Presenter Presenters Will Choose One Weekly Session Topic On ✓ Solved

Presenter Presenters Will Choose One Weekly Session Topic On

Presenters will choose one weekly session topic on the sign-up document corresponding to topics addressed in the course. By the due date, student presenter signups in the Wiki space for the session during which that they would like to lead the discussion. There are only three spots for student presenter for each session. This is first come first serve.

Presenters will post the link to their selected journal article for the class to the Discussion Board by Sunday one week prior to the scheduled weekly session topic at 11:59pm. For example, student presenters for Week 4 shall post the article link by Sunday of Week 2.

Read participants’ questions as posted on Discussion Board prior to the class, and be prepared to address and lead class discussion on some of the questions. During the scheduled weekly class session, each presenter will present a 10-minute PowerPoint Presentation on the journal article and have 10 minutes to lead the class discussion.

The session I have is going to be talking about quality management and the patient experience/Telehealth. I will need to find article review and post it on our discussion board then make a PowerPoint presentation about how that article relate to the topic being discuss in that session. The presentation should not be less than 10 minutes.

Students who are not presenting will read the assigned article, post 2 questions to EACH of the presenter’s article on the Discussion Board to be addressed in class, and attend class actively participating in the discussion.

Paper For Above Instructions

The transition to agile project management frameworks, such as Scrum, represents a significant methodological transformation for organizations traditionally managed through waterfall models. The case of Valpak, as discussed in chapter 19 of the textbook, exemplifies such a change. This paper will explore the implications of agile implementation at Valpak and analyze the transformational process the organization underwent, including the challenges faced, methodologies adopted, success factors, and lessons learned.

Transformation at Valpak

The transformation at Valpak involved shifting from a rigid, waterfall-based project management approach to a more flexible and iterative agile methodology. This change required extensive adaptation not only in workflows but also in organizational culture. The move to agile was motivated by a need for faster response times to market changes and better alignment with customer needs, essential in today’s fast-paced business environment.

Agile Methodologies Used

Valpak adopted the Scrum framework as its primary agile methodology. This framework emphasizes iterative progress through sprints, daily stand-ups, and consistent reviews of completed work. By implementing Scrum, Valpak was able to break down large projects into manageable parts, allowing teams to deliver functional pieces of a project consistently and receive immediate feedback, which was previously difficult in their waterfall approach (Schwaber & Sutherland, 2017).

Challenges Addressed

Transitioning from a waterfall to an agile framework brought about several significant challenges. The first challenge was the resistance to change among employees accustomed to the traditional project management methodologies. Training and workshops were necessary to familiarize team members with agile principles (Serrador & Pinto, 2015). Another challenge was ensuring effective communication among teams, which is crucial in an agile environment. To overcome this, Valpak instituted regular meetings and collaborative tools to facilitate continuous dialogue.

Key Success Factors

The key success factors for Valpak included strong leadership support, a clear vision for the agile transition, and consistent training for employees. The involvement of upper management not only in endorsing the shift but also in participating in training sessions helped bridge the gap between management and staff (Conforto et al., 2016). Furthermore, creating a feedback loop that included client input was vital, allowing for adaptive changes based on real-time insights (Rigby et al., 2016).

Lessons Learned

A vital lesson learned from the Valpak case study was the importance of fostering an agile mindset among all employees. This cultural shift, rather than mere process adoption, was essential for long-term success in implementing agile methodologies. Additionally, Valpak learned that patience during the transition period is crucial, as teams may experience initial setbacks before achieving the desired agility and productivity.

Implementation at Current or Past Company

Implementing agile methodologies at my current organization could present several challenges. One major challenge would be the existing corporate culture, which may be resistant to such drastic changes. Overcoming this would require a substantial change management effort, including training sessions and communication strategies to explain the benefits of agile practices. Such initiatives would aim to demonstrate the potential for efficiency and improved outcomes through real-world examples (Cohn, 2019).

Another challenge might be adjusting project timelines and client expectations as the organization transitions to agile practices. To address this, I would recommend piloting agile frameworks on smaller projects to gather data and build confidence before a full rollout. This approach would help in refining practices and smoothing the transition across the organization.

Conclusion

The case study of Valpak offers insightful lessons on the implications of agile implementation. By embracing methodologies such as Scrum, organizations can navigate significant transformations that lead to improved project outcomes. The challenges faced by Valpak during its transition highlight the necessity of a supportive culture, strong leadership, and an iterative approach for others considering a similar agile journey.

References

  • Cohn, M. (2019). Agile Estimating and Planning. Prentice Hall.

  • Conforto, E., Amaral, D. C., Da Silva, S. F., & de Almeida, L. M. (2016). Can Agile Project Management Be Adopted by Industries Other than Software Development? Project Management Journal, 47(1), 21-34.

  • Rigby, D. K., Sutherland, J., & Takeuchi, H. (2016). Embracing Agile. Harvard Business Review, 94(5), 40-50.

  • Serrador, P., & Pinto, J. K. (2015). Does Agile Work? A Comprehensive Analysis of the Agile Project Management Literature. Project Management Journal, 46(3), 125-138.

  • Schwaber, K., & Sutherland, J. (2017). The Scrum Guide. Scrum.org.

  • Highsmith, J. (2009). Agile Project Management: Creating Innovative Products. Addison-Wesley Professional.

  • Leffingwell, D. (2011). Agile Software Requirements: Lean Requirements Practices for Teams, Programs, and the Enterprise. Addison-Wesley Professional.

  • Beck, K., & Andres, C. (2005). Extreme Programming Explained: Embrace Change. Addison-Wesley.

  • Larman, C., & Vodde, B. (2009). Practices for Scaling Lean & Agile Development: Thinking & Organizational Tools for Large-Scale Scrum. Addison-Wesley.

  • Denning, S. (2018). The Age of Agile: How Smart Companies Are Transforming the Way Work Gets Done. AMACOM.