Self-Mastery: An Interview with Doug DeCarlo – Part 1

DougDecarloI had the distinct pleasure to speak to Mr. Doug DeCarlo, author of the landmark book, eXtreme Project Management: Using Leadership, Principles and Tools to Deliver Value in the Face of Volatility and one of my great Project Management teachers.

Few years ago, I read this paragraph in one of Doug’s articles:

When teams heed nature’s call and default to their survival instincts, the best-intended project management methodologies and training go up in smoke. This is why, for many project managers, Guerilla Project Management (GPM) has become the de facto project management methodology of choice.

These words inspired me to start this Guerrilla Project Management blog and podcast.

Doug’s book helped me understand why, like thousands of other project managers, I was struggling leading my projects despite all my best efforts applying all the traditional project management principles, tools, and best practices that I was taught.

For the last fifteen years — from Bethlehem, Pennsylvania to Beijing, China — Doug has lived in the trenches with over 250 project teams having budgets that ranged from $25,000 to over $25 million. Mission-critical initiatives were in the arenas of: information technology, financial services, e commerce, research and development, process reengineering, continuous improvement, sales generation, new product introductions and organizational change.

The Interview

Listen now:

Audio clip: Adobe Flash Player (version 9 or above) is required to play this audio clip. Download the latest version here. You also need to have JavaScript enabled in your browser.

Right click here to download the MP3

In this first part of the interview, I asked Doug about these Big Ideas from his book eXtreme Project Management:

  • What was the background for writing Extreme Project Management?
  • The book presents a radical shift in thinking about projects and their management. What was the reaction to the book from the project management community and what surprised you the most about this reaction?
  • PMI standard definition of a project is: a temporary endeavor to create a unique product or service.” You contrast this with a new people-centered definition: “A project is a localized energy field comprising a set of thoughts, emotions, and interactions continually expressing themselves in physical form.”
  • Role of PM is not to be the “Chief of Answers” but to facilitate the emotional well being of the project and help their team to connect the dots.
  • You describe the extreme project as a complex, high-speed, self-correcting venture during which people interact in search of a desirable result under conditions of high uncertainty, high change, and high stress.
  • Breakthrough idea: you can’t manage the unknown the same way you manage the known.
  • To succeed on extreme projects, you say a new mind-set is needed. You call it the quantum mind-set and you contrast it with the Newtonian mind-set.
  • In a previous interview you said something to the effect  an interview, no matter how great at the subject matter of the project, the dynamics of the project will overwhelm the mechanics every time. PM should be conversant in the content or technology of the project but their focus must be on the context and environment of the project not the content of the project. You call this the Weather of the project.

Make sure to listen to Part 2 and Part 3 where Doug shares more great insights on self mastery and managing extreme projects.

I highly recommend Doug’s book: eXtreme Project Management: Using Leadership, Principles and Tools to Deliver Value in the Face of Volatility. I also recommend attending Doug’s innovative, motivational and humorous seminars (see contact information at: www.dougdecarlo.com)

More about Doug DeCarlo:

Doug works with clients who undertake projects in very demanding environments: those settings that feature high speed, high change, high unpredictability and high stress. Such eXtreme projects defy the rigor, rules, bureaucratic practices and linear approach of traditional project management.

Doug serves as consultant, facilitator, trainer, coach and keynote speaker and is a well-known columnist. His work has earned him international recognition as an expert in goal achievement.  His approach to goal achievement and self-mastery is featured as Chapter 7 in the book: The World Class Project Manager: A professional development guide.

His grassroots approach for accelerating individual, project and organizational performance produces immediate and sustainable results for clients. He combines proven practices in plain-english project management, team leadership and self-mastery.

Doug is also a Senior Consultant on Agile Project Management for the Cutter Consortium where he was named consultant of the month.

Doug is a former advisory board member for ProjectWorld, an advisory board member and columnist for ProjectConnections.com and has served on the Project Management Advisory Group of George Washington University. He is an active member of the Project Management Institute and The Drug Information Association.

3 Responses to Self-Mastery: An Interview with Doug DeCarlo – Part 1
  1. […] sure to listen to Part 1 where Doug shares his great insights on managing extreme […]

  2. […] sure to listen to Part 1 where Doug shares his great insights on managing extreme […]

  3. […] Aidane posted a three-part MP3 recording of his interview with Doug DeCarlo, author of “eXtreme Project Management: Using Leadership, Principles and […]

Leave a Reply

Wanting to leave an <em>phasis on your comment?

