CHAPTER 13Extreme Complex Project Management Models

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

Based on testimonial data collected from over 10,000 project managers from around the world, over 70 percent of projects are best managed by processes that adapt to continual learning and discovery of the project solution.

When in doubt, leave it out.

—Robert K. Wysocki, Ph.D., President, EII Publications

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

The complex project landscape is populated with three different kinds of project situations. We have covered Agile complex projects in Chapter 12. In this chapter we cover the other two: Extreme complex projects and Emertxe complex projects. 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. 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 ...

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