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| Advisory
Board Members Share Their Vision |
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Jim
Highsmith
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"The
newest trend in software project management
is building on the foxundation of agile
software development's emphasis on speed,
flexibility, quality, and improving working
environments. Especially in the realm of
building innovative products (higher risk
and higher uncertainty projects), agile
project management focuses on an Envision-Explore
rather than a Plan-Do mentality. This exploration
(or experimentation-biased) approach to
building innovative products is sweeping
fields as diverse as drug, automobile, software,
and integrated chip development. When the
cost of experimentation plunges (low-cost
change), the focus of project management
must also change.
"This
new project management model focuses on
quick starts, iterative exploration, delivering
customer value, low-cost change, frequent
feedback, and intense collaboration. It
excels on projects with high "exploration
factors," those projects in which:
new, risky technologies are incorporated;
requirements are volatile and evolve; time-to-market
is critical; and high quality must be maintained.
For organizations who want to innovate--whether
it is for new products or new internal business
initiatives, this trend towards agility
in both software development and project
management cannot be ignored."
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Scott
Ambler |
"Effective
project management is clearly a key success
factor for IT projects. It is critical to
remember that project management is primarily
about interacting with people and collaborating
with them effectively, it is less about developing
detailed plans or comprehensive documents.
Successful project managers find a way to
mix their "PMI® skills"
with agile philosophies and techniques."
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Doug DeCarlo |
"The
world of projects has changed, but project
management hasn’t kept up. Traditional
or waterfall project management works well
under conditions of low speed, low change
and high predictability. How many projects
do you work on that fit that description?
The perennial need for competitive advantage
and new sources of profit continue to force
organizations to innovate or evaporate. Fueled
by new and affordable technologies, both public
and private enterprises are implementing high-stakes,
high-speed projects. Innovation and time-to-market
have become bedfellows, giving birth to a
new breed of projects: those that are ultra-demanding.
These extreme projects are characterized by
high tech, high speed, high change, high complexity,
high unpredictability and high stress. And
they live under turbulent business conditions.
On top of all this, extreme projects are organizationally
complex: they typically cut across multiple
departments making them politically sensitive.
Extreme project management is change tolerant
and customer focused. Extreme project management
requires a new worldview … one I refer
to as the Quantum Mindset. This is in stark
contrast to the Newtonian or traditional project
management mindset that believes stability
should be the norm. In the Newtonian, mechanistic
world, we believe the plan is a prediction.
The motto is ready, ready, aim, aim, fire.
In the Quantum world we believe that change
is the norm and plans change weekly, if not
daily. We plan, deplan and replan. In extreme
project management, we fire the gun and then
redirect the bullet. It’s a different
world."
eXtreme Project Management: Using
Leadership, Principles, and Tools to Deliver
Value in the Face of Volatility
Extreme projects are characterized by high-speed,
high-complexity, high-risk and high-stress.
When traditional project management techniques
aren't enough, project management expert Doug
DeCarlo provides a model for succeeding in
extreme projects of all types.
Making a strong case for why traditional project
management approaches backfire and even make
things worse when applied to eXtreme projects,
the author tells PMs how to produce bottomline
results when working under high-risk and high-pressure
conditions. The author provides practical
and proven solutions in answer to the book’s
central question which is: How do you stay
in control of your extreme project, ensure
it’s profitable and maintain an acceptable
quality of life in the face of constant volatility?
Written in a how-to-style, the book is based
on the author’s extensive experience
in working with over 250 project teams. It
synthesizes his lessons learned for achieving
both self-mastery and project management mastery
as expressed in his published articles, popular
newsletter, workshops and motivational keynote
speeches.
For details on Douglas DeCarlo's
book on eXtreme Project Management:
Using Leadership, Principles, and
Tools to Deliver Value in the Face of Volatility,
visit http://as.wiley.com/WileyCDA/WileyTitle/productCd-0787974099.html
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Carl
Pritchard |
"The
greatest best hope of project management rests
with people who recognize that it is not a
profession of crunching numbers and calculating
resource loads. It is a field that rests its
future in clear communication and fervor for
carrying out the work well. That fervor may
manifest itself in well-crafted work breakdown
structures or in the detail orientation of
a well-maintained status report, but it must
be evident. All too often, project managers
lose the sense that they are the delivery
agents of future states. They lose sight of
the fact that the future, as an unwritten
page, promotes endless opportunity. If we,
as project managers can get others to acknowledge,
recognize and appreciate the hope that that
future affords, we have made great strides.
If
the project direction is clearly stated
and posted, that’s an important first
step. If the vision of the new environment
after the project has happened is clearly
visible for all to see, team members have
a sense of what their future may bring.
If the tools are applied consistently and
for sound reasons, there’s a greater
sense of purpose in their application. Failure
to share this information is a huge shortcoming
in many projects. And if no-one has done
it in the early stages of the projects,
that doesn’t mean it can’t be
done. It becomes the province of the latest
project manager."
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Johanna
Rothman |
"The
most effective project managers start and
end projects with conversations. The early
conversations about how to organize the project,
what the needed end results are, who will
work on the project. The middle conversations
are discussions of project state, and how
to move to the state you want the project
to be in. The ending conversations are about
learning from this project's experience. How
effective are your conversations?" |
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