Customer Reviews

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

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3 star:		(1)
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1 star:		(1)

 

 

What DeCarlo describes is not in any way an extreme project management approach but a common sense process of dealing with the insanity of the expectations for many contemporary projects. DeCarlo has great insight and sound advice on how people and processes must adapt to the business and technical requirements of modern projects.

Unfortunately, he overly chides and unceremoniously puts down the traditional "Newtonians" and their traditional planning and change aversion but somewhat begrudgingly recognizes their proper place in the long history and wide spectrum of projects, i.e., "you don't use eXtreme project management to shutdown a nuclear power plant for maintenance."

I think DeCarlo could have make his points without some of the denigrating remarks about traditional project management and managers, particularly, PMPs. He is certainly not unique with this tact among other non-traditional project management authors in the agile software development camp. Leading both traditional and extreme projects and even some which have both concurrent elements, I have found projects dictate their own approach as DeCarlo suggests in the final chapter.

His section on leadership and self-mastery is the keystone and guiding light of the book, a book which DeCarlo confesses is not about project management but about making a difference in an eXtreme world. This section alone is worth the price of the book. This book is really about leading people not managing projects.

One disappointment is DeCarlo's simplified two step prescription for the organizational transition from the traditional to the eXtreme process. He seems to abandon his own protocol on how to plan and execute the transition which should be the first eXtreme project to be undertaken. He seems to take the "Nike" approach to "just do it" by just adopting the Flexible Project Model and applying JIT project management to a few real projects. I have never worked in an organization, traditional or extreme, where it is this simple to implement fundamental changes without getting the buy-in that DeCarlo emphasizes throughout his book. Perhaps, in the next edition, DeCarlo will expand this section and give us some additional insights of how to make the organizational transition using the eXtreme project management approach.

Overall, DeCarlo has written a witty, insightful and common sense approach to eXtreme projects that just may work if you achieve self mastery, demonstrate courage and convince stakeholders to go along. It should be required reading for all students and practioneers of project management and others who are charged with constructively changing themselves and eventually the world.

If you work on projects in the real world, you probably know that most have aggressive schedules, fuzzy and changing requirements, inadequate resources and stressed out teams. For many such projects, conventional project management techniques are inadequate and miss the point.

eXtreme Project Management provides a sorely needed framework to deal with and conquer the project workplace as it really is, not as we might wish it to be. While the book may challenge conventional thinking, its principles and tools are common-sense and flow naturally. This book is an innovative breath of fresh air in the demanding world of project management.

One metaphor from the book strikes me as representative of its significant value. Conventional projects lend themselves to conventional management techniques, as classical music lends itself to a specific score and direction by a conductor. However, most workplace projects are more like jazz pieces performed by ensembles that improvise on a theme, and perhaps even change themes many times in a song. The big problem in the project workplace is that conventional project management tries to force these jazz pieces into a written score that is driven by the conductor. In the middle of the performance, the customer, the marketplace and the technology have all changed into different keys, melodies and tempos and left the orchestra in a state of chaos. It is better to learn to perform, to embrace and to enjoy the jazz project from the start - eXtreme Project Management is the guide to do just that!

Doug DeCarlo's book provides the mindset as well as the principles and toolkit needed for success and sanity in the often crazy world of projects. As someone who has managed technical projects for over 25 years, I have experienced that DeCarlo's approach really works when conventional techniques fail.

This book is different from the many books on my bookshelf around the topic of project management. I found this book to be interesting reading, in contrast to the same-old-stuff in most other books, much of which does not really work.

I consult in the area of project management, and my interest is in things that work and are actually useful in the business world. Doug DeCarlo bases his project management model on the dynamics of what motivates people rather than on the mechanics of traditional bricks and mortar project management. Most of us who have managed significant projects inevitably come to realize it is all about people (thus in this regard I disagree with Thomas Connell's view in a prior review), and the author acknowledges that by the breadth his book covers in this regard.

I find this book to add value in the field of project management. At first read I found many things that are immediately useful. In my view, this book is useful both to pick up "tips", as well as for the "infrastructure" it lays out. It's got actionable information in it for beginners through seasoned, professional project managers. I have to go back and read it again. In the meantime, I plan to use it as a reference tool.

eXtreme Project Management has been extremely helpful to me as a functional (rather than titled) project manager. Though the book as a whole provides a wealth of material that is worth reading straight through, desperate PMs like myself can get immediate coaching on coping with fast-paced, no-failure-allowed projects in several small doses throughout. Chapter 2, The eXtreme Model for Success, coaches the reader through the necessary change in mindset for PMs heading up projects that demand measurable success on short deadlines, and managing the inevitable crazy requirements changes. Chapter 8's Flexible Project Model is an invaluable resource for making sure all the bases are covered, and would make an excellent candidate for a blow-up wall poster. Case studies throughout illustrate Doug's principles of project management in action.

