Extreme Project Management

Informationen zum Autor Doug DeCarlo is principal of the Doug DeCarlo Group. His work has earned him international recognition as a consultant, motivational keynote speaker, trainer, coach, facilitator, and columnist. He often uses percussion instruments in his presentations to illustrate the dynamics of eXtreme projects. Klappentext us in the IS/IT profession into a new and much-needed arena of high-speed, yet high-quality, systems development.' -Joan Knutson, PM, Guru Unlimited Zusammenfassung Today's new breed! eXtreme projects are different. They feature high speed! high change! high complexity! high risk! and high stress. While traditional projects follow the classic model of ready! aim! fire! eXtreme project managers succeed by shooting the gun and then redirecting the bullet while not loosing sight of their moving target. Inhaltsverzeichnis Foreword by James P. Lewis xv Preface: Out of the Darkness xix Acknowledgments xxix The Author xxxiii Introduction: Into the Light 1 How eXtreme Projects Are Different 4 Ready, Fire, Aim 6 How eXtreme Project Management Is Different 7 Changing the Paradigm 9 Part One: The New Reality 13 1 Developing a Quantum Mind-Set for an eXtreme Reality 15 Is There a Method to Your Madness? 17 Linear Lunacy 18 Newtonian Neurosis and the eXtreme Project Manager 19 Self-Diagnostic Tool 21 Do You Walk Your Talk? 24 It's Jazz, Not Classical Music 24 Toward Peaceful Coexistence 25 Conclusion 26 2 The eXtreme Model for Success 28 Two Keys to Success 28 What Is a Project? A New Definition 30 What Is Project Management? A New Definition 32 What Is an eXtreme Project? 34 What Is eXtreme Project Management? 34 How Is Success Measured on an eXtreme Project? 36 Who Holds a Stake in Success? 37 What Are the Elements of the eXtreme Model for Success? 39 Putting in Place the Skills, Tools, and Environment to Succeed: The 5 Critical Success Factors 43 Part Two: Leadership Skills for an eXtreme World 47 3 Leadership Begins with Self-Mastery 51 The Project-Crazy Organization 52 The Formula for Self-Misery 53 The Formula for Self-Mastery 57 Taking It to a Higher Court 70 4 The eXtreme Project Manager's Leadership Role 75 The eXtreme Project Manager's Role 76 Stakeholders: The eXtreme Project Management Context 83 Your Role as Process Leader 89 Nine Reasons That eXtreme Project Managers Fail 97 You Are More Powerful Than You May Realize 99 When Commitment Is Not Obtainable 102 5 Principles, Values, and Interpersonal Skills for Leading 105 The 4 Accelerators: How to Unleash Motivation and Innovation 106 The 10 Shared Values: How to Establish the Trust and Confidence to Succeed 111 The 4 Business Questions: How to Ensure the Customer Receives Value Each Step of the Way 115 Developing Interpersonal Skills for an eXtreme World 117 Principles of Effective Communication 122 How to Negotiate 127 How to Resolve Conflict 138 When All Else Fails 140 6 Leading the eXtreme Team 143 Process Values 144 Characteristics of Teams 146 Establishing the Core Team 147 Creating the Conditions for Successful Teamwork 155 The Keys to Running Productive Meetings 166 Facilitation Skills 170 Decision Making and Problem Solving 174 How to Earn the Right to Lead the Process 179 7 eXtreme Stakeholder Management 185 The Stakeholder Challenge 186 Business Values 188 The Stakeholder Universe 190 Managing Your Stakeholders 195 The Role of the Steering Committee 20...

List of contents

Foreword by James P. Lewis.
Preface: Out of the Darkness.

Acknowledgments.

The Author.

Introduction: Into the Light.

How eXtreme Projects Are Different.

Ready, Fire, Aim.

How eXtreme Project Management Is Different.

Changing the Paradigm.

Part One: The New Reality.

1 Developing a Quantum Mind-Set for an eXtreme Reality.

Is There a Method to Your Madness?

Linear Lunacy.

Newtonian Neurosis and the eXtreme Project Manager.

Self-Diagnostic Tool.

Do You Walk Your Talk?

It's Jazz, Not Classical Music.

