Project Management

Project Management

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

Kendra Hua had worked for six years as a software engineer in the IT department at Point 2 Point (P2P), a large freight moving company. She liked her job and the people she worked with. While she did some maintenance work, she worked primarily on projects, usually full time. Her work covered a wide range of projects including system upgrades, inventory control, GPS tracking, billing, and customer databases. These projects were typically able to meet project requirements but were consistently late. Within the IT department it was common practice for a betting pool to emerge regarding completion dates. The rule of thumb was to take the original schedule and multiply it by 1.5 and start guessing from then on.

Part B

1. How would you assess P2P effort at introducing Scrum?
2. What challenges does an organization face when adopting an Agile approach like Scrum?
3. What could P2P have done to enhance success?

Prem opened the retrospective by saying he had gotten a call from his boss and she was not happy with the progress. Prem said that he and the team were under the gun to get back on track. The list of things that went well during the second sprint was short and when it came time to discuss improvements there was an awkward silence. Kendra spoke up and began by saying she had gone back and reviewed the Scrum book. She went on to say that she thought the whole idea behind Scrum was that the team was to work to solve their own problems and it wasn’t Prem’s role to play task master. A couple of other team members murmured agreement. Prem became defensive and said if he had not intervened it would have taken days for the team to solve the problem.


Part A

1. The case is basically a tale of two...

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