The Four Waves of Project Management

Project management has evolved through a number of stages or waves. Table 2.1 highlights the major differences between the waves of project management. Table 2.1. The Four Waves of Project Management Table 2.1. The Four Waves of Project Management Projects were justified by experimentation and proof of technology. Generally unaware of major project issues IT were trusted as scientists experts. Little or no involvement in development process. Single teams with dominant technical leader....

Chapter The RAP Process

If there is something I can do for you, you come, we'll talk. Don Corleone (Robert DeNirop Godfather Part 11, F ranees Ford Coppola, Director and Writer, 1974. The process of participative planning or RAP sessions is the key to extreme project management. As a tool, it encapsulates all the behaviors mentioned in Chapter 3. extreme Concepts. Just to remind you, they are as follows Participative The management of projects is based on meaningful participation of stakeholders. Proactive Project...

What Are Expectations

The word expectations has probably been abused and misunderstood more than any other word in the project culture. To many project managers and systems analysts, expectations are simply those elements of the requirements that were not specified by the client. To others, expectations are the difference between what the client wants and what the client really needs. For the battle-hardened project manager, expectations are a wish list that begins a series of hard negotiations to reduce the...

Quality Requirements

Quality requirements are often confused with functional requirements, but quality cannot be modeled using standard systems modeling techniques. Quality requirements include attributes such as conformity (functionality), efficiency, reliability, maintainability, flexibility, portability, auditability, security, usability, and reusability. By using techniques such as software quality agreements (see Chapter 9. Analyze Added Value), the team can model which quality attributes are required by the...

Project Tracking

This process involves the monitoring of project success, including actual project progress as compared to the planned progress, the collection of key project metrics (risks, costs, defect levels, etc.), and the monitoring of overall team performance. It should be driven by the use of PC-based project management tools such as Microsoft Project coupled with task-tracking forms and quality assurance processes. This process is covered in more detail in Chapter 16, Develop Return on Investment....

Newtonian versus Quantum

Doug DeCarlo (Cutter Consortium, www.cutter.com consortium consultants) used a wonderful model thai is identical to our distinction between second- and fourth-wave project management. He described project managers with Newtonian neurosis, which is a pathological need to bring structure to projects. He argued that extreme projects require project managers with a quantum view of the world that embraces and accepts change, chaos, uncertainty, and relaxation of control to gain control. In addition,...

Radical Project Management

Prentice Hall PTR April 15, 2002 0-13-009486-2 Radical Project Management introduces extreme Project Management (xpm), the first radically new approach to project management in decades Traditional project management is inward looking, static, and doesn't respond to rapid, constant change, xpm looks outward to stakeholders, management, and clients, and thoroughly involves them in an agile process that assumes everything will change. Rob Thomsett presents xpm from start to finish and introduces...