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Effective Project Management: Traditional, Agile, Extreme, 7th Edition by Robert K. Wysocki

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Chapter 11

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

In this chapter, you learn at a very detailed level the kinds of projects that lend themselves to Extreme xPM PMLC models. Both Extreme and Emertxe projects utilize the same PMLC models but with very different purposes in mind. The major differences are seen in iteration planning and interpretation of the deliverables from each iteration. The vast majority of these projects are research and development (R & D) projects. For projects in the xPM quadrant, the goal is a best-guess and usually reflects the proposer's idea of an ideal end state that the project should attain. Two different project management life cycle (PMLC) models are discussed in this chapter. I don't intend to be flippant about this, but the first model, xPM, is a model appropriate for projects that have a goal in search of a solution. The second model, MPx, is a model for projects that have a solution in search of a goal. Don't worry—I haven't lost my mind. See Chapter ...

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