Dikert Et Al Discussion Board Reply For 2 Person
There are two person post and I need to reply both of them. i have to reply their post on discussion board. please send me an answer separately like,
what you like, dislike, agree, disagree or what you want to add more about that topic etc. based on their discussion board question answer.
Reply for person 1………..
Reply for person 2…….
Minimum Requirements: Your reply should be a legitimate response – not just one or two sentences! All post should reflect critical thinking, and quality writing – be polite and respectful in all posts.
Person 1(Dan) Post:
Q.1 Based on the readings for this week, what do you see as the Key Challenges / Issues in Scaling Agile Project Teams?
Large projects are not easy to implement. They are even harder to implement using agile methodologies (Dillon, L. 2014). We see lots of small projects are undergone through agile PM, However, their shown and potential benefits have made them attractive also outside this context, particularly both for larger projects and in larger companies (Dikert et al., 2016). So, it will not be true to say “agile for only small projects” anymore. It is understandable to say that, Larger projects might require more practices than the usual used in small projects. Agile has gone beyond the small project stage, and more companies are interested in rolling out organization or larger project spectrum. Most definitely, it is not going to be as easy application as to smaller projects but is achievable seamlessly to any sized projects.
Change is good but it’s not easy when looking to transform or adapt new methodology. Organizations looking to adopt agile for project management my encounter any of a number of common hurdles, such as;
A company structure or culture that does not adequately support agile: The bigger company has bigger teams, board members, sponsors, executives, functional members and so on even though, the project team may be ready for the change, some members may have some doubts transferring it.
Skepticism towards the new way of working: Skepticism and distrust in agile development, in general, were other common problems.
Management unwilling to change: Traditional managers not feeling comfortable in a new environment and change resistance amongst managers can also create problems. In cases where the change was emerging bottom-up, management became reluctant to change, making the significant organizational change above the team level impossible.
Coordination: According to the web, credera.com, A coordination challenge is present when individual teams are reasonably high-performing, but there are miscommunications and inefficiencies between Scrum teams (e.g., missed dependencies, tremendous overhead, integration issues, environment issues, etc.)
Appropriate coordination between teams is vital, especially in larger projects. Dependencies between teams need to be managed, not only the project working team but management also needs to be involved, as well as electing the right person for the team is equally important. Other challenges like; customer involvement, software architectural concerns, and inter-team coordination were also be addressed accordingly.
Q 2. Many people argue that Agile PM methodologies effectively only apply to smaller projects in areas like software development or research. Do you agree or disagree? Defend your answer.
The argument over agile PM methodology works best in smaller projects I believe is true. Smaller projects have smaller working teams and are much easier to coordinate with each other, clear communication and a better understanding of projects creates a lot of different environment than the confused ones. Project goals can be reached as estimated and the team can focus more efficiently on their core principle. However, traditional agile methods were designed with a single team in mind and were not meant to face scalability challenges (Kalenda, et al.,2018), it is possible to apply modern agile methodology to the larger projects as well. Same as mentioned earlier above, it just needs the right person to manage the larger dependencies and proper coordination needs to be maintained between the teams.
In general, training personnel, informing and engaging people in the process, and involving actors that can push the process further were general success factors found in case studies related to agile scalability (Kalenda, et al.,2018). Once the management sifts from life-cycle models and towards iterative and features centric models, which requires a change of mindset. The project focus will shift from long-term planning to shorter-term project planning which can be a great example of agile methodology in any size projects. Once again, despite challenges and hurdles a well-managed working team including board and all members can make this possible that modern agile methodology can be implemented in any sized projects.
PERSON 2 (ka) POST:
Q.1 Based on the readings for this week, what do you see as the Key Challenges / Issues in Scaling Agile Project Teams?
One of the main issues with scaling is the team’s adherence to an agile mindset. Keeping a team on track with agile practices can be difficult if there is a lack of proper guidance. Another issue that can come up is the size of the team. Any sized team can practice an agile way of thinking on a project. The project manager is to guide and encourage this way of thinking throughout the process. At times, the number of people on a team can exceed 100 and naturally more policies and politics are involved to monitor the team. Even so, agile attitudes should be present and making sure the team is working with an agile incentive is vital. The most challenging itch to resist might be projects slipping into hierarchy based organizational structures. There is a fine balance between necessary structure and too much structure. This may prove to be very difficult to manage the expansion of current structures with agile practices applied.
Q 2. Many people argue that Agile PM methodologies effectively only apply to smaller projects in areas like software development or research. Do you agree or disagree? Defend your answer.
I disagree, although an iterative feature-based product is an easy way to think about agile PM, horizons within the PM community need to shift in acceptance to the adaption’s agility can address within a project. Highsmith simply states that if a project has any aspect of risk or uncertainty an agile attitude will be of value (Highsmith, 2010). This generalization allows the idea that agile can essentially be applied to almost every project outside of software development. There are cases in which risk is low and uncertainty is reduced. These are areas where agile would not fit into the environment. With those cases limited, uncertainty and risk are, unfortunately, a common factor in most projects or businesses. The idea of scaling agile to a project that is large in nature is ultimately applying attitudes that eliminate waste and allow for flexibility and growth of a vision to a larger team.
I think it would be interesting to observe the people that argue Agile PM is only for small projects and see if they are using agile attitudes and practices within their own waterfall approaches. It might surprise them to see how they may be using an agile mindset without knowing it. It may also surprise them to understand that with larger groups agile can look remarkably similar to waterfall groups from the outside. It would be odd for someone to state that they do not want to be able to handle risk and uncertainty.