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Effective Project Management: Traditional, Agile, Extreme, Sixth Edition by Robert K. Wysocki

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Using the Tools, Templates, and Processes for Maximum xPM Effectiveness

The key here is to create an environment in which the project team can freely exercise their creativity without the encumbrance and nuisance of non-value-added work. The agilist would say that this should be an environment that is light or lean versus heavy.

This section gives you a quick look at each part of the Extreme PMLC model to see how the process group tools, templates, and processes might be used or adapted to the best advantage of the xPM project team.

Scoping the Next Phase

The Scoping Process Group includes the following:

  • Eliciting the true needs of the client
  • Documenting the client's needs
  • Negotiating with the client how those needs will be met
  • Writing a one-page description of the project
  • Gaining senior management's approval to plan the project

A loosely structured COS for the next phase is the starting point. Hold off on any attempt at specificity. That is not the nature of an xPM project. If this phase is among the first few phases of the project, expect them to focus on a general investigation of high-level ideas about a solution. There might be several concurrent ideas to explore in an attempt to further define possibilities. These are very preliminary ideas and must be treated as such. After some possibilities are identified, more Probative Swim Lanes might be launched to drill down into the feasibility of these ideas. A POS might be drafted that will remain valid for a few phases, but ...

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