In extreme project management, "Failure is not an option. Speed, innovation, and profitability count. Bureaucracy is to be avoided. Quality of life is important." eXtreme Project Management addresses all of those needs, always focused on the ultimate goal of getting it all done and making the customer happy.

This isn't your father's project management. Then again, these aren't your father's projects.

Extreme projects are characterized by two or more of the following: high stakes; tight deadlines; innovation is primary; success measured only in bottom-line results; bureaucracy not tolerated; and quality of life is important. The book presents a holistic framework based on: 4 "Accelerators" (principles for unleashing motivation); ten shared values for building trust and confidence; four business questions that ensure customers receive value early and often; and five success factors. The four parts of the book focus on: the new realities of today and the mindset these demand; critical leadership skills; the flexible project model for extreme projects; and practical guidance on managing the project environment. The last 30 pages present a collection of self-mastery, interpersonal, facilitation, and project management tools and techniques. A solid resource with a lot of informative substance.

Doug DeCarlo is a fascinating person and a delightful speaker. To the great benefit of readers everywhere, his essence is now captured in print. We are treated to "totoolitarianism" and project management by eye contact instead of icon-tact . Overcoming "Newtonian neurosis," we learn that "Reality Rules" and in the absence of knowing your purpose, trivia prevails. The way to cope with high [speed, change, complexity, risk, stress] projects is to employ eXtreme project management. "The eXtreme project manager is riding a horse in the middle of a stampede." DeCarlo helps managers succeed by explaining how to shoot the gun and then redirect the bullet while not losing sight of the moving target. In an early chapter on leadership, he says "unless you choose Self-Mastery, you are choosing self-misery....there are no victims, just volunteers." These expressions appear throughout the book, causing many chuckles and nodding of the head in violent agreement.

DeCarlo has written the definitive reference book on eXtreme project management. He covers the 4 accelerators, 10 shared values, 4 business questions, and 5 critical success factors-perhaps a bit much to remember in your elevator pitch but something to refer back to. Personal examples illustrate their application. A colleague stated that DeCarlo "may not go to Project Management Institute heaven" for his attacks on traditional project management. Instead he created a Parallel Universe in an on-going narrative across a number of chapters where characters apply the principles he identifies. He is not interested in "a group exercise in fiction writing" although DeCarlo is very creative himself. His goal is to light the candle so we avoid cursing the darkness.

My only caution in reading this book is to give yourself plenty of time-it is rather lengthy at about 500 pages. You will get the construct, tools, memorable expressions, and examples that cover the topic in detail.

During my 20+ years of experience as a project manager for a major US corporation, I found myself struggling to make structured project process charts work. There had to be a better way of coming at this thing called project management, I used to think.

In the past 5+ years as a PM consultant, I have trying to push the entire PM discipline in the direction business. This has to happen eventually.

Doug Decarlo does an outstanding job of dealing with both of these important issues. He outlines a flexible, yet very practical approach for leading projects -- while keeping in focus the business perspective that I believe is so necessary.

This book is written for those who wish to expand the PM discipline as well as themselves. Anyone who reads Doug's book and doesn't "get it" should probably move to another profession. They are ill-equipped to meet the future of PM that Doug so deftly portays.

Doug DeCarlo has captured unique insights to produce an excellent book on leadership and project management. By advocating a beginning with self-mastery, he sets the tone for this people-focused book.

Project managers can use XPM's "quantum" mind-set, accelerators, business questions, shared values and critical success factors to manage volatile projects with high uncertainty and change.

In sum, a good addition to any project manager's bookshelf.

This excellent book dramatically advances the start-of-the-art in agile project management. It goes well beyond any other book on the subject, covering such new ground as how to work with stakeholders, how to assess whether projects are worth doing, how to create a useful plan, and how to work with senior management.

Unlike many agile books, this book is not specifically about software development. It is applicable to any product development effort. I'm a software professional, but everything in the book was relevant and interesting to me. Regardless of what type of product development you are doing, I recommend this book very highly.

This is not a book you'll read and file away. It will become a standard reference for years to come.

Rarely in my 25-year project career has a book hit so close to my and my clients' workplace. If change is the only constant on your projects then you need to, as the authors says, "make change your friend" and read this book. It is new, innovating, and a refreshing way to look at how successful projects are delivered. It is packed with knowledge, easy to read, and full of tips you can take away and apply immediately. His 4 accelerators, 10 shared values, 4 business questions, and 5 critical success factors provide an excellent model for delivering projects in today's businesses environment.