The Project Manager's Guide To Mastering Agile Principles And Practices For An Adaptive Approach 2nd Edition Charles G. Cobb - Solutions

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1. Specificationa. What requirements exist in this documentation? (Find as many as you think there are, provide rationale why it is a requirement.)b. What assumptions exist?c. Identify information gapsd. Are there any deliverables described? (Please list as many deliverables as you think there are
3.1. Develop a QFD matrix for a household or personal item or product you use. Think of the possible customer and design requirements for this item. Complete the following:a. The top level for the house of quality matrix for the item/product, including the interactions(the hat on top of the house)
3. Give examples of patent wars in the electronics/communications industry. Why are they happening more frequently today?
2. Show examples of a product feature offering through the Kano diagram methodology. Can you trace chronologically when the technology came in and through the luxury models and then into all economy cars? For example, features in the auto industry such as:a. Anti-lock braking (ABS)b. Rear backup
1. Benchmarking. Give a definition and examples of a world-class company’s performance in service, product features, or technology that other companies would aspire to, such as Motorola Six Sigma.
2.3. You have been asked to consult to an oil industry services company that specializes in horizontal-drilling techniques used in fracking for oil and gas. The technology uses sensors in the drill bit to send back status (temperature and pressure) and GPS information back to the surface using
2.2. Compare and contrast the different types of industries and how difficult it is to enter the market at different phases in the product process continuum (evolutionary, platform, or revolutionary). List the different phases of technology adoption over time in these industries. Mention disruptive
2.1. Write a generalized view by selecting a product from personal experience or a company that you admire or work for. Analyze the product position in the product process continuum (evolutionary, platform, or revolutionary) and the project management type (silo, liaison, matrix, or self-directed
3. Give examples of price/performance strategies for companies now and in the past and which path they followed (same performance less prices; same price more performance). What strategy would you recommend for the company(ies) you chose. What are the benefits and concerns?
2. Think of thresholds that these products had to pass through on each stage.
1. List the product lifecycle major stages and give examples of products that are commonly used today for each of the different stages (start-up, growth, maturity, and commodity) now and in the past.
1.4. Compare and contrast the different constraints and concerns for the PM in DTM or DTC projects. Mention at least three concerns. Show how these two types of projects differ in the following areas:a. Priority of the different types of concernsb. Project risks and where in the project lifecycle
1.3. Write a generalized view of engineering project cycle times, new model introduction speed, and the increasing globalization of design and manufacturing resources. Discuss the topics of metrics and how they could be used in measuring the technical performance of engineers, managers, and
1.2. Compare and contrast the different tools mentioned in Chap. 1. Please limit yourself to a maximum of three issues or one paragraph for each of the three answers:a. DFM: BDI versus GE/Hitachib. DoE: Classical DoE versus the Taguchi methodc. Design quality: Cp (using the Motorola definition)
1.1. Write a generalized view of the evolution of concurrent engineering and product design, in terms of increasing product performance, reducing cost through DFM/DFA/ESI or increasing quality and variability reduction through DoE and Six Sigma. Give an example of products from your own personal
6. Discuss the major difference in the PM role is DTM or DTC. List at least three issues based on that difference.
5. How would the impact of not meeting these concerns of the PM change in priority if the project were being developed in the following industries? Please provide the reasons for your selection:a. A high-technology smartphone manufacturerb. A commercial airplane manufacturerc. A regulated
4. List the major concerns of the PM. How would you rank the impact of not meeting these concerns on the project lifecycle of hightechnology new products?
3. According to the example of taking the defect rate and translating it into a Cpk (assuming that the specification limits are two sided and the process average μ = design nominal N), what is the equivalent Cpk for a defect rate of five units per 1000 tested? Some of the participants can try
2. If your company policy decided on a Cp = 1.33 design, what are the specification limits going to be equal to in terms of number of σ?And what is the expected defect rate? Some of the participants can try their own numbers such as Cp = 1.67, Cp = 1, etc.
