University of the Cumberlands Flow Adoption Case Study

Part 1

Describe  a complex project that could be completed using a Hybrid Model.   Describe the hybrid model? Why do you feel that this model is better for  this type of project? What would be the impact of completing the  project using a different approach? 

Part 2

See attached Dell Case Study document

Case Study Overview: 

In  February 2017 the Team Project Manager and Flow Project Coordinator for  Dell Technologies-Limerick (Ireland), is preparing for a review with  Dell’s Systems and Processes Improvement board, early in a transition  from the use of one agile software development method (Scrum) to another  (Flow, which applies lean manufacturing techniques to software  engineering). The new manager has been on board for less than six  months. With ten years’ prior software development experience in Brazil,  he moved to Ireland when hired by Dell. Dell is midway through its  attempts to transform from a manufacturing-heavy strategy to an  IT-supported service-heavy strategy; its recent acquisition of EMC is an  important step in that direction, and executives expect Flow will help  globally-distributed software developers produce higher quality code,  faster, in follow-the-sun mode. The Flow coordinator/champion recognizes  Flow is a complex innovation; it will take time and focus for busy  software developers (who only recently mastered Scrum techniques) to  master new Flow techniques. The champion is also concerned that needed  digital Kanban functionality (essential for supporting globally  distributed teams using Flow) has not yet been approved or provided by  the Dell IT organization in Texas; this and other obstacles are impeding  the developers’ transition to Flow. Keen to demonstrate his commitment  to help Dell achieve these aims, he worries that some executives expect  performance improvements sooner than teams can realistically deliver. He  seeks to persuade executives to be both patient and helpful. As he  plans his 20-minute presentation for the next day’s meeting, he is told  to keep his remarks to executives simple: highlight no more than three  messages. 

Questions:

1. What should Ferreira do next to accelerate Flow Adoption? 
2. What three points should Ferreira make at the 7 Feb 2017 SPI Board Review?
3. Review the seven lean manufacturing principles and demonstrate how Ferreira used them when implementing Flow. 

Part 3

Case Study Overview: 

   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.   

Mega Project Case Study is attached 

   Using the megaproject case study  answer the following:   

   Build  and describe a complex model that can be used to manage the  mega-project described in the case study linked above.  Your model  should include the following:   

1. Overview of the process
2. Pictorial design of the process
3. Description of each phase
4. Explanation as to why this process will work when managing megaprojects.