Activity 1: Both Waterfall (Predictive) and Agile(Adaptive) methodologies are built based upon core tenets. Describe one core tenet for Waterfall and one core tenet for an Agile methodology of your choice and explain why you feel it is necessary for the methodology. Â
Activity 2: Case Study Overview: Case Study Attached below. 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.
Paper Requirements: Ques 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 methdologyÂ
- This is to be in narrative form and should be as thorough as possible.
- Bullet points should not be used.Â
- The work should be at least 2- 2.5 pages in length and 500 words
- Times New Roman 12-pt font, double-spaced, 1-inch margins
- Utilizing at least one outside scholarly or professional source related to project management. The textbook should also be utilized.
- Do not insert excess line spacing.
- APA formatting and citation should be used.
Need within 24 hours and with no plagiarism.
Spotlight
Series
Project Management
Better Project Management
The Project Economy Has Arrived
by Antonio Nieto-Rodriguez
Agility Hacks
by Amy C. Edmondson and Ranjay Gulati
Make Megaprojects More Modular
by Bent Flyvbjerg
Reprint R2106B
For the exclusive use of R. Kulkarni, 2023.
This document is authorized for use only by Ritesh Kulkarni in BADM 623 – Project Management Processes- Spring 2023 taught by Daniel Kanyam, University of the Cumberlands from Dec
2022 to Jun 2023.
Meanwhile, projects (which in volve
the changing of organizations) are
increasingly driving both short-term
performance and long-term value
creation—through more-frequent
organizational transformations, faster
development of new products, quicker
adoption of new technologies, and so
on. This is a global phenomenon. In
Germany, for example, projects have
been rising steadily as a percentage of
GDP since at least 2009, and in 2019
they accounted for as much as 41% of
the total. Precise data is hard to come
by for other countries, but similar per-
centages are likely to apply in most other
Western economies. The percentages
Antonio
Nieto-Rodriguez
Former chairman,
Project Management
Institute
AUTHOR
The Project
Economy
Has Arrived
Use these skills and tools to
make the most of it.
U I E T LY BU T pow-
erfully, projects
have displaced
operations as the
economic engine
of our times. That
shift has been a long time coming.
During the 20th century, operations
(which involve the running of orga-
nizations) created tremendous value,
and they did so through advances in
efficiency and productivity. But for most
of the current century, productivity
growth in Western economies has been
almost flat, despite the explosion of the
internet, shorter product life cycles, and
exponential advances in AI and robotics.
BETTER PROJECT MANAGEMENT
Q
Photographs by JOERG GLAESCHER2 Harvard Business Review
November–December 2021
Spotlight
For the exclusive use of R. Kulkarni, 2023.
This document is authorized for use only by Ritesh Kulkarni in BADM 623 – Project Management Processes- Spring 2023 taught by Daniel Kanyam, University of the Cumberlands from Dec
2022 to Jun 2023.
FOR ARTICLE REPRINTS CALL 800-988-0886 OR 617-783-7500, OR VISIT HBR.ORG
Harvard Business Review
November–December 2021  3
For the exclusive use of R. Kulkarni, 2023.
This document is authorized for use only by Ritesh Kulkarni in BADM 623 – Project Management Processes- Spring 2023 taught by Daniel Kanyam, University of the Cumberlands from Dec
2022 to Jun 2023.
