Free Assessment: 236 Extreme project management Things You Should Know

What is involved in Extreme project management

Find out what the related areas are that Extreme project management connects with, associates with, correlates with or affects, and which require thought, deliberation, analysis, review and discussion. This unique checklist stands out in a sense that it is not per-se designed to give answers, but to engage the reader and lay out a Extreme project management thinking-frame.

How far is your company on its Extreme project management journey?

Take this short survey to gauge your organization’s progress toward Extreme project management leadership. Learn your strongest and weakest areas, and what you can do now to create a strategy that delivers results.

To address the criteria in this checklist for your organization, extensive selected resources are provided for sources of further research and information.

Start the Checklist

Below you will find a quick checklist designed to help you think about which Extreme project management related domains to cover and 236 essential critical questions to check off in that domain.

The following domains are covered:

Extreme project management, Agile software development, Extreme programming, Management, Method, Mindset, Project, Project management, Project manager, Project stakeholders, Project team, Rapid application development, Schedule, Software, Stakeholder, Technology, Time limit:

Extreme project management Critical Criteria:

Investigate Extreme project management results and use obstacles to break out of ruts.

– Does Extreme project management create potential expectations in other areas that need to be recognized and considered?

– In a project to restructure Extreme project management outcomes, which stakeholders would you involve?

– Think of your Extreme project management project. what are the main functions?

Agile software development Critical Criteria:

Weigh in on Agile software development management and inform on and uncover unspoken needs and breakthrough Agile software development results.

– The sprint backlog is the list of work the team must address during the next sprint. The list is derived by selecting stories/features from the top of the product backlog until the team feels they have enough work to fill the sprint. Is this done by the team asking, Can we also do this?

– Could Agile Manifesto and agile methods be a good starting point for the corporate venture to start their development effort towards their own, efficient agile in-house software development method?

– When youre thinking about all the different ways a product may be used in the future, do you stop at three, five, or 10 years in the future?

– What are our metrics to use to measure the performance of a team using agile software development methodology?

– Do you think you could provide every last detail the developers need to know right off the bat?

– Who would benefit from the framework(s) and how could it (they) be utilized?

– To what level of detail will you capture the requirements, if at all?

– What is the best online tool for Agile development using Kanban?

– If you used Agile in the past, but do not now, why?

– So what do your developers do differently in agile?

– What is and why Disciplined Agile Delivery (DAD)?

– How do Web Operators communicate with Developers?

– How large is the system that is being developed?

– How Extreme Does Extreme Programming Have to Be?

– Will the team be populated by stakeholders?

– How do Agile projects prioritize work?

– Does your team use Agile Methodology?

– What type of Experience is valuable?

– Any impediments/stumbling blocks?

– What is our Agile methodology?

Extreme programming Critical Criteria:

Guide Extreme programming visions and question.

– How do we measure improved Extreme project management service perception, and satisfaction?

– Does our organization need more Extreme project management education?

– How is the value delivered by Extreme project management being measured?

– When using Extreme Programming?

– What Is Extreme Programming?

Management Critical Criteria:

Study Management tasks and look in other fields.

– Partial solutions can only be used if the information support is being developed for a process that has not yet been computerised. Namely, if users already use an old IT solution – will they partly use the old one and partly the new one?

– If the project/program is not fully funded for the year, how will this affect the project/programs implementation and what is being done to address this issue?

– What is the policy for the creation of a new relationship category (who can create a new category or disable an existing one?

– What Agile Management Method do you use when your Development DevOps team is working in Continuous Deployment mode?

– Does your company have a common risk and control framework or foundation that is used today across the company?

– What procedures does your intended long-term data storage facility have in place for preservation and backup?

– What software, systems and/or processes ensure client-specific guidelines and regulations are adhered to?

– Was the program effective in producing significant change(s)?

– Who will manage and administer the stored or archived data?

– Do you offer value to visitors coming to your website?

– What metrics will be provided and are they relevant?

– What does good Customer Service actually mean?

– Are Request For Changes (RFC) submitted for each patch?

– Who should I contact if I have questions?

– Risk Communication what to Communicate?

– Are we working on the right risks?

