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Effective Project Management: Traditional, Agile, Extreme by Robert K. Wysocki

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Chapter 12. Extreme Project Management

Clearly no group can as an entity create ideas. Only individuals can do this. A group of individuals may, however, stimulate one another in the creation of ideas.

Estill I. Green, former vice president of Bell Telephone Laboratories

CHAPTER LEARNING OBJECTIVES

After reading this chapter, you will be able to:

  • Know when to use Extreme Project Management (xPM) or Emertxe Project Management (MPx)

  • Use and adapt the Extreme PMLC model

  • Explain the benefits and use of the INSPIRE Extreme PMLC model

  • Anticipate and resolve the potential problems of using an Extreme PMLC model

In this chapter, you will learn at a very detailed level the kinds of projects that lend themselves to Extreme xPM PMLC models. The vast majority of these are research and development (R & D) projects. For projects in Quadrant 3, the goal is a best-guess and usually reflects the proposer's idea of an ideal end state that the project should attain. There are two different project management life cycle (PMLC) models that are discussed in this chapter. I don't intend to be flippant about this, but the first model, xPM, is a Quadrant 3 model for projects that have a goal in search of a solution. The second model, MPx, is a Quadrant 4 model for projects that have a solution in search of a goal. Don't worry — I haven't lost my mind. See Chapter 8 for a refresher on the four quadrants.

What Is Extreme Project Management?

Extreme Project Management (xPM) is the least structured and most creatively ...

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