1、Effective Project Management: Traditional, Agile, ExtremePresented by(facilitator name)Managing Complexity in the Face of UncertaintyCh12: Extreme Project ManagementWhat is Extreme Project Management?Extreme project management life cycleDefinitionCharacteristicsStrengths/WeaknessesWhen to use an Ext
2、reme ApproachWhat is Emertxe Project Management?Using the tools, templates, and processes for maximum xPM effectivenessSummary of Chapter 12 Ch12: Extreme Project ManagementLinearLinearExtreme Ch12: Extreme Project ManagementWhat is Extreme Project Management ?Extreme Project Management is a set of
3、tools, templates, and processes for managing projects whose goal expresses an ideal state but whose solution for reaching that goal is unknown or unlikely.LinearLinearExtremeDefinitionAn Extreme PMLC Model is one that proceeds from phase to phase based on very limited knowledge of goal and solution.
4、 Each phase learns from the proceeding ones and redirects the next phase in an attempt to converge on an acceptable goal and solution. At the discretion of the client a phase may release a partial solution. Ch12: Extreme Project ManagementExtreme Project Management Life Cycle ModelFigure12-01Charact
5、eristicsHigh speedHigh changeHigh uncertaintyLinearLinearExtreme Ch12: Extreme Project ManagementExtreme PMLC Model StrengthsKeeps options open as late as possibleOffers an early look at a number of partial solutionsLinearLinearExtreme Ch12: Extreme Project ManagementExtreme PMLC ModelWeaknessesMay
6、be looking for solutions in all the wrong placesNo guarantee that any business value will result from the projectLinearLinearExtreme Ch12: Extreme Project ManagementExtreme PMLC ModelExtreme PMLC Model INSPIRE Ch12: Extreme Project ManagementFigure12-02LinearLinearExtremeExtreme PMLC Model INSPIRE C
7、h12: Extreme Project ManagementLinearLinearExtreme INitiate Defining the project goal INSPIRE POS Establishing a project timebox and cost Establishing the number of phases and phase length Tradeoffs in the Scope Triangle Ch12: Agile Project ManagementExtreme PMLC Model Example POSLinearLinearExtreme
8、Extreme PMLC Model INSPIRE Ch12: Extreme Project ManagementLinearLinearExtreme SPeculate Defining how the project will be done Conditions of Satisfaction Scenarios, stories, and use cases Prioritizing requirements Identifying the first phase deliverables Go/No-Go decision Planning for later phasesEx
9、treme PMLC Model INSPIRE Ch12: Extreme Project ManagementLinearLinearExtreme Incubate Assigning resources Establishing phase plan Collaboratively producing deliverablesExtreme PMLC Model INSPIRE Ch12: Extreme Project ManagementLinearLinearExtreme REview Applying learning and discovery from the previ
10、ous phase Revising the project goal Reprioritizing requirements Making the Go/No-Go decision for the next phase Ch12: Extreme Project ManagementWhat is Emertxe Project Management ?Emertxe Project Management is a set of tools, templates, and processes for managing projects whose business value from a
11、n available solution is unknown or nonexistent.LinearLinearEmertxeDefinitionAn Emertxe PMLC Model is one that proceeds from phase to phase based on very limited knowledge of the goal. Each phase learns from the proceeding ones and redirects the next phase in an attempt to converge on an acceptable g
12、oal that can be supported by some variation of the known solution. Ch12: Extreme Project ManagementEmertxe Project Management Life Cycle ModelAdapting & Integrating the Toolkits for Maximum EffectivenessScope the Next Phase Elicit the true needs of the client Documenting the clients needs Negotiatin
13、g with the client how those needs will be metWriting a one page description of the projectGaining senior management approval to plan the project Ch12: Agile Project ManagementExtreme PMLC ModelLinearLinearExtremeAdapting & Integrating the Toolkits for Maximum EffectivenessPlanning the Next Phase Def
14、ining all of the work of the next phase Estimating how long it will take to complete the work Estimating the resources required to complete the work Estimating the total cost of the work Sequencing the work Building the initial iphase schedule Analyzing and adjusting the phase schedule Writing the r
15、isk management plan Documenting the phase plan Gaining senior management approval to launch the phase Ch12: Agile Project ManagementExtreme PMLC ModelLinearLinearExtremeAdapting & Integrating the Toolkits for Maximum EffectivenessLaunching the Next PhaseRecruiting the project managerRecruiting the p
16、roject teamWriting the Project Description DocumentEstablishing team operating rulesEstablishing the scope change management processManaging team communicationsWriting work packages Ch12: Agile Project ManagementExtreme PMLC ModelLinearLinearExtremeAdapting & Integrating the Toolkits for Maximum Eff
17、ectivenessMonitoring & Controlling the Next Phase Establishing the phase performance and reporting system Monitoring the phase performance Monitoring risk Reporting project status Processing scope change requests Discovering and solving problems Ch12: Agile Project ManagementExtreme PMLC ModelLinear
18、LinearExtremeAdapting & Integrating the Toolkits for Maximum EffectivenessClose the Next PhaseGaining client approval of having met phase requirements Planning and installing deliverablesWriting the final phase reportConducting the post-iphase auditAn APM project ends whenThe time and budget are expendedAn acceptable solution with the expected business value is foundThe project is abandoned Ch12: Agile Project ManagementExtreme PMLC ModelLinearLinearExtreme
