaries—word count, themes, target audience, and structure. Without a defined scope, the project risks expanding indefinitely (scope creep).

3. Step-by-Step Process

Like any project, writing a book follows a series of phases:

  • Initiation – Idea development, defining themes, and setting goals.

   •   Planning – Outlining chapters, research, and scheduling writing sessions.

  •   Execution – Writing drafts, refining ideas, and developing the narrative.

   •   Monitoring & Controlling – Editing, revising, and ensuring coherence.

   •   Closure – Finalizing, formatting, publishing, and marketing.

4. Timeframe & Milestones

A book isn’t written overnight. Breaking it into smaller milestones—such as completing a chapter per week—keeps the project on track, just like managing deadlines in professional projects.

5. Resources & Constraints

Writing requires time, tools, and sometimes external help (editors, proofreaders, or designers). Managing these resources effectively ensures successful project completion.

6. Deliverable & Success Criteria

The final product—a published book—is the deliverable. Success is measured by factors like quality, reader engagement, and personal satisfaction (or sales, if it’s commercial).

In essence, writing a book requires vision, planning, execution, and discipline—hallmarks of good project management.

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