MEC713 Assginment 2
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School
Toronto Metropolitan University *
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Course
713
Subject
Information Systems
Date
Feb 20, 2024
Type
Pages
2
Uploaded by SuperHumanGorilla2009
Part A:
1.
What do the results of the survey suggest about the applicability of APM beyond
software development? (20 points)
The
results
of
the
survey
suggest
that
Agile
Project
Management
(APM)
has
applicability beyond just software development. While the survey primarily focuses on
software development, the findings indicate that APM principles and practices can be
valuable in various industries and organizations. As for the benefits of APM, managing
challenging priorities, increased team productivity, and improved product visibility are
applicable to other sectors of the companies. These methods increase the focus on
completing
objectives
and
increase
time
management
which
increases
work
productivity, team morale and collaboration. APM is flexible and is applicable to
organizations in all types of industries as it emphasizes flexibility and customer
centricity during execution to ensure end user satisfaction.
2.
What is your reaction to the tips offered to help ensure APM initiatives are
successful? (20 points)
The tips provided in the survey follow the rules of APM, however, it leaves out some
important points. APM initiatives should undergo feedback after each iteration and
subject to change to allow for optimal project completion. THe tip for implementing
consistent processes and practices contradicts the principles of APM as it encourages
change as welcome or expected. APM is an approach that should stay flexible as
possible to maximize project success.
Part B:
3.
Do long project durations in other industries also lead to conflicts and project
problems? (20 points)
Yes, long project durations are detrimental to project teams and organizations as they
bring a lot of stress due to the amount of hours needed to complete the project. Longer
projects tend to have more risk attached to them as the longer a project is elapsed, the
costs may be higher or lower than the projected value. Moreover, long project durations
increases the chances of organizational conflicts such as shifts in management structure,
to other new important projects appearing or new change requests from stakeholders.
4.
Was the difficulty in this situation due to the upset ABN Amro employees, or
were there more serious project planning problems? (20 points)
The Belgian bank Fortis was too occupied with the acquisition of Dutch Bank ABN
Amro rather than their own projects which ultimately led to them going bankrupt.
Fortis' time goal of 3-4 years to integrate ABN was the leading reason why the project
1
failed. They neglected the fact that the longer a project is, the higher the chances of
conflicts, whether internal or external. Moreover, there were alot of ABN pushbacks
during information sharing during the integration process so blame also falls on their
part. Some potential resolutions are that if Fortis had managed to negotiate better with
ABN, or tightened their approach during the integration process, it would have been
favorable for Fortis.
5.
Do you agree with the “solution” exemplified by BNP? Might there be some
compromise plan? (20 points)
I agree with the solution that BNP provided compared to Fortis’ approach. Fortis
declaring bankruptcy meant that all the Fortis employees were concerned about keeping
their jobs. BNP did a good job by making sure that former Fortis employees kept their
jobs, though some early implementations should have been done to boost employee
morale. BNP’s time goal of 18 months was much shorter than 3-4 years which reduced
the costs and mitigated the potential conflicts that might have happened if the project
length was increased. In the end, BNP successfully integrated the new bank into their
system, which eased any former Fortis employees as they were able to return to normal
operations.
2
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