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Posted: April 20th, 2022
Both Waterfall (Predictive) and Agile(Adaptive) methdologies are built based
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Activity 1:
Both Waterfall (Predictive) and Agile(Adaptive) methdologies are built based upon core tenets. Describe one core tenet for Waterfall and one core tenet for an Agile methdology of your choice and explain why you feel it is necessary for the methdology.
Activity 2:
Case Study Overview:
In conventional business and government megaprojects–such as hydroelectric dams, chemical-processing plants, or big-bang enterprise-resource-planning systems–the standard approach is to build something monolithic and customized. Such projects must be 100% complete before they can deliver benefits: Even when it’s 95% complete, a nuclear reactor is of no use. On the basis of 30 years of research and consulting on megaprojects, the author has found two factors that play a critical role in determining success or failure: replicable modularity in design and speed in iteration. The article examines those factors by looking at well-known megaprojects, both successful ones, and cautionary tales.
Case Study Link
Better Project Management | Harvard Business Publishing Education
Paper Requirements:
Question 1: In the article Agility Hacks, they talk about processes that can be used to “tackle immediate challenges quickly”. Using your knowledge of Project Management Processes, what is the impact to the organizaton by not using a “formalized process” and what do you feel is the different between an “agility hack” and a hybrid methdology
Text
Title: Effective Project Management ISBN: 9781119562801 Authors: Robert K. Wysocki Publisher: Wiley Publication Date: 2019-05-07 Edition: 8th Edition
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Home>Computer Science Homework Assistance Urgent Activity 1:
Waterfall (Predictive) and Agile (Adaptive) methodologies are both built on core tenets. Describe one core tenet of Waterfall and one core tenet of an Agile methdology of your choice, and explain why you believe they are required by the methdology.
2nd Activity:
Overview of the Case Study:
The standard approach in traditional business and government megaprojects, such as hydroelectric dams, chemical-processing plants, or big-bang enterprise-resource-planning systems, is to build something monolithic and customized. Before they can provide benefits, such projects must be completed completely: A nuclear reactor is useless even if it is 95 percent complete. The author discovered two factors that play a critical role in determining the success of megaprojects based on 30 years of research and consulting on megaprojects.
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