Toward Peaceful Coexistence.

Conclusion.

2 The eXtreme Model for Success.

Two Keys to Success.

What Is a Project? A New Definition.

What Is Project Management? A New Definition.

What Is an eXtreme Project?

What Is eXtreme Project Management?

How Is Success Measured on an eXtreme Project?

Who Holds a Stake in Success?

What Are the Elements of the eXtreme Model for Success?

Putting in Place the Skills, Tools, and Environment to Succeed: The 5 Critical Success Factors.

Part Two: Leadership Skills for an eXtreme World.

3 Leadership Begins with Self-Mastery.

The Project-Crazy Organization.

The Formula for Self-Misery.

The Formula for Self-Mastery.

Taking It to a Higher Court.

4 The eXtreme Project Manager's Leadership Role.

The eXtreme Project Manager's Role.

Stakeholders: The eXtreme Project Management Context.

Your Role as Process Leader.

Nine Reasons That eXtreme Project Managers Fail.

You Are More Powerful Than You May Realize.

When Commitment Is Not Obtainable.

5 Principles, Values, and Interpersonal Skills for Leading.

The 4 Accelerators: How to Unleash Motivation and Innovation.

The 10 Shared Values: How to Establish the Trust and Confidence to Succeed.

The 4 Business Questions: How to Ensure the Customer Receives Value Each Step of the Way.

Developing Interpersonal Skills for an eXtreme World.

Principles of Effective Communication.

How to Negotiate.

How to Resolve Conflict.

When All Else Fails.

6 Leading the eXtreme Team.

Process Values.

Characteristics of Teams.

Establishing the Core Team.

Creating the Conditions for Successful Teamwork.

The Keys to Running Productive Meetings.

Facilitation Skills.

Decision Making and Problem Solving.

How to Earn the Right to Lead the Process.

7 eXtreme Stakeholder Management.

The Stakeholder Challenge.

Business Values.

The Stakeholder Universe.

Managing Your Stakeholders.

The Role of the Steering Committee.

How to Combat the Phantom Approval Virus.

Managing Change: You've Built It, But Will They Come?

Business Question 4: Is It Worth It to You?

Part Three: The Flexible Project Model.

8 Visionate: Capturing the Sponsor's Vision.

Getting Answers to Business Question 1: Who Needs What and Why?

The First Sponsor Meeting.

Beginning Work on the Project Prospectus.

The Second Sponsor Meeting.

9 Visionate: Establishing the Collective Vision.

Preparing for the Third Sponsor Meeting.

Go or No Go: The Third Meeting with the Sponsor.

Getting Ready for the Scoping Meeting.

Conducting the Scoping Meeting.

After the Meeting.

10 Speculate: The Planning Meeting.

Preparing for the Planning Meeting.

The Twelve-Step Planning Meeting Process.

11 Speculate: Postplanning Work.

Assessing the Project Management Infrastructure.

Estimating Financial Requirements.

12 Innovate: Learning by Doing.

The Underlying Dynamics.

Time Boxing.

Applying the SCORE Model.

The Goal of the Innovation Cycle.

13 Reevaluate: Deciding the Project's Future.

What Reevaluate Is Not.

The Reevaluate Process.

14 Disseminate: Harvesting the Payoff.

What Happened to Business Question 4: Is It Worth It?

The Turnover Point.

The Stabilization Period.

The Project Review Meeting.

Benefits Realization.

Part Four: Managing the Project Environment.

15 Real-Time

Product details

• Authors: Decarlo, Doug DeCarlo, Douglas DeCarlo, DeCarlo Douglas
• Publisher: Wiley, John and Sons Ltd
• Languages: English
• Product format: Hardback
• Released: 09.11.2004
• EAN: 9780787974091
• ISBN: 978-0-7879-7409-1
• No. of pages: 560
• Dimensions: 160 mm x 236 mm x 45 mm
• Series: Jossey-Bass Business & Managem; Jossey-Bass Business & Managem
• Subjects: Social sciences, law, business > Business > Management; Business & Economics / General, Business and Management, TECHNOLOGY & ENGINEERING / Mechanical, Business & management, Mechanical Engineering & Materials, Mechanical engineering and materials