– Has the project been sold?

– What happens to reports?

– what is next?

Method Critical Criteria:

Accumulate Method visions and create a map for yourself.

– Management buy-in is a concern. Many program managers are worried that upper-level management would ask for progress reports and productivity metrics that would be hard to gather in an Agile work environment. Management ignorance of Agile methodologies is also a worry. Will Agile advantages be able to overcome the well-known existing problems in software development?

– Are transmissions of sensitive cardholder data encrypted over public networks through the use of ssl or other industry acceptable methods?

– What are the existing methods, techniques and tool support to enable migration of legacy software towards cloud-based environment?

– Do we have policies and methodologies in place to ensure the appropriate security controls for each application?

– Is it possible to use a methodology which enables an assessment of the effectiveness of the program?

– Which methods and measures do you use to determine workforce engagement and workforce satisfaction?

– What methodology do you use for measuring the success of your social media programs for clients?

– Do data reflect stable and consistent data collection processes and analysis methods over time?

– In what methods are you contacted by customers (i.e., e-mail, fax, phone, in-person)?

– Monitoring Method: How will we determine that success has been achieved?

– What is an effective method to reduce the risk of this type of attack?

– Is project/Program Management methodology being followed correctly?

– How will systems and methods evolve to remove Big Data solution weaknesses?

– Methodology: How will risk management be performed on projects?

– Is everyone starting to wonder, Can we adopt a DevOps method ourselves?

– What about Extreme project management Analysis of results?

– Do you use cash as a method of risk control?

– Which method applies?

Mindset Critical Criteria:

Shape Mindset failures and grade techniques for implementing Mindset controls.

– In the case of a Extreme project management project, the criteria for the audit derive from implementation objectives. an audit of a Extreme project management project involves assessing whether the recommendations outlined for implementation have been met. in other words, can we track that any Extreme project management project is implemented as planned, and is it working?

– Marketing budgets are tighter, consumers are more skeptical, and social media has changed forever the way we talk about Extreme project management. How do we gain traction?

– How can the value of Extreme project management be defined?

Project Critical Criteria:

Look at Project outcomes and get going.

– Troubleshooting – are problems related to what is actually changing (the change), to the management of tasks and resources to make the change happen (project management) or to issues relating to employee engagement, buy-in and resistance (Change Management)?

– What are our best practices for minimizing Extreme project management project risk, while demonstrating incremental value and quick wins throughout the Extreme project management project lifecycle?

– Are there implications for the observed success of agile to date that reflects on our larger understanding of organizations and their fundamental nature?

– Are adequate funding and the right type of personnel resources available throughout the project lifecycle to support and maintain the information?

– Does the suggested change request support a mandate that was not in place when the projects original scope was complete?

– What was the projected and actual for each of the following: development time, development cost, and launch date?

– Strategic fit: The first is: are all your projects consistent with your businesss strategy?

– Which individual role is responsible for all aspects of the delivery of the solution?

– Can agile project management be adopted by industries other than software development?

– Is senior management in your organization involved in big data-related projects?

– How should the costs be allocated and what should the sponsor do?

– Are there separate sub-systems that have to communicate?

– What is an economic aspect of Project Management?

– Do our projects finish in the stated timeframe?

– Is our Project (group) culture supportive?

– Is program in place as intended?

– So then, what is a virtual team?

– What is Resource Planning?

– What is a GANTT Chart?

– What is risk ?

Project management Critical Criteria:

Powwow over Project management management and find out what it really means.

– First iteration. The plan for the team is then a list of prioritized features, and who is to perform the tasks of developing the features is decided on during the iteration. What is important in the kick-off meeting to enable feedback and learning?

– How do you merge agile, lightweight processes with standard industrial processes without either killing agility or undermining the years youve spent defining and refining your systems and software process assets?

– With agile processes promoting the concept of self-directed teams, is there room for the conventional project manager or does this role also need to evolve to suit the principles of the new paradigm?

– Are there contextual conditions, such as the size of the project or nature of the task, that signal a better fit for agile versus traditional project management approaches?

– When we say that the traditional project team is not self-organized, no matter how complex the project is, and what level of team we are discussing?