1. If you followed Taguchi’s principles, and you wanted to investigate a design with five factors at two levels, how many experiments do you need? How many would you need if you used five factors at two levels in classical statistics with full factorial experiments?Some of the participants can
1. What are some examples of situations in your own work or personal life that you could apply Agile principles to?2. What would be the benefits?3. What would be the difficulties to overcome?
1. Is the Agile approach described here a good fit for Tesla? Why or why not?2. What are the strengths and weaknesses of this approach?3. Would the same approach work at another automotive company like Ford?
1. What would be the difficulty of getting this approach to work with a government contract?2. How would you do it? What would be the most critical success factor?
2. How would you overcome the risk? The complexity of the QA testing effort at HPHC, with as many as 30–40 applications or functional components going into the production environment at the same time, was significant and required a great deal of thought and planning. HPHC needed a new way of
1. What do you think is the biggest risk in this kind of project? The complexity of the QA testing effort at HPHC, with as many as 30–40 applications or functional components going into the production environment at the same time, was significant and required a great deal of thought and planning.
2. What are the strengths and weaknesses of the Valpak approach?
1. Why did the Scaled Agile Framework provide value to Valpak over a standard Scrum approach?
2. How would you go about preventing such a failure? Company C is a company with a small IT organization that has been in the primary mode of supporting existing legacy applications. The company has not had to develop a major new application for a number of years.◾◾ The existing legacy
1. What do you think is the most likely problem that would cause an Agile approach to fail? Company C is a company with a small IT organization that has been in the primary mode of supporting existing legacy applications. The company has not had to develop a major new application for a number of
1. What is the project communications approach? How is it different from a typical Waterfall project?
1. What is the project management approach? How are the different levels of the project integrated into an overall project management approach?
1. How is project scheduling handled both upfront prior to the start of the project and as the project is in progress?
1. How does the general requirements management process work? How far in advance are requirements planned?2. How would you handle a situation where the requirements are very uncertain?3. What happens if requirements change as the project is in progress?
1. What are the key differences of the Managed Agile Development framework from a typical Waterfall approach?2. What value do they provide?
2. What are the benefits of the Managed Agile Development framework from an Agile perspective?
1. What are the benefits of the Managed Agile Development framework from a plan-driven perspective?
2. What are the layers in the Managed Agile Development framework and how are they interrelated?
1. How would you go about adjusting the Managed Agile Development approach to tailor it to provide either more or less planning and control?
4. How are the Disciplined Agile guidelines different from guidelines that might be used for an Agile/Scrum project? Why are they different
3. Which of the Disciplined Agile promises do you think would be most important? Why?
2. What do you think is the most important of the Disciplined Agile principles? Which principle would be most difficult to follow?
1. How are the Disciplined Agile principles different from standard Agile principles? Why are they different?
1. How are the roles in Disciplined Agile different from a standard Scrum project? Why are they different?
3. In general, what is the difference between the Agile variant and a Lean variant of a life cycle?
2. How would you go about choosing a particular Disciplined Agile life cycle for a project?
1. Why do you think that Disciplined Agile supports multiple life cycles? Does that make sense?
1. What is the impact of not having some of the defined SAFe artifacts and capabilities? Why are they important?
1. Do the Lean Agile Principles in SAFe go beyond the principles in the Agile Manifesto? How do they compare to other Agile approaches? Are there any SAFe principles that would not be applicable to any other Agile development process?
1. Why is a different mindset needed for implementing SAFe? How is it different from other Agile development approaches? What’s the likely impact of not having the right mindset?
2. What’s different about SAFe Core Values as compared to other Agile development approaches?
1. What do you think is the most important core value in a SAFe implementation? Why?
3. How does SAFe go beyond a typical development process? Why is that important at an enterprise level?
2. Why is an appropriate corporate culture important to SAFe? What is the likely impact of not having a well-aligned culture?
