What Is Extreme Project Management?

Extreme project management is a method of applying the principles of extreme programming to the field of project management. Extreme project management is used for very complex and very uncertain projects.

Extreme Project Management

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Extreme project management is the application of the principles of extreme programming to

Extreme project management differs from traditional project management mainly in that it is an open, flexible, and uncertain method. Extreme project management focuses on the human aspect of project management (for example, managing project owners), rather than tedious planning methods and heavy formalism.

Other names for Extreme Project Management are:

Agile Project Management

The 34 Extreme Project Management Rules of Extreme Project Management are as follows:

Extreme project management rules 1

It is the people who work on the project, not the resources or users that affect it. Extreme project management rules 2

Never confuse maps with journeys. Extreme project management rules 3

Extreme project management is not just a series of new tools, it is also a new project culture. Extreme project management rules 4

Project management is the management of creativity. Extreme project management rules 5

The less project management knows the technical details, the better. Extreme project management rules 6

What happens after the project is as important as what happens during the project. Extreme project management rules 7

Without the sponsor, the project cannot be launched. Extreme project management rules 8

A plan made by one person can be a nightmare for another. Extreme project management rules 9

There are no small projects in the world. Extreme project management rules10

Planning is a job, but work is not just planning. Extreme project management rules 11

Most projects fail because they failed before they started. Extreme project management rules 12

The worst time to define the criteria for project success is after the project is completed. Extreme project management rules 13

Simplicity is attractive, and complexity can be extremely unpleasant. Extreme project management rules 14

The best time to negotiate a measure of project success is before the project is launched. Extreme project management rules 15

You have to communicate with others. Extreme Project Management Rules 16

Fuzzy benefits lead to fuzzy projects. Extreme Project Management Rules 17

The project itself cannot achieve benefits, and the benefits are realized by people. Extreme Project Management Rules 18

Without defining quality, quality cannot be measured. Extreme Project Management Rules 19

When planning a project, pay for it. Extreme Project Management Rules 20

Develop a task list with project team members. Extreme Project Management Rules 21

If you don't trust the current team, change to a team you can trust. Extreme Project Management Rules 22

Prior to the evaluation, evaluation errors already existed. Extreme Project Management Rules 23

A quick "rough assessment" can quickly turn into a long nightmare. Extreme Project Management Rules 24

Never confuse tracking projects with tracking people. Extreme project management rules 25

The completion of a task does not mean that it is done right. Extreme Project Management Rules 26

If nothing has changed in the project, you will be worried, and very worried. Extreme Project Management Rules 27

Learn more from outside the project than from the project. Extreme Project Management Rules 28

Managing product support is as important as managing a project. Extreme Project Management Rules 29

In short, you are the "passive" channel through which the promoter dreams to flow. The secret to successful project management is never to own a project. You are the driving force behind your project stakeholders and sponsors' dreams. Extreme Project Management Rules 30

Remember, a sensible project manager must ask for help, and must seek help as soon as possible. Extreme Project Management Rules 31

Your sponsor is the most important project stakeholder. Extreme Project Management Rules 32

Your project stakeholders are either your best friends or enemies ... it's up to you. Extreme Project Management Rules 33

Extreme project management is ethical management. Extreme Project Management Rules 34

Knowing the customer can understand the customer's expectations.

The three focuses of extreme / agile project management are customers, products, and people. Create value for customers, produce adaptable products and enable talented people to collaborate with each other.

The core values of extreme / agile project management are similar to the core values of agile software development, as follows:

People and communication are better than processes and tools. Committed to the product is better than the comprehensive documentation. Collaborating with customers is better than contract negotiation. Adapting to change is better than working step by step. Software creating customer value is our core goal of creating software products, and the current situation is that our product development principles are more based on step-by-step administrative management rather than superior technology. Project management should be inspiration and focus on providing clients with the most valued leadership, rather than simple daily management activities. Limit / agile project management is a combination of value-> principle-> practice. This should also be a step that any methodology should follow.

Limit / Agile Management Guidelines:

The guiding principles of extreme / agile project management revolve around its core values. Among them are three guiding principles for teams and people; three principles for products and customers, which also fully illustrates the importance of people and teams in extreme / agile project management. The principles and models used in extreme / agile project management are practical in order to solve practical problems in our software development process. The specific correspondence is as follows:

Instability of customer requirements, incomplete mining of requirements-iteration, prototype, communication feedback, architecture scalability, tight schedule-iteration, lightweight documentation, communication efficiency, poor adaptability of reusable technology products-team, human adaptation, excellent technology, encourage Explore some practitioners assuming that project management processes are interlinked and can be applied to any project. They believe that people with good project management skills do not need deep technical expertise. Although this view may be correct in some areas, it is generally not applicable to product development where technical, scientific or engineering skills are important. Project managers who don't understand what the technology they are managing will lose confidence in their teams, especially those who are proud of their technical capabilities.

Project managers must support superior technology, which is the key to resilience and low-cost iterations, both of which drive the long-term success of the product. The project manager may not be a technical authority, but it is better for him to have a technical authority assistant, so as to find a balance between various key factors such as the progress, quality, technology, and function of the project. The core competence of a project manager is reflected in the balance and coordination of the key elements of these projects.

There are risks and uncertainties at any time during the project. These are often the keys to determining the success of a project. In most projects there is too much management and too little leadership. The fundamental difference between management and leadership is that management deals with process complexity, while leadership deals with change. The project manager is both a manager and a leader. As the project exploration system increases, the importance of the latter will rise rapidly. Good leadership is an important factor in project success.

Adaptive and self-organizing teams do not refer to unleaded teams, but merely a leadership style.

Project managers need to spend time on project communication and collaboration. Need to communicate, coordinate, discuss, confirm, and then prepare appropriate documentation. The goal of information transfer is to understand rather than document. Teams with a large number of documents are difficult to achieve agility.

Five phases of extreme / agile project management: