Explain and expound on these points :

2. How would you assess P2P's effort at introducing Scrum?
4. What challenges does an organization face when adopting an agile approach like Scrum?
6. What could P2P have done to enhance success?
8. Identify the core agile project management principles P2P used in managing this project. How would the project have been handled differently if traditional project management principles had been utilized instead? Using the information below:
10. 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.

Another member said he thought it was a mistake allowing Isaac to change the sprint commitments. Prem agreed that in principle that was true but said sometimes you have to bend the rules to do what is right. He admonished the team by saying that they had to practice being more agile. The retrospective ended with few specific recommendations other than that in order to get back on track, Prem felt he would have to get even more involved in the execution of the project.

The subsequent sprint 3 planning meeting was more of a formality. Isaac updated the product backlog with revised priorities, and Prem signed off for the team as to what they would commit to. There was little interaction between the team and Isaac except seeking clarification on performance requirements for specific features.

The team met under Prem's leadership for their daily Scrums. Sometimes the Scrums went beyond the normal 15 minutes as Prem reviewed progress and described in detail what needed to be done that day. Isaac showed up occasionally, changed priorities, reviewed work, and answered questions. Kendra worked hard on her assignments and often received praise from Prem for work well done.

One evening when the team got together for a few beers and sushi, one of the team members pulled out a spreadsheet and asked who wanted to make the first bet on when they thought the project would be done.

After several sprints, Isaac finally signed off on the last feature and declared the project completed. A collective "yahoo" sprang from the team. After the meeting Kendra went around collecting money from each of her teammatesshe had predicted that the project would take 12 weeks longer than planned.