Module_8_Project_Konnor_King
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University of South Dakota *
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569
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Industrial Engineering
Date
Dec 6, 2023
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Uploaded by konnorking1234
Project Management – GE569
Fall 2023
Dr. W. Loendorf, instructor
Konnor J. King
7342058
Module 8
Due Date: October 14th, 2023
Current Date: October 10th, 2023
Submitted as partial fulfillment for the degree of
Master of Engineering
South Dakota State University
Summary
TransCanada faced the challenge of integrating 21,000 miles of American Natural
Resources Co.'s natural gas pipelines with their Canadian system within two years. The project
team consisted of 14 engineers and one software manager, each with their sub-teams. The couple
moved towards an Agile management process to respond to constant changes. They used tools
like daily sub-team stand-ups and weekly meetings to keep the project moving and adapt to
continuous changes. The project manager created a high-level list of tasks and regularly updated
the hours left to complete each task. This constant communication helped the sub-teams focus on
results while being aware of potential changes. Agile is best for organizations in dynamic,
turbulent environments but not ideal for projects with standard processes or inexperienced
workers.
Questions
a.
In an Agile project, the client or a representative of the client is a member of the team.
Why was that not done here?
Since it is an old project and Agile implementation needs to be done correctly, the client was
not considered a team member. In this case, the client is not included in the team, but in the Agile
team, client participation is essential, and the client should be considered as a team member so
that he can also give his input. With the inputs, the service provider makes changes accordingly
in the services. It saves a lot of money for the client and the service provider.
b. What aspects of Agile (APM) were and were not used here?
Only stand-up calls were included in the project, which is responsible for updating each other
and solving the blockages in a team. Other APMs, like retrospective meetings, review meetings,
and estimation meetings, can be used. Jira implementation can also be done to ensure your
completion of work within a fixed time.
c. What might be some problems with using Agile for a standard project, or one with
standard processes?
Using Agile in a standard project will be difficult because Agile is all about making changes
quickly by consulting clients in between the process of providing service. Standard projects
always have employees with routine tasks, and once agile comes into the project, they must be
very flexible to accept the new changes within the team, and change can be challenging.
Summary
VersionOne, an enterprise software development company, has conducted an annual
survey for the last ten years to understand Agile Project Management (APM) usage and trends in
software development. The survey, which included 3880 completed surveys, revealed that the top
two reasons for adopting APM were accelerating product delivery (62% of respondents) and
enhancing the ability to manage changing priorities (56%). Other reasons included increasing
productivity (55%), improving software quality (47%), and enhancing delivery predictability
(44%). The survey also revealed that APM is helping organizations achieve these goals, with the
top three benefits being the ability to manage changing priorities (87%), increased team
productivity (85%), and improved product visibility (84%). The survey also revealed that the top
three ways organizations accessed success with APM were on-time delivery (58%), product
quality (48%), and customer satisfaction (46%). However, APM is not a panacea for all
traditional project management approaches, and the leading reasons for Agile project failures
include company culture not aligned with Agile values (46%), lack of experience with APM
(41%), and lack of management support (38%).
Questions
a.
What do the results of the survey suggest about the applicability of APM beyond software
development?
The survey results suggest that APM applies to various industries beyond software
development. This is likely because APM can help organizations accelerate product delivery,
enhance the ability to manage changing priorities, and increase productivity. APM can help
organizations in any industry to accelerate product delivery by providing a framework for
managing change and increasing transparency. Additionally, the ability of APM to help
organizations manage changing priorities can be beneficial in industries where there is a need to
respond rapidly to changes in the market or environment. Finally, the increased productivity that
can result from APM can be beneficial in industries where there is a need to improve efficiency
and optimize resources.
b. What is your reaction to the tips offered to help ensure APM initiatives are successful?
The tips offered are sensible and should help ensure the success of APM initiatives. I
particularly agree with the need for consistent processes and practices, using a standard tool
across teams, and involving agile consultants and trainers. Executive sponsorship is also essential
to help ensure the success of APM initiatives. I believe it is necessary to have consistent
processes and practices to help ensure APM initiatives' success. Having a standard tool that
teams can use will also ensure that everyone is on the same page and working towards the same
goal. The involvement of agile consultants and trainers can ensure that teams are adequately
trained and prepared to implement APM successfully. Finally, executive sponsorship can help to
ensure that the initiative has the necessary support from upper management.
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