Kendra Hua worked for six years as a software engineer in the IT Department at Point $2$ Point $($P$2$P$),$ a large freight moving company. She liked her job and the people she worked with. While she did some maintenance work, she worked primarily on projects, usually full time. Her work covered a wide range of projects, including system upgrades, inventory control, GPS tracking, billing, and customer databases. These projects were typically able to meet project requirements but were consistently late. Within the IT Department it was common practice for a betting pool to emerge regarding completion dates. The rule of thumb was to take the original schedule, multiply it by $1\mathrm{.}5,$ and start guessing from then on$.$

Management decided to try to turn things around by changing the way P$2$P completed IT projects. Instead of the traditional waterfall approach in which all the requirements were defined up front, the IT Department was to start using Agile Project Management, and more specifically Scrum, to complete their projects.

Kendra had just been assigned to the Big Foot project, which involved developing a system for monitoring P$2$P$$s carbon footprint. To prepare for this project, Kendra and her entire team of software engineers would attend a two$-$day Scrum workshop.