Case Analysis for my project management class$-$read and answer questions underneath in not less than $3$ pages excluding the reference page. More instructions underneath. Use $16$ stepss for case analysis.

NorthStar is a software consulting company with an excellent reputation for new product

development. NorthStar started up more than two decades ago. The company created

an IT project management methodology, also referred to as a life$-$cycle systems

development methodology, centered around the PMBOK$$ Guide. During competitive

bidding activities, NorthStar promoted in its proposal that $$how it delivered the

results$$ was just as important as $$what it delivered.$$

NorthStar established a PMO to continuously look for ways to improve its delivery

system. Initially, the PMO asked all project teams at the end of each project to provide

to the PMO all the best practices and lessons learned discovered. Unfortunately, some

of the projects that were more than a year or two in duration had resources reassigned

during the life cycle of the project, and many of the lessons learned and best practices

were lost. The PMO then changed the policy and asked project teams to provide the

PMO with the information at the end of each life$-$cycle phase, thus getting continuous

improvement efforts implemented more quickly.

Attached to the PMO was an informal committee made up of functional employees

who were knowledgeable in project management. The informal committee members

reported solid to their functional managers but dotted to the PMO. The committee evaluated

all lessons learned, both good and bad, to validate their importance as best practices

and their applicability to a multitude of projects. Many of the best practices that

were finally accepted were placed into the PMO$$s best practices library to be shared

with the rest of the company. Almost all of the best practices were continuous improvements

to the company$$s project management methodology.

Utilizing an IT methodology that followed the PMBOK$$ Guide was important to

NorthStar because most of the company$$s clients used the PMBOK$$ Guide and considered

it the project management standard. With advances in agile and Scrum applications

to IT projects, NorthStar began updating its project management approach.

The company changed from a rather inflexible project management methodology to

a flexible methodology or framework that could be customized to each client$$s needs.

NorthStar also eliminated many of the traditional PMBOK$$ Guide processes and activities

that were not part of the agile or Scrum approach.

Although converting from a traditional or $$waterfall$$ project management approach

to agile and Scrum seemed like a promising idea, it brought with it some headaches

when dealing with clients that were unfamiliar with agile and Scrum. NorthStar had to

prepare for issues that required demonstrating its project management maturity.

$$Questions

$1.$ If a client were to ask NorthStar how mature the company was in project management,

how should NorthStar respond if we assume there are no PMMMs in the

marketplace that focus solely on agile and Scrum?

$2.$ If a client were to ask NorthStar to show its level of project management maturity

using a traditional PMMM$,$ how should NorthStar respond?

$3.$ Let$$s assume several PMMMs are available specifically for agile and Scrum

approaches. Should NorthStar use one of those models, knowing the clients will

want to see the reports?