– How can an agile project manager balance team level autonomy and individual level autonomy in agile software teams?

– What about when our product is an integration of several different products, each with their own product owner?

– So, if the project no longer needs a detailed master project plan, why does it need a project manager?

– Our project management standards do they support or undermine Risk Management?

– What s the protocol for interaction, decision making, project management?

– How do organizations adapt to a radically new framework such as agile?

– What project management qualifications does the Project Manager have?

– How do we create a culture that supports project management?

– What work wouldnt get done if no more funds were added?

– How do we deal with change when it happens?

– Are we ready to execute an agile project?

– How does cost of change affect software?

– How much project management is needed?

– Who is a customer?

Project manager Critical Criteria:

Value Project manager issues and interpret which customers can’t participate in Project manager because they lack skills.

– There is lots of discussion about the role of a project manager; whether a project manager is needed in the agile world or not. How much and which way a traditional project manager has to change his/her management style or way of working in order to be an agile project manager?

– How much and which way a traditional project manager has to change his/her management style or way of working in order to be an agile project manager?

– Do we have these warning signs: This project is not that big and everyone knows what they are doing -why do we need a project manager?

– How can we incorporate support to ensure safe and effective use of Extreme project management into the services that we provide?

– What are the actions taken by project managers when leading and implementing a transformational change initiative?

– How can an agile project manager balance team level autonomy and individual level autonomy in agile software teams?

– What processes do project managers and content strategists use to collect content for client websites?

– What role does communication play in the success or failure of a Extreme project management project?

– What are the most important skills practitioners consider make an effective people project manager?

– What knowledge, skills and characteristics mark a good Extreme project management project manager?

– So, if the project no longer needs a detailed master project plan, why does it need a project manager?

– Can project managers measure project status at any point in time?

– What is the necessity of a Project Manager?

– What is the duty of a Project Manager?

– What was the project manager best at?

– Who are the project managers?

Project stakeholders Critical Criteria:

Boost Project stakeholders visions and diversify disclosure of information – dealing with confidential Project stakeholders information.

– What are the business goals Extreme project management is aiming to achieve?

– What will drive Extreme project management change?

– What is Effective Extreme project management?

Project team Critical Criteria:

Grade Project team engagements and proactively manage Project team risks.

– A compounding model resolution with available relevant data can often provide insight towards a solution methodology; which Extreme project management models, tools and techniques are necessary?

– How do you know that your project team members are following the documented cm processes to establish the baseline and control changes to it?

– Can we say that the traditional project team is not self-organized, no matter how complex the project is, and what level of team we are discussing?

– Is the project using any technologies that have not been widely deployed or that the project team is unfamiliar with?

– Why should a client choose a project team which offers agile software development?

– Are the project teams ready to function within agile project management?

– Project Team: Who will be on the project and for which dates?

– Describe the Leadership and Motivation for the Project Team?

– Did the project team have enough people to execute the project plan?

– What are the long-term Extreme project management goals?

– How do we keep improving Extreme project management?

– Did the project team have the right skills?

Rapid application development Critical Criteria:

Analyze Rapid application development planning and shift your focus.

– Rapid application development (rad) techniques have been around for about two decades now and have been used with varying degrees of success. sometimes rad is required for certain projects. but rad can be bad for database design. why?

– Have we thought of cost, functionality,vendor support, vendor viability, quality of documentation, ease of learning, ease of use, ease of installation, response time, throughput, version?

– Will applications programmers and systems analysts become nothing more than evaluators of packaged software?

– Which systems play a pivotal role in our organizations continued operations and goal attainment?

– Which systems play a pivotal role in an organizations continued operations and goal attainment?

– Do the Extreme project management decisions we make today help people and the planet tomorrow?

– Schedule feasibility -can the solution be designed and implemented within an acceptable time?

– Which sdlc results in the highest degree of user participation?

– What primary problems might a new or enhanced system solve?

– What are the primary advantages of the traditional sdlc?

– Economic feasibility -is the solution cost-effective?

– Who are the potential users of the new application?

– Is the functionality visible through the uis?

– Is the system heavy on computation?

– What is important for us?

– What is architected rad?

