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CIS 571 CASE: THIRD AVENUE SOFTWARE HEALTH-CARE APP PROJECT

This case is new for the ninth edition of Information Technology Project Management. The case

provides an opportunity to apply agile and Scrum principles to project management.

Each part of the case contains several task assignments to help you explore the use of agile and

Scrum principles.

Part 5: Project Resource and Communications Management

The effort to constantly reevaluate and improve a project’s artifacts, framework, and resources

should be an organic feature of an effectively run agile project. This effort fits squarely within

the agile principles of continuous improvement and adaptive planning. Likewise, effective

communication between team participants is a concept that should be baked into the agile

process from the outset. A smooth process of resource allocation and effective communication

is considered a hallmark of the agile approach.

In other words, project resource management and project communications management can

function as distinct knowledge areas within traditional ideas of project management. However,

these distinctions should blur in a well-run agile project.

• Open a new Microsoft® Word document and complete the Tasks below.

• Save the file on your computer with your last name in the file name. (Example: part 1 tasks

_Jones.doc)

• Click the Choose File button to select and upload your saved document.

Tasks

1. In Part 1 of this running case, you were instructed to form a team and establish a project framework within which the team would create a successful health-care app. Reevaluate your answers in Part 1 based on what you have learned since then. Identify at least one way you might adjust project resources via the product backlog, sprints, the daily Scrum, or some other aspect of the project approach.

2. Good communication is considered one of the strengths of the agile approach when compared with more traditional methods of project management. Why is this so? Explain your answer in three to four paragraphs.

3. Develop a simple progress report or status report for the project as it stands now. Progress reports and status reports address where the project stands in terms of the triple constraint—meeting scope, time, and cost goals.

If you did not use a burndown chart to create the progress report or status report in the

previous task, do so now. Burndown charts are described in detail in Module 3. If project work

is going well, the remaining story points should track in accordance with the ideal velocity.