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eXtreme Project Management: Using Leadership, Principles, and Tools to Deliver Value in the Face of Volatility

ISBN: 978-0-7879-7409-1
560 pages
October 2004, Jossey-Bass
eXtreme Project Management: Using Leadership, Principles, and Tools to Deliver Value in the Face of Volatility  (0787974099) cover image

Description

Today’s new breed, eXtreme projects are different. They feature high speed, high change, high complexity, high risk, and high stress.  While traditional projects follow the classic model of ready, aim, fire, eXtreme project managers succeed by shooting the gun and then redirecting the bullet while not loosing sight of their moving target. eXtreme Project Management provides a practical guide for leaders working under high risk and high pressure while producing the desired bottom-line results.  Based on Doug DeCarlo’s extensive experience in working with more than 250 project teams, his eXtreme project management model is built around an integrated set of principles, values, skills, tools, and practices proven to consistently work under conditions of rapid change and uncertainty. eXtreme project management is based on the premise that you don’t manage the unknown the same way you manage the known.  It’s a people-centric approach to high performance that makes quality of life a fundamental part of the project venture.
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Table of Contents

Foreword
by James P. Lewis xv

Preface: Out of the Darkness xix

Acknowledgments xxix

The Author xxxiii

Introduction: Into the Light 1

How eXtreme Projects Are Different 4

Ready, Fire, Aim 6

How eXtreme Project Management Is Different 7

Changing the Paradigm 9

Part One: The New Reality 13

1 Developing a Quantum Mind-Set for an eXtreme Reality 15

Is There a Method to Your Madness? 17

Linear Lunacy 18

Newtonian Neurosis and the eXtreme Project Manager 19

Self-Diagnostic Tool 21

Do You Walk Your Talk? 24

It’s Jazz, Not Classical Music 24

Toward Peaceful Coexistence 25

Conclusion 26

2 The eXtreme Model for Success 28

Two Keys to Success 28

What Is a Project? A New Definition 30

What Is Project Management? A New Definition 32

What Is an eXtreme Project? 34

What Is eXtreme Project Management? 34

How Is Success Measured on an eXtreme Project? 36

Who Holds a Stake in Success? 37

What Are the Elements of the eXtreme Model for Success? 39

Putting in Place the Skills, Tools, and Environment to Succeed: The 5 Critical Success Factors 43

Part Two: Leadership Skills for an eXtreme World 47

3 Leadership Begins with Self-Mastery 51

The Project-Crazy Organization 52

The Formula for Self-Misery 53

The Formula for Self-Mastery 57

Taking It to a Higher Court 70

4 The eXtreme Project Manager’s Leadership Role 75

The eXtreme Project Manager’s Role 76

Stakeholders: The eXtreme Project Management Context 83

Your Role as Process Leader 89

Nine Reasons That eXtreme Project Managers Fail 97

You Are More Powerful Than You May Realize 99

When Commitment Is Not Obtainable 102

5 Principles, Values, and Interpersonal Skills for Leading 105

The 4 Accelerators: How to Unleash Motivation and Innovation 106

The 10 Shared Values: How to Establish the Trust and Confidence to Succeed 111

The 4 Business Questions: How to Ensure the Customer Receives Value Each Step of the Way 115