– Why are sdlcs important?

– Is it applicable?

Schedule Critical Criteria:

Closely inspect Schedule results and work towards be a leading Schedule expert.

– Are items returned for calibration as scheduled and/or when found to have broken calibration seals, damaged, or malfunctioning?

– Is sufficient schedule time allocated to allow for dependencies on commercial off-the-shelf cots product deliveries?

– How can you negotiate Extreme project management successfully with a stubborn boss, an irate client, or a deceitful coworker?

– Schedule feasibility. can the solution be designed and implemented within an acceptable time period?

– Is there a schedule for required password updates from default vendor or manufacturer passwords?

– How likely is the current Extreme project management plan to come in on schedule or on budget?

– How do we know that any Extreme project management analysis is complete and comprehensive?

– Have extra media been scheduled during particularly strong sales periods during the year?

– Were sponsors and decision makers available when needed outside regularly scheduled meetings?

– Has extra weight been scheduled in geographic areas of high sales potential?

– What is the project time schedule for developing and launching the product?

– Is the project on schedule, on budget, and meeting specifications?

– Is there an impact to schedule performance and to what level?

– What is the schedule and budget for data collection?

– Schedule -can it be done in the given time?

– Cost / schedule impact analysis required?

– How important is the original schedule?

– Do you have an up-to-date schedule?

– Is the schedule too aggressive?

Software Critical Criteria:

Reconstruct Software quality and catalog what business benefits will Software goals deliver if achieved.

– What happens after development: how should developers release component-based software and how can users subsequently obtain such software especially if the software under consideration consists of many components that are released by many organizations at many different geographical locations?

– Are the data and associated software produced and/or used in the project discoverable (and readily located), identifiable by means of a standard identification mechanism (e.g. digital object identifier)?

– Does your software provide roleand group-based security options that allow business users to securely create and publish their work?

– Are Hardware and softwarea legacy components sufficient to support the task of integrating large and complex sets of information?

– What if your business needs are still emerging and certain aspects of the system are rapidly changing or cannot be defined yet?

– How can we fix actual and perceived problems uncovered in ethnographic investigations of Agile software development teams?

– Are meetings viewed as ways for managers to micromanage their teams: what have you done in the last 24 hours?

– Is Service Delivery (hardware/software/people) capable of supporting requirements?

– Vetter, Infectious Open Source Software: Spreading Incentives or Promoting Resistance?

– Is Service Delivery (hardware/software/people) capable of supporting requirements?

– How good are the designers and programmers in the development team?

– Can software really help us generate successful new product ideas?

– How do you develop requirements for agile software development?


– Does your software integrate with active directory?

– Is your BI software easy to understand?

– How do engineers feel about it?

– What is the client software?

Stakeholder Critical Criteria:

Mix Stakeholder engagements and give examples utilizing a core of simple Stakeholder skills.

– Much of the agile advice is oriented towards small teams of up to ten people, who are either co-located or near located, who have ready access to their primary stakeholders, and who are working on software that can be easily organized into a series of small releases. What about large teams?

– Stakeholder organizations will all have their own objectives and channels to market and this provides them with a challenge. How do they manage their piece of the overall ecosystem and benefit from it whilst also contributing to the greater good of society at large?

– When do we begin thinking about who are the key stakeholders, groups, and individuals in the organization who must feel the need for change for team training to happen. are they on-board yet?

– What steps have executives included in the Change Management plan to identify and address customers and stakeholders concerns about the specific process to be reengineered?

– How can organizations monitor their CSP and provide assurance to relevant stakeholders that privacy requirements are met when their PII is in the cloud?

– Does the organization have policies and procedures in place to ensure that data are accurate, complete, timely, and relevant to stakeholder needs?

– Would a committee or working party comprised of various stakeholders and members of the target group be useful?

– Are the people involved communicating effectively with each other, the target group and the stakeholders?

– What are the stakeholders requirements and expectations in this process (especially the customers)?

– Have the concerns of stakeholders to help identify and define potential barriers been obtained and analyzed?

– Are recovery activities communicated to internal stakeholders and executive and management teams?

– What are information systems, and who are the stakeholders in the information systems game?

