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1. What is one of the primary difficulties with trying to implement a hybrid project management approach combining traditional and Agile/Scrum?
Resources are managed differently. Resources are fixed with traditional and flexible with Agile/Scrum.
Scope is managed differently in the two methods. It is fixed with traditional and flexible with Agile/Scrum.
Schedule is managed differently. It is fixed with Agile/Scrum but is unpredictable with traditional.
2. What is one of the difficulties an organization faces when only doing a partial implementation of Agile/Scrum?
Projects may be delayed or overrun.
The organization is confused about roles, responsibilities, and procedures.
A partial implementation is not a difficulty. It is better for the organization to only implement a small portion of Agile/Scrum at a time and wait until they are comfortable with that before implementing more.
3. Is it a sign of a successful implementation of Agile/Scrum or a failed implementation when an organization requires a precise estimate of scope, schedule and resources for the project at the time of project approval and then uses those to track project success?
This does not indicate success or failure for Agile/Scrum since both traditional and Agile/Scrum require precise estimates at project approval which are used for tracking project success.
Success – the precise estimates are used to initialize the Scrum Board and Burn-down Chart used by the Scrum Team.
Failed – Agile/Scrum has a general vision or objective at project approval but scope is flexible and precise estimates do not exist.
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