Edit: The first question was a. What framework is being used to deliver MoveNow? b. Explain the significance of the 4-hour timebox meeting. In the framework what is this meeting called and why is it that length? So I do not know the framework used either :(

d. Explain the cards, what phases (lifecycle) they go through, what are the names of the phases in the framework? e. Using the names of the roles in the framework explain who is filling what roles mentioned in the case study?

Case Study 3 - WAC Wagga Wagga Alliance Consulting is a consulting company located in Wagga Wagga, New South Wales. They specialize in tools for analysing stock rotation in warehouses. They were founded in 2001 and have had local success since the beginning. Their primary product is called MoveNow, it is a tool based on a physical board with different cards which represented various stock rotation requirements. An opportunity has been recognised to expand their market by making their product into software solution. WAC have the product knowledge but no IT experience, so it was decided to set up a project to build the digital version of MoveNow. First WAC hired a Project manager, Janine. With her advise they hired a group of 6 developers with a mix of skills. The company's top salesman, Alan was picked to work on the project as he has been selling & integrating MoveNow into local companies since its inception. Janine set up a meeting. First Alan walked the team through MoveNow. They then spent some time writing on cards all the features MoveNow 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 Alan working out if each feature was necessary or just desired for the product to work. The next day Janine took the effort votes from the cards & calculated out how long the project may take. She went to the owners of WAC & 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 Janine 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 Alan 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. Janine 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 Janine set up a meeting with the whole team & the owners of WAC. The developers went through and demonstrated the work they had done that fortnight. The owners were happy with the results & said they could not wait for next fortnights results. Straight after the meeting with the owners Janine 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