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eXtreme Project Management:

Using Leadership, Principles, and Tools to Deliver Value in the Face of Volatility
Front Cover
1 Review
John Wiley & Sons, Oct 1, 2010 - Business & Economics - 560 pages
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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Review: Extreme Project Management: Using Leadership, Principles, and Tools to Deliver Value in the Face of Volatility

User Review  - gramakri - Goodreads

A MUST READ for every Project Manager especially those in charge of software projects ! Read the book summary at http://bookwormsrecos.blogspot.in/201... Read full review

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Selected pages

Contents

A New Breed of Project
More of the Same Doesnt Work
Searching for New Answers
What You Can Expect
Whats Ahead
How eXtreme Projects Are Different
Ready Fire Aim
How eXtreme Project Management Is Different
An Overview of the Flexible Project Model
Who Needs What and Why?
The First Sponsor Meeting
The Project from Heaven Is Born
Beginning Work on the Project Prospectus
Preparing for the Second Meeting
Conducting the Second Sponsor Meeting
Preparing for the Third Sponsor Meeting

Changing the Paradigm
Is There a Method to Your Madness?
Linear Lunacy
Newtonian Neurosis and the eXtreme Project Manager
SelfDiagnostic Tool
Do You Walk Your Talk?
Its Jazz Not Classical Music
Toward Peaceful Coexistence
Conclusion
Two Keys to Success
What Is a Project? A New Definition
What Is Project Management? A New Definition
What Is an eXtreme Project?
What Is eXtreme Project Management?
How Is Success Measured on an eXtreme Project?
What Are the Elements of the eXtreme Model for Success?
The 4 Accelerators
The 5 Critical Success Factors
The ProjectCrazy Organization
The Formula for SelfMisery
The Formula for SelfMastery
The eXtreme Project Managers Role
Think of Your Project as a Flower Garden
The eXtreme Project Management Context
Your Role as Process Leader
Nine Reasons That eXtreme Project Managers Fail
You Are More Powerful Than You May Realize
When Commitment Is Not Obtainable
How to Unleash Motivation and Innovation
How to Establish the Trust and Confidence to Succeed
How to Ensure the Customer Receives Value Each Step of the Way
Developing Interpersonal Skills for an eXtreme World
Principles of Effective Communication
How to Negotiate
How to Resolve Conflict
When All Else Fails
Process Values
Characteristics of Teams
Establishing the Core Team
Creating the Conditions for Successful Teamwork
The Keys to Running Productive Meetings
Facilitation Skills
Decision Making and Problem Solving
How to Earn the Right to Lead the Process
The Stakeholder Challenge
Business Values
Managing Relationships
Managing Your Stakeholders
The Role of the Steering Committee
How to Combat the Phantom Approval Virus
Youve Built It But Will They Come?
Is It Worth It to You?
The Parallel Universe Example
The Third Meeting with the Sponsor
Getting Ready for the Scoping Meeting
Conducting the Scoping Meeting
After the Meeting
Preparing for the Planning Meeting
The TwelveStep Planning Meeting Process
Assessing the Project Management Infrastructure
Estimating Financial Requirements
The Underlying Dynamics
Time Boxing
Applying the SCORE Model
The Goal of the Innovation Cycle
What Reevaluate Is Not
Is It Worth It?
The Turnover Point
The Stabilization Period
The Project Review Meeting
Benefits Realization
What Are the Basic Communications Needs of Stakeholders?
What Are the Hallmarks of a Viable RealTime Communications System?
What Specific RealTime Features Do You Need?
Where Do You Find Affordable QuickStart Solutions?
What Are the Technical Considerations for Planning and Running Virtual Meetings?
What Do You Need to Know in Planning and Running Web Conferences?
Whats the Big Trap to Watch Out For?
The New Dynamics of Projects
How Top Managers Can Undermine Effective Project Management
The Role of the Project Sponsor
Best and Worst Practices
Landing on Common Ground
Making the Transition
The World Is Only Going to Become More eXtreme
SelfMastery Tools and Techniques
Interpersonal Tools and Techniques
Facilitation Skills
Project Management Tools
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Other editions - View all

eXtreme Project Management: Using Leadership, Principles, and Tools to ...
eXtreme Project Management: Using Leadership, Principles, and Tools to ...
Douglas DeCarlo
Limited preview - 2010
EXtreme Project Management: Using Leadership, Principles, and Tools to ...
EXtreme Project Management: Using Leadership, Principles, and Tools to ...
Douglas DeCarlo,James P. Lewis
No preview available - 2004
eXtreme Project Management: Using Leadership, Principles, and Tools to ...
eXtreme Project Management: Using Leadership, Principles, and Tools to ...
Douglas DeCarlo
No preview available - 2004
View all »

Common terms and phrases

ability Accelerators Agile Organization Benefits Map budget business benefits Business Question business value Chapter commitment core team Critical Success Factor crucial stakeholders Cutter Consortium decision Dirk drachmas emotional intelligence emotions energy field ensure environment estimate eXtreme project management facilitator feelings Flexible Project Model flip chart idea impact Innovate cycle interactions Jim Highsmith keep leadership look malicious compliance means mental model must-meet negotiation Newtonian Noah options organization’s organizational person planning meeting practice problem project deliverable Project Management Model Project Prospectus project skinny project sponsor project team project’s quantum mind-set Rananda reality realization Reevaluate requirements risk role schedule scoping meeting Self-Mastery Shared Values skills Speculate cycle sticky notes subteams succeed team members technical things today’s traditional project management uncertainty vaccine virtual team waterfall model what’s Win Conditions X-Virus

About the author (2010)

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.

Bibliographic information

QR code for eXtreme Project Management
TitleeXtreme Project Management: Using Leadership, Principles, and Tools to Deliver Value in the Face of Volatility
AuthorDouglas DeCarlo
PublisherJohn Wiley & Sons, 2010
ISBN0470573678, 9780470573679
Length560 pages
Subjects › 

Business & Economics / Management
  
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