Trackback URL http://www.guerrillaprojectmanagement.com/self-mastery-an-interview-with-doug-decarlo-part-1/trackback

Self-Mastery: An Interview with Doug DeCarlo – Part 1

DougDecarloI had the distinct pleasure to speak to Mr. Doug DeCarlo, author of the landmark book, eXtreme Project Management: Using Leadership, Principles and Tools to Deliver Value in the Face of Volatility and one of my great Project Management teachers.

Few years ago, I read this paragraph in one of Doug’s articles:

When teams heed nature’s call and default to their survival instincts, the best-intended project management methodologies and training go up in smoke. This is why, for many project managers, Guerilla Project Management (GPM) has become the de facto project management methodology of choice.

These words inspired me to start this Guerrilla Project Management blog and podcast.

Doug’s book helped me understand why, like thousands of other project managers, I was struggling leading my projects despite all my best efforts applying all the traditional project management principles, tools, and best practices that I was taught.

For the last fifteen years — from Bethlehem, Pennsylvania to Beijing, China — Doug has lived in the trenches with over 250 project teams having budgets that ranged from $25,000 to over $25 million. Mission-critical initiatives were in the arenas of: information technology, financial services, e commerce, research and development, process reengineering, continuous improvement, sales generation, new product introductions and organizational change.

The Interview

Listen now:

Audio clip: Adobe Flash Player (version 9 or above) is required to play this audio clip. Download the latest version here. You also need to have JavaScript enabled in your browser.

Right click here to download the MP3

In this first part of the interview, I asked Doug about these Big Ideas from his book eXtreme Project Management:

  • What was the background for writing Extreme Project Management?
  • The book presents a radical shift in thinking about projects and their management. What was the reaction to the book from the project management community and what surprised you the most about this reaction?
  • PMI standard definition of a project is: a temporary endeavor to create a unique product or service.” You contrast this with a new people-centered definition: “A project is a localized energy field comprising a set of thoughts, emotions, and interactions continually expressing themselves in physical form.”
  • Role of PM is not to be the “Chief of Answers” but to facilitate the emotional well being of the project and help their team to connect the dots.
  • You describe the extreme project as a complex, high-speed, self-correcting venture during which people interact in search of a desirable result under conditions of high uncertainty, high change, and high stress.
  • Breakthrough idea: you can’t manage the unknown the same way you manage the known.
  • To succeed on extreme projects, you say a new mind-set is needed. You call it the quantum mind-set and you contrast it with the Newtonian mind-set.
  • In a previous interview you said something to the effect  an interview, no matter how great at the subject matter of the project, the dynamics of the project will overwhelm the mechanics every time. PM should be conversant in the content or technology of the project but their focus must be on the context and environment of the project not the content of the project. You call this the Weather of the project.

Make sure to listen to Part 2 and Part 3 where Doug shares more great insights on self mastery and managing extreme projects.

I highly recommend Doug’s book: eXtreme Project Management: Using Leadership, Principles and Tools to Deliver Value in the Face of Volatility. I also recommend attending Doug’s innovative, motivational and humorous seminars (see contact information at: www.dougdecarlo.com)

More about Doug DeCarlo:

Doug works with clients who undertake projects in very demanding environments: those settings that feature high speed, high change, high unpredictability and high stress. Such eXtreme projects defy the rigor, rules, bureaucratic practices and linear approach of traditional project management.

Doug serves as consultant, facilitator, trainer, coach and keynote speaker and is a well-known columnist. His work has earned him international recognition as an expert in goal achievement.  His approach to goal achievement and self-mastery is featured as Chapter 7 in the book: The World Class Project Manager: A professional development guide.

His grassroots approach for accelerating individual, project and organizational performance produces immediate and sustainable results for clients. He combines proven practices in plain-english project management, team leadership and self-mastery.

Doug is also a Senior Consultant on Agile Project Management for the Cutter Consortium where he was named consultant of the month.

Doug is a former advisory board member for ProjectWorld, an advisory board member and columnist for ProjectConnections.com and has served on the Project Management Advisory Group of George Washington University. He is an active member of the Project Management Institute and The Drug Information Association.

3 Responses to Self-Mastery: An Interview with Doug DeCarlo – Part 1
  1. […] sure to listen to Part 1 where Doug shares his great insights on managing extreme […]

  2. […] sure to listen to Part 1 where Doug shares his great insights on managing extreme […]

  3. […] Aidane posted a three-part MP3 recording of his interview with Doug DeCarlo, author of “eXtreme Project Management: Using Leadership, Principles and […]

Leave a Reply

Wanting to leave an <em>phasis on your comment?