Developing Interpersonal Skills for an eXtreme World 117

Principles of Effective Communication 122

How to Negotiate 127

How to Resolve Conflict 138

When All Else Fails 140

6 Leading the eXtreme Team 143

Process Values 144

Characteristics of Teams 146

Establishing the Core Team 147

Creating the Conditions for Successful Teamwork 155

The Keys to Running Productive Meetings 166

Facilitation Skills 170

Decision Making and Problem Solving 174

How to Earn the Right to Lead the Process 179

7 eXtreme Stakeholder Management 185

The Stakeholder Challenge 186

Business Values 188

The Stakeholder Universe 190

Managing Your Stakeholders 195

The Role of the Steering Committee 206

How to Combat the Phantom Approval Virus 207

Managing Change: You’ve Built It, But Will They Come? 208

Business Question 4: Is It Worth It to You? 215

Part Three: The Flexible Project Model 217

8 Visionate: Capturing the Sponsor’s Vision 223

Getting Answers to Business Question 1: Who Needs What and Why? 224

The First Sponsor Meeting 228

Beginning Work on the Project Prospectus 237

The Second Sponsor Meeting 244

9 Visionate: Establishing the Collective Vision 251

Preparing for the Third Sponsor Meeting 252

Go or No Go: The Third Meeting with the Sponsor 260

Getting Ready for the Scoping Meeting 267

Conducting the Scoping Meeting 271

After the Meeting 283

10 Speculate: The Planning Meeting 295

Preparing for the Planning Meeting 297

The Twelve-Step Planning Meeting Process 297

11 Speculate: Postplanning Work 329

Assessing the Project Management Infrastructure 331

Estimating Financial Requirements 332

12 Innovate: Learning by Doing 343

The Underlying Dynamics 344

Time Boxing 347

Applying the SCORE Model 349

The Goal of the Innovation Cycle 360

13 Reevaluate: Deciding the Project’s Future 369

What Reevaluate Is Not 372

The Reevaluate Process 372

14 Disseminate: Harvesting the Payoff 391

What Happened to Business Question 4: Is It Worth It? 394

The Turnover Point 396

The Stabilization Period 397

The Project Review Meeting 397

Benefits Realization 400

Part Four: Managing the Project Environment 411

15 Real-Time Communication 415

What Are the Basic Communications Needs of Stakeholders? 418

What Are the Hallmarks of a Viable Real-Time Communications System? 420

What Specific Real-Time Features Do You Need? 422

Where Do You Find Affordable, Quick-Start Solutions? 424

What Are the Technical Considerations for Planning and Running Virtual Meetings? 428

What Do You Need to Know in Planning and Running Web Conferences? 431

What’s the Big Trap to Watch Out For? 432

16 Agile Organization: A Senior Management Briefing 435

The New Dynamics of Projects 437

How Top Managers Can Undermine Effective Project Management 439

The Role of the Project Sponsor 441

Becoming an Agile Organization: Best and Worst Practices 444

Landing on Common Ground 456

Making the Transition 458

The World Is Only Going to Become More eXtreme 459

Afterword by Robert K. Wysocki 461

eXtreme Tools and Techniques 465

Self-Mastery Tools and Techniques 466

Interpersonal Tools and Techniques 480

Facilitation Skills 487

Project Management Tools 493

References 497

Index 501

 

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Author Information

Doug DeCarlo is principal of the Doug DeCarlo Group. His work has earned him international recognition as a consultant, motivational keynote speaker, trainer, coach, facilitator, and columnist. He often uses percussion instruments in his presentations to illustrate the dynamics of eXtreme projects.

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Reviews

“A wake-up call for the project management establishment.”
--Wayne G. Dix, PMP, AXA Financial

“Inspiration for all of us in the project management profession.”
--Wes Balakian, PMP, chairman and executive advisor, PMI E-Business SIG; and President, TSI

"Not simply a book. It is a mind-expanding experience!"
--Gary R. Heerkens, PMP, CPM, CBM, PE, president, Management Solutions Group, Inc.

“A profoundly thoughtful and useful approach to managing the chaotic projects of our time.”
--Ed Mahler, PMP, president, Project Administration Institute; and president, PMI Westchester, New York, chapter

“A much-awaited alternative to traditional project management.”
--Lauri Koskela, professor, the University of Salford

“Concrete tools for when traditional project management approaches aren't cutting it."
--Victoria Tucker, president, Zero Boundary Inc.

“Doug shows us how to rise above chaos and ambiguity and to achieve results without driving ourselves mad in the process!"
--John J. Turanin, vice president, corporate planning and program management, Aradigm Corporation

“Belongs front and center on our desks where we can use it on a daily basis.”
--William Jacobson, director, project management, Wyeth Research

“A paradigm shift. Universally applicable, beneficial for all projects. Refreshing and delightful.”
--Randall L. Englund, author, Creating an Environment for Successful Projects

“A strong dose of reality and a long-awaited perspective.”
--Jim McDonough, Ph.D., PMP, senior research scientist, Eli Lilly and Company

“Doug DeCarlo adds power and insight to the growing effort to reform project management.”
--Gregory Howell, PE, Lean Project Consulting

“Doug DeCarlo is leading those of us in the IS/IT profession into a new and much-needed arena of speed, yet high-quality systems development.”
--Joan Knutson, PM, Guru Unlimited

“An approach that will greatly increase chances of successfully delivering business value.”
--John Thorp, president, The Thorp Network Inc.; and author, The Information Paradox

“I highly recommend this book to anyone facing challenging projects."
--Zed Day, CIO, University of Kentucky Medical Center

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Instructors Resources
Wiley Instructor Companion Site
Available Materials
by Douglas DeCarlo
978-0-7879-7409-1
October 2004, Hardcover, Jossey-Bass (E-book also available)
http://he-cda.wiley.com/WileyCDA/HigherEdTitle/productCd-0787974099.html
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