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

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