This case assignment is an analysis of a case from the text book on Case Histories in Project Management. the case title is Agile $($A$)$: Understanding

Implementation Risks $1$

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$$given the issues in the case that Remco is facing, where should Remco begin?

$2$

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$$What should Remco do if the customers will not commit resources to agile or

Scrum projects?

$3$

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$$How should Remco handle employee career development when employees realize

that there are no formal positions on agile

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Scrum projects and titles may be meaningless?

What if employees feel that being assigned to an agile

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Scrum team is not a career

advancement opportunity?

$4$

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$$How harmful might it be to an agile team if workers with critical skills are either

reassigned to higher

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priority projects or are asked to work on more than one project at a

time?

$5$

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$$How should you handle a situation where one employee will not follow the agile

approach?

$6$

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$$In meetings when there is no leader, how do you resolve personality issues that

result in constant conflicts?

$7$

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$$Can an agile methodology adapt to change faster than a waterfall methodology?

$8$

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$$Will the concept of self

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organized teams require Remco to treat conversion as a

cultural challenge?

$9$

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$$Can part of the company use agile and another part of the company use waterfall?