CIS3002: Agile Methods - ManFace - WHP - Management Assignment Help

Assignment Task:

Appendix 1 - Questions 

Research and answer the following questions 

1. Refer to the case study in the textbook (page 53 or appendix 2), using your knowledge of Agile suggest tools that could potentially be used to keep this project from resulting in failure. Support your argument with references to statistics from the chaos report. (available in the course readings section of study desk) 

2. In the Scrum guide it recommends an ideal team size. There are numerous studies on project failure that sight communication as a primary factor. Explain the link between these two statements supporting your argument with references to Agile visionaries, communication theory & social psychology. 

3. In 2016 Scrum Values were added to the Scrum guide, almost 20 years after Scrum was introduced. Speculate on the reasoning as to why they were added. Research and comment on if they have found widespread adoption. 

4. In the assessment 1 resource section, you will find a document called “Agile PM Resource card -Retrospective" using this as a template develop 2 more retrospective cards for different ways of running a retrospective meeting. 

5. From the perspective of the project manager what are the difficulties you see with what Ron Jefferies is saying? What is the one metric or combination of metrics you think should be the most important and why? 

6. Read the ManFace case study (Appendix 2) then answer these questions: 

a. What PM framework do you think should be used, justify your answer with Cynefin.

b. With the PM framework you suggest what challenges do you see occurring during the project lifecycle? Explain what tools from the framework you would use to mitigate these challenges. 

7. Using 3 actors with different perspectives write 3 fully developed user stories that highlight how differing perspectives can alter the project outcome of building a bus stop shelter. (refer to module 6.1.0 For an explanation of a User Story, Perspective of the Actor, Acceptance criteria & INVEST) 

8. Read the WHP case study (Appendix 2) then answer these questions: 

a. What framework is being used to deliver WhatIf?

b. Explain the significance of the 4 hour timebox meeting. What meeting is this and why is it that length? 

c. Explain the rest of the meetings, what is their names in the framework?

d. Explain the cards, what phases they go through, what are the names of the phases in the framework? 

e. Explain the roles in the project, what are their names in the framework? 

Appendix 2 - Case Studies 

Case Study 1 – From Textbook Learning Agile Imagine you’re on a team building the very first handheld ebook reader. The hardware team delivered a prototype device that has a USB port that you can load ebooks into, and a little keyboard that lets you interact with it. It’s up to you and your team to build the software that will display ebooks to the user. Unfortunately, your company has a long history of building software using a particularly ineffective, “big requirements up front” waterfall process. So the first thing that your project manager does is to call a giant meeting with everyone she can find. Your whole team spends the next few weeks in a room with, at various times, the senior managers of your company, a representative from a friendly publisher who wants to publish ebooks that your reader can display, a senior salesperson from an online retailer hoping to sell those books, and any other stakeholder that your project manager can dig up and get to come to a meeting. After days of intense meetings and heavy debate, your business analysts were able to piece together a large specification with requirements from all of the different stakeholders who were consulted. It was a lot of work, but now you have a spec that everyone thinks is great. There are extensive features for the user that would make it the most advanced handheld reader software available. It includes features to capture marketing statistics for publishers, it provides an entire Internet storefront to make it easy to buy books, and it even has an innovative feature for authors to preview and edit their books as they write them, streamlining the publishing process. This would be truly revolutionary software. After you sit down with the rest of your team to estimate, you’ve come up with a schedule of 15 months. It seems like a long time, but everyone is excited, and you’re confident that you and your team can deliver. 

Case Study 2 - ManFace ManFace is a small software company located in Tromsø, Norway. They specialize in online facility management systems (FMS). FMS are used for managing, operating and maintaining buildings and properties. ManFace was founded in 2006. They have nine employees in Norway and six employees in Sri-Lanka. ManFace’s main product is called Facelite, customers range from small to large organizations in both private and governmental sectors. Their main solution, Facelite, was launched in 2009 as a web based FMS solution. In 2012 they realized that mobile support was less than optimal. In February 2013, ManFace decided to set up a software shop in Sri-Lanka. A four-man team was formed. The goal was to enhance the existing solution with mobile apps for Android. A project manager (PM) and a Business Analyst have been engaged, they are located in Tromsø and the rest of the team will remain in Sri-Lanka. The business requirements will be collected from the employees in Tromsø as well as major customers of the program. It has been decided that the development team will commence work before all the requirements have been gathered. Meaning the end solution has not been defined yet. A delivery date has been set at 4 months from now & a budget approved. Management agree that they need a flexible approach for planning and implementing it with low governance overhead. 

Case Study 3 – WHP WHP is a consulting company located in Hull, England. They specialize in tools for analysing risks in organizations. They were founded in 1997 and have had local success since the beginning. Their primary product is called WhatIf, it is a tool based on a physical board with different cards which represented various types of risk. An opportunity has been recognised to expand their market by making their product into software solution. WHP have the product knowledge but no IT experience so it was decided to set up a project to build the digital version of WhatIf. First WHP hired a Project manager, Wendy. With her advise they hired a group of 6 developers with a mix of skills. The company’s top salesman, Derek was picked to work on the project as he has been selling & integrating WhatIf into local companies since its inception. Wendy set up a workshop. First Derek walked the team through WhatIf. They then spent some time writing on cards all the features WhatIf has. The developers discussed & decided on a platform & a language they would write the application in. The whole group then walked through the cards they had written discussing & voting on the level of effort each card should take. The developers then discussed each card with Derek working out if each feature was necessary or just desired for the product to work. The next day Wendy took the effort votes from the cards & calculated out how long the project may take. She went to the owners of WHP & explained what the team had done, how long the project should take & the cost based on that time frame. The Owners approved the project to go ahead. Armed with the good news Wendy set up a 4 hour meeting with the whole team. They chose the first cards they thought they could achieve in two weeks, the development team asked Derek questions about the cards & then listed a set of tasks to be done on each card and a set of tests to be done on each card. Wendy set up a daily meeting where each person in the development team explained what they had been up to the day before & what they intended to do that day. At the end of two weeks Wendy set up a meeting with the whole team & the owners. The developers went through the work they had done that fortnight. The owners were happy with the results & said they couldn’t wait for next fortnights results. Straight after the meeting with the owners Wendy got the whole team to discuss how they had worked together for the last two weeks & if there was anything that should be done differently. The next day the cycle started again with the whole team met for a 4 hour meeting to discuss what was next to build. 

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