1. How is a SAFe team-level capability similar to Scrum? How does it go beyond Scrum?
1. Why would a Project Governance model be needed at an enterprise level? What functions would it serve?
4. What do you think are the three most critical factors in a change management initiative? Why?
3. How would you go about adapting an Agile approach to a company that has an existing management structure built around a traditional PMO and a plan-driven approach to project management?
2. If you sense that there is some resistance at the enterprise level to implementing an Agile transformation, how would you deal with that resistance?
1. What do you think is the most important factor in developing a successful Agile transformation?Why?
2. Discuss how the concept of value disciplines might apply to some of the companies that you’ve been associated with. Did the company have a clear idea of what its primary value discipline was?Was it implemented consistently? What were some of the difficulties?
1. Why are corporate culture and values so important to successfully implementing an Agile project management approach?
2. What are the potential solutions?
1. What is the potential impact of having a misalignment of different levels of management in an Agile implementation?
1. Why is it more difficult to implement an Agile development approach in a company that has a project-oriented business model? How would you go about resolving this difficulty?
2. What do you think are the major limitations of all of these approaches and why do you think an enterprise-level framework might be needed?
1. What are the limitations of a Scrum-of-Scrums approach?
2. What is the Lean Startup approach? What value does it provide? Where would it be most useful?
1. How is the role of a Project Management Office (PMO) different in an Agile environment?
1. What are some of the most important implementation considerations to consider in implementing an Agile approach at an enterprise level? Why?
2. What do you think is the most important obstacle to overcome in implementing an enterprise-level Agile transformation? Why?
1. What do you think is the most significant difference in principles and values that you will encounter in a typical enterprise-level Agile project? Why?
2. In developing an enterprise-level Agile Project Management strategy, what would be the most important differences in practices to consider? Why?
1. What are some of the most important differences in how Agile practices might need to be implemented at an enterprise level? Why?
2. What functions of a Scrum Master’s role are most similar to a project management role?
1. Is the Scrum Master’s role the most similar Agile role to that of a Project Manager? Why or why not?
4. How does the Product Owner’s responsibility for review and approval of results compare to a typical Project Manager?
3. How does the Product Owner’s financial responsibility differ from that of a typical Project Manager?
2. Is the Product Owner’s role more like a Product Manager’s role or a Project Manager’s role? Why?
1. Whose role has the greatest level of responsibility: a Product Owner or a Project Manager? Why?How do the roles compare?
3. What are some of the pros and cons for giving this additional responsibility to Developers?
2. What additional responsibilities are Developers expected to take on that might normally be done by a Project Manager?
1. How is the role of a Developer different in an Agile environment?
1. What are the major factors that call for a different approach to project management in an Agile project? What’s different about a distributed approach to project management and why is it necessary?
2. How do you go about developing a risk-sharing approach in a contract that is a win-win for both the customer and the supplier?
1. A customer insists on a firm, fixed-price delivery contract. Is it possible to use an Agile contracting approach in this situation? If so, how would it work?
2. What’s different about stakeholder management in an Agile environment?
1. Is stakeholder management in an Agile environment more or less important than in a classical plan-driven environment? Why or why not?
3. How would you determine if it would be useful to use a Project Charter or not?
2. How is it different than how a Project Charter is used in a classical plan-driven project?
1. What role would a Project Charter play in an Agile project?
2. How would functional decomposition be used in a typical Agile project?
1. What is the benefit of using functional decomposition in an Agile project?
2. What items do you think would be reasonable to include in an Exploratory 360 Assessment?
1. What is the purpose of an Exploratory 360 Assessment and how would it be used in a typical project?
3. What are some characteristics of a good product/project roadmap?
1. What are the key elements of a Product/Project Roadmap?2. What benefits does it provide?
3. What are some characteristics of a good product/project vision?
1. What is the role of a product/project vision in an Agile project?2. What benefits does it provide?
3. Can you give an example of how that principle might be applied in a typical project?

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The Project Manager's Guide To Mastering Agile Principles And Practices For An Adaptive Approach 2nd Edition Charles G. Cobb - Solutions

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