Summary of eXtreme Project Management
Copyright © 2004 Jossey-Bass, an imprint of John Wiley & Sons
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The choice between “traditional project management” (TPM) and “eXtreme project management” isn’t an option that pertains to every endeavor – only to projects with complexities that would swamp TPM. Consultant Doug DeCarlo explains why eXtreme’s tools are better for programs that require major innovation, fast completion and strong financial returns. Extreme project management uses a “quantum,” diffuse mind-set – rather than TPM’s linear thinking – and DeCarlo carefully explains the differences. Alas, his faith in the positive impact of some amount of chaos extends a bit to his book, which calls upon every conceivable tactic, from team training to prayer in a pinch. He explains the importance of the project manager’s mental framework and advises focusing on team members’ emotions as well as their tasks. DeCarlo reviews eXtreme methods, vision, planning, evaluation, tools and other concerns. His book also details helpful scenarios. getAbstract believes that if project managers run into difficulties with this complete manual, their concerns will stem more from eXtreme’s very specific point of view about managing projects than from any technical issues with DeCarlo’s thorough text.
In this summary, you will learn
- How “eXtreme project management” differs from “traditional project management” (TPM),
- Why the eXtreme approach manages creativity instead of tasks and
- Why you should ask every day if your project is still worth doing.
About the Author
Extreme project management teacher and facilitator Doug DeCarlo has worked with more than 250 project teams.