You would think that it would be simple to execute a simple project to achieve a simple goal. Despite what you may have heard, you are right. In a perfect world, every single project would finish two weeks ahead of schedule, without any hiccups along the way. In a perfect world, every project would run comfortably under budget, allowing the team to go to a trendy steak restaurant to celebrate. And in a perfect world, the customer would always happily jump to sing the praises of the team that made it possible. This is not a perfect world. In the world we live in, problems happen. Requirements change without notice. The deadline appears to be closer than usual. The customer suddenly changes his mind and decides he wants something completely different. Projects are thrown into chaos due to employee turnover, lack of quality of life, and a turbulent environment surrounding the project. Traditional project management is not at all suitable for projects of such chaotic nature. Traditional project management is by its nature very formulaic: the client tells the project manager what they want, when they want it and how much they are willing to pay for it. The processes involved are all well established, without any new experimental technology. And the customer knows exactly what they want: nothing like changing your mind halfway. (DeCarlo)Chaotic projects require a new and different approach. This approach is known as Extreme Project Management (EPM). TPM is about certainties, EPM is about the unknown. There is nothing slow and orderly about an extreme project: speed and innovation are necessary for success, and things are messy and unpredictable. As cliché as it is, anything can really happen. (DeCarlo)A tradition...... middle of paper......cannot be controlled. Increase your team members' sense of security by loosening project controls. As described above, one of the hallmarks of extreme project methodology is self-management. The “project manager” is actually more of a figurehead and mentor, and it's up to the team members to manage themselves. Since there is no central project management authority, members are responsible for carrying out their management responsibilities and indirectly contributing to the management of the project. Going from traditional project management to extreme project management is not easy. On the other hand, extreme project management is not easy. If you have the responsibility of leading an extreme project, you should test yourself first, to see if you are up for the challenge. It is impossible to define an extreme project methodology through conventional means, so don't try.