Trackback URL http://www.guerrillaprojectmanagement.com/self-mastery-an-interview-with-doug-decarlo-part-1/trackback

Self-Mastery: An Interview with Doug DeCarlo – Part 1

DougDecarloI had the distinct pleasure to speak to Mr. Doug DeCarlo, author of the landmark book, eXtreme Project Management: Using Leadership, Principles and Tools to Deliver Value in the Face of Volatility and one of my great Project Management teachers.

Few years ago, I read this paragraph in one of Doug’s articles:

When teams heed nature’s call and default to their survival instincts, the best-intended project management methodologies and training go up in smoke. This is why, for many project managers, Guerilla Project Management (GPM) has become the de facto project management methodology of choice.

These words inspired me to start this Guerrilla Project Management blog and podcast.

Doug’s book helped me understand why, like thousands of other project managers, I was struggling leading my projects despite all my best efforts applying all the traditional project management principles, tools, and best practices that I was taught.

For the last fifteen years — from Bethlehem, Pennsylvania to Beijing, China — Doug has lived in the trenches with over 250 project teams having budgets that ranged from $25,000 to over $25 million. Mission-critical initiatives were in the arenas of: information technology, financial services, e commerce, research and development, process reengineering, continuous improvement, sales generation, new product introductions and organizational change.

The Interview

Listen now:

Audio clip: Adobe Flash Player (version 9 or above) is required to play this audio clip. Download the latest version here. You also need to have JavaScript enabled in your browser.

Right click here to download the MP3

In this first part of the interview, I asked Doug about these Big Ideas from his book eXtreme Project Management:

  • What was the background for writing Extreme Project Management?
  • The book presents a radical shift in thinking about projects and their management. What was the reaction to the book from the project management community and what surprised you the most about this reaction?
  • PMI standard definition of a project is: a temporary endeavor to create a unique product or service.” You contrast this with a new people-centered definition: “A project is a localized energy field comprising a set of thoughts, emotions, and interactions continually expressing themselves in physical form.”
  • Role of PM is not to be the “Chief of Answers” but to facilitate the emotional well being of the project and help their team to connect the dots.
  • You describe the extreme project as a complex, high-speed, self-correcting venture during which people interact in search of a desirable result under conditions of high uncertainty, high change, and high stress.
  • Breakthrough idea: you can’t manage the unknown the same way you manage the known.
  • To succeed on extreme projects, you say a new mind-set is needed. You call it the quantum mind-set and you contrast it with the Newtonian mind-set.
  • In a previous interview you said something to the effect  an interview, no matter how great at the subject matter of the project, the dynamics of the project will overwhelm the mechanics every time. PM should be conversant in the content or technology of the project but their focus must be on the context and environment of the project not the content of the project. You call this the Weather of the project.

Make sure to listen to Part 2 and Part 3 where Doug shares more great insights on self mastery and managing extreme projects.

I highly recommend Doug’s book: eXtreme Project Management: Using Leadership, Principles and Tools to Deliver Value in the Face of Volatility. I also recommend attending Doug’s innovative, motivational and humorous seminars (see contact information at: www.dougdecarlo.com)

More about Doug DeCarlo:

Doug works with clients who undertake projects in very demanding environments: those settings that feature high speed, high change, high unpredictability and high stress. Such eXtreme projects defy the rigor, rules, bureaucratic practices and linear approach of traditional project management.

Doug serves as consultant, facilitator, trainer, coach and keynote speaker and is a well-known columnist. His work has earned him international recognition as an expert in goal achievement.  His approach to goal achievement and self-mastery is featured as Chapter 7 in the book: The World Class Project Manager: A professional development guide.

His grassroots approach for accelerating individual, project and organizational performance produces immediate and sustainable results for clients. He combines proven practices in plain-english project management, team leadership and self-mastery.

Doug is also a Senior Consultant on Agile Project Management for the Cutter Consortium where he was named consultant of the month.

Doug is a former advisory board member for ProjectWorld, an advisory board member and columnist for ProjectConnections.com and has served on the Project Management Advisory Group of George Washington University. He is an active member of the Project Management Institute and The Drug Information Association.

3 Responses to Self-Mastery: An Interview with Doug DeCarlo – Part 1
  1. […] sure to listen to Part 1 where Doug shares his great insights on managing extreme […]

  2. […] sure to listen to Part 1 where Doug shares his great insights on managing extreme […]

  3. […] Aidane posted a three-part MP3 recording of his interview with Doug DeCarlo, author of “eXtreme Project Management: Using Leadership, Principles and […]

Leave a Reply

Wanting to leave an <em>phasis on your comment?

Trackback URL http://www.guerrillaprojectmanagement.com/self-mastery-an-interview-with-doug-decarlo-part-1/trackback