What challenges does Adams$-$Woodford face as he develops his five$-$year product roadmap?

How do product and software development methodologies influence a firm's ability to respond to market demands?

What benefits did Pearson realize in making the shift from a waterfall process to an Agile one? What downsides might be associated with this shift? What firm or market circumstances are more likely to benefit from a Waterfall or Agile methodology?

What are some of the things Greg should consider as he evaluates whether to continue to focus on the SuccessMaker product versus becoming involved in a company$-$wide Agile initiative? Which approach should Greg pursue? How might he optimize this approach?

Within the SuccessMaker team, should Greg agree to follow the recommendations from his developers to move from Scrum to Kanban? Should he also push to move all the remaining teams $($the content$/$curriculum team$)$ to Scrum or Kanban? What metrics should he use to evaluate his decisions?