Doug is the author of the landmark book, Extreme Project Management®: Using Leadership, Principles and Tools to Deliver Value in the Face of Volatility. He works with clients who undertake projects in very demanding environments: those settings that feature high speed, high change, high unpredictability and high stress. Doug has lived in the trenches --from Bethlehem, Pennsylvania to Beijing, China --with over 275 project teams with budgets that ranged from $25,000 to over $25 million. He is one of the founders of the Agile Leadership Network, an organization dedicated to connecting, developing and supporting great project leaders. You can visit Doug at www.dougdecarlo.com.
The Flexible Project Model is an approach I have developed and put into practice by working with extreme project teams. There are other agile project frameworks developed by their own practitioners. Over time these will be brought to you as well.
Warning: The Menu is Not the Meal
You can only be successful in applying the definitions, doing the activities and using the tools that comprise the Flexible Project Model by infusing and deploying them with the underlying principles, values and practices of eXtreme Project Management. (See the Happy Clients diagram.)
As one component, the Flexible Project Model merely represents the mechanics of planning and managing extreme projects. It is a menu of definitions, activities and tools that have proven to be successful over time.
Imagine going to a classy restaurant, reading the menu and then being presented with the bill. You can only be successful in applying the definitions, doing the activities and using the tools when you infuse and deploy them by utilizing the underlying principles, values and practices of eXtreme Project Management. To do otherwise, would be to confuse the menu with the meal.
The essential principles, values and practices include: