After Reading Case Study 151 PDF Page 608 Text Book Page 586 ✓ Solved

After Reading Case Study 151pdf Page 608text Book Page586 Answer P

After reading case study 15.1 (PDF page 608 / text book page 586), answer Part A and Part B questions. The answers should be strictly in own words, strictly no plagiarism and APA format must.

Part A: How well is Scrum working? What are the issues confronting the Big Foot project? Assume you are Kendra. What would you want to say at the retrospective? How would you say it? What improvements or changes need to be made?

The Scrum implementation within the Big Foot project has yielded mixed results. While Scrum has facilitated increased transparency and collaboration among team members, several challenges have impeded its full effectiveness. The team struggles with unclear user stories, inconsistent prioritization, and varying maturity levels among team members regarding Agile practices. As Kendra, I recognize the importance of addressing these issues candidly during the retrospective session.

At the retrospective, I would openly acknowledge the progress made while highlighting specific areas requiring improvement. I would say, "While we've made significant strides in our collaboration and transparency, we've encountered difficulties with well-defined user stories and consistent backlog grooming. Our sprint planning sessions sometimes lack clarity, leading to scope creep and missed deadlines. To enhance our effectiveness, we need to ensure clearer definitions of user stories, regular backlog refinement, and improved communication among team members."

To resolve these issues, I recommend implementing structured backlog grooming sessions, providing Agile training to team members unfamiliar with Scrum practices, and establishing more disciplined sprint planning meetings. Emphasizing continuous improvement and fostering an environment where team members feel comfortable voicing concerns will be crucial. Additionally, aligning the project goals with stakeholder expectations and maintaining real-time communication channels could help reduce misunderstandings and improve sprint outcomes.

Part B: How would you assess P2P's effort at introducing Scrum? What challenges does an organization face when adopting an Agile approach like Scrum? What could P2P have done to enhance success?

P2P’s efforts to introduce Scrum appear to be well-intentioned but faced several organizational hurdles. They demonstrated a willingness to adopt Agile principles; however, their implementation lacked full organizational alignment, which is critical for success. Challenges faced by P2P included resistance to change among staff, insufficient training and coaching, and difficulty in shifting from traditional command-and-control structures to collaborative, self-organizing teams.

Organizations adopting Scrum typically encounter obstacles such as cultural resistance, lack of management support, inadequate understanding of Agile roles, and improper scaling of Scrum practices beyond small teams. These challenges can impede the realization of Scrum’s full benefits, including increased adaptability and faster delivery cycles. For P2P, these issues likely resulted in partial adoption, inconsistent practices, and limited team engagement.

To enhance their success, P2P could have focused on comprehensive Agile transformation strategies. This includes investing in extensive training for all stakeholders, appointing experienced Agile coaches, and fostering a cultural shift that embraces continuous improvement and openness to change. Clear communication of the benefits and long-term vision of Scrum could also motivate greater organizational buy-in. Moreover, integrating feedback loops and systematically addressing impediments could facilitate smoother adoption and more sustainable Agile practices.

References

• Schwaber, K., & Sutherland, J. (2020). The Scrum Guide. Scrum.org.
• Highsmith, J. (2019). Adaptive Leadership and Agile Teamwork. Addison-Wesley.
• Agile Alliance. (2022). The Agile Manifesto. https://www.agilemanifesto.org/
• Schwaber, K. (2017). The Product Owner Role. Scrum.org.
• Conforto, E., Salum, F., Amaral, D. C., da Silva, S. L., & de Almeida, L. F. M. (2016). Can Agile Project Management Be Adopted by Industries Other Than Software Development? Project Management Journal, 47(3), 21-34.
• Rigby, D. K., Sutherland, J., & Takeuchi, H. (2016). Embracing Agile. Harvard Business Review, 94(5), 40-50.
• Denning, S. (2018). The Age of Agile. AMACOM.
• Denning, S. (2016). The Agile Enterprise. Strategy & Leadership, 44(4), 3-10.
• Gartner. (2021). Overcoming Challenges to Agile Adoption. Gartner Research.
• VersionOne. (2020). State of Agile Report. VersionOne Inc.