– Do any of the stakeholders have a high profile which could be used to promote the program?

– Which Phase of the ADM describes the defining scope and identification of stakeholders?

– Which stakeholder(s) will get value from the program or program components?

– How do you get buy-in from your stakeholders for a systems approach?

– How do you identify and analyze stakeholders and their interests?

Technology Critical Criteria:

Accumulate Technology adoptions and oversee implementation of Technology.

– Does your company have defined information technology risk performance metrics that are monitored and reported to management on a regular basis?

– Do the response plans address damage assessment, site restoration, payroll, Human Resources, information technology, and administrative support?

– What are the issues that arise when a limited number of vendors participate in a technology market and how can the risks be mitigated ?

– Old product plus new technology leads to new regulatory concerns which could be added burden, how to do you deal with that?

– If wireless technology is used, do perimeter firewalls exist between wireless networks and the payment card environment?

– How is the total expenditure allocated across sales, production, technology, management, and leadership programs?

– How will technology advancements in soa, virtualization and cloud computing further enable saas adoption?

– How will the service provider ensure the staff stays current in the technology/service field?

– How does new information technology come to be applied and diffused among firms?

– Is this an acceptable application of a disruptive technology?

– Technology risk -is the project technically feasible?

– What s the future of Bitcoin as a technology? As a currency?

– Which technology enables configuring virtual hbas?

– Trusting Records: Is Blockchain Technology the Answer?

– Is the scope of Extreme project management defined?

– And what about the next new technology?

– Do we have the required technology?

– What s the future of Bitcoin as a technology?

Time limit Critical Criteria:

Guard Time limit tactics and budget for Time limit challenges.

– Does the tool we use provide the ability for a sender to specify a time limit for recipient to access a secure email?

– Are there any disadvantages to implementing Extreme project management? There might be some that are less obvious?

– What is the purpose of Extreme project management in relation to the mission?


This quick readiness checklist is a selected resource to help you move forward. Learn more about how to achieve comprehensive insights with the Extreme project management Self Assessment:

Author: Gerard Blokdijk

CEO at The Art of Service |

Gerard is the CEO at The Art of Service. He has been providing information technology insights, talks, tools and products to organizations in a wide range of industries for over 25 years. Gerard is a widely recognized and respected information expert. Gerard founded The Art of Service consulting business in 2000. Gerard has authored numerous published books to date.

External links:

To address the criteria in this checklist, these selected resources are provided for sources of further research and information:

Extreme project management External links:

Purpose Talks — Extreme Project Management – YouTube

Agile software development External links:

Introducing Agile Software Development

Extreme programming External links:

[PDF]Exploring Extreme Programming in Context: An …

Extreme Programming: A Gentle Introduction.

Management External links:

Motor Vehicle Title Management – Lien Solutions

Title Management Group, Inc. –

Title Management Inc.

Method External links:

Scientific Method – BrainPOP

Silva Method | Empower Yourself with a Live Event

The Dailey Method – Official Site

Mindset External links:

The Mindset List | Beloit College

The latest case of pols’ entitled mindset | New York Post

MindsetWorks | Growth Mindset | Growth Mindset Programs

Project management External links:

LearnSmart IT & Project Management Online Training …

Project manager External links:

Condo Project Manager (CPM) – Fannie Mae

Phoenix Project Manager – CPM Project Scheduling

HealthMEDX Project Manager Logon

Project stakeholders External links:

How to Communicate With Project Stakeholders: 5 Steps

Rapid application development External links:

What’s a rapid application development model? – Quora

Best Rapid Application Development (RAD) Software in …

Pega 7 Platform: Rapid Application Development | Pega

Schedule External links:

New York Knicks – Schedule

Major League Baseball Schedule |

NFL 2017 Regular Season Week 16 Schedule –

Software External links:

Insite Software – Concur

InSite SiteWork Excavation Software Overview

Insite Software | Built for B2B™

Stakeholder External links:

Quorum | Stakeholder Engagement, Grassroots …

Hazard Mitigation Stakeholder Workshop |

Stakeholder Engagement | U.S. Customs and Border Protection

Time limit External links:

Time Limit (1957) – IMDb