How to Succeed on Today's Extreme Projects

by Doug DeCarlo

Up until 1996, I had been preaching the gospel according to traditional project management. It wasn't working. At the time, I was running into more and more projects in my consulting practice that didn't fit the old mold I was brought up in. These new-breed -- or, as I call them, "extreme" -- projects were chaotic. They featured high change, high speed, high uncertainty, and high stress. They were expected to adjust continually to sudden competitive threats, new technologies, changes in government regulations, or late-breaking information about customer needs. Many of these extreme projects were also politically charged because jobs would change or be eliminated; sacred cows would be slain. They tended to create winners and losers.

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How to Succeed on Today's Extreme Projects 21 October 2004