EXECUTION STRATEGY FOR A REORGANIZING PROJECT AT A GOVERNMENTAL CULTURE AGENCY BACKGROUND Political authorities have decided governmental organizations need to be more efficient and that the taxpayers$$ money should be audited as being well spent. The Agency for Cultural Promotion is no exception. More specifically, they are told by the Ministry of Culture to find a better way of organizing their work. T he Agency for Cultural Promotion $($ACP$)$ is a governmental operator implementing governmental cultural policy, coordinating strategies for subunits in cultural sectors$,$ financed by the state. The National Art Exhibition and the National Museum of Art and Design are examples of the dozen or so subunits. ACP consists of about $100$ employees and four departments and is located in the capital. REORGANIZING AS A PROJECT Reorganizing of the agency will start soon. The new director for the agency, Steve Cook, has decided that this implies a reorganization of three out of the four departments in the organization. There is a mutual understanding in the agency about the necessity of this, as well as among the subordinate organizations, one of which will be directly affected by the reorganizing. T he reorganizing process will be organized as a project. Cook is aware of the importance of involvement from those affected and the importance of having focus on the effects of the reorganization, not merely the project itself. In addition, due to necessary process requirements, the project must deal with some significant decision gates or milestones. Director Cook is excited to get started and recently he has become aware of Scrum as a way of executing projects. He has read some articles on the issue. However, during a discussion in the previous management meeting, there was quite strong disagreement about the relevance of Scrum as the most appropriate way to execute this project. Cook understands that for a project like this to be successful, it will be important to apply a suitable execution strategy. He would appreciate some enlightenment and advice on some issues, before starting the project.

QUESTIONS $1.$ What characterizes Scrum as a methodology? Given the limited information on the project you have available, what would be the potential advantages and disadvantages of applying Scrum as an execution strategy?

$2.$ Executing Projects $187$ If a pure Scrum methodology is not going to be used in this project, how can a reorganization project like this apply agile methods and elements, while at the same time including the decision gates $($milestones$)$ for the project?

$3.$ What would be potential critical elements for succeeding with an agile execution strategy for this type of project?