PM.346.HSF1 The Practice of Project Management Pls do not generalize the answer. Thank youuuuu TO DO: ADAPTING AGILE: Tailoring is an advanced topic that should be undertaken by experienced practitioners who have been successful using agile approaches. Consider the Shu-Ha-Ri model of skills acquisition, how can you use it as an Agile Adoption Pattern. Provide an example from your workplace, professional experience, or research. You can use aaa diagram or a flow chart to sketch the three stages and provide examples from your scenario for each stage.

PM.346.HSF1 The Practice of Project Management Pls do not generalize the answer. Thank youuuuu TO DO: ADAPTING AGILE: Tailoring is an advanced topic that should be undertaken by experienced practitioners who have been successful using agile approaches. Consider the Shu-Ha-Ri model of skills acquisition, how can you use it as an Agile Adoption Pattern. Provide an example from your workplace, professional experience, or research. You can use aaa diagram or a flow chart to sketch the three stages and provide examples from your scenario for each stage.

Management, Loose-Leaf Version

13th Edition

ISBN:9781305969308

Author:Richard L. Daft

Publisher:Richard L. Daft

Chapter19: Managing Quality And Performance

Section: Chapter Questions

Problem 2ED: Chris Dykstra, responsible for loss prevention at Electronics took a deep breath before he launched...

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Chris Dykstra, responsible for loss prevention at Electronics took a deep breath before he launched into making his case for the changes that he was proposing to the company's shoplifting policy. He knew that convincing Ross Chenoweth was going to be a hard sell. Ross, the president and CEO was the son of the founder of the local, still-family-owned consumer electronics chain based in Phoenix, Arizona. He'd inherited not only the company, but also, his father's strict moral code. "I think it's time to follow the lead of other stores," Chris began. He pointed out that most Other retailers didn't bother calling the police and pressing charges unless the thief had shoplifted merchandise worth more than $50 to $100. In contrast, Westwind currently had a zero-tolerance policy toward theft that Ross's father had put in place when he started the business. Chris wanted to replace that policy with one that prosecuted only individuals between IS and 65 who had stolen more than $20 worth of goods, and who had a previous history of theft at Westwind. In the case of first-time culprits under IS or over 65, he argued for letting them Off With a strict warning, regardless of the value of their ill-gotten goods. Repeat offenders would be arrested. "Frankly, the local police are getting pretty tired Of having to come to Our stores every time a teenager sticks a CD in his jacket pocket," Chris pointed out. "And besides, we just afford the costs associated with prosecuting everyone." Every time he pressed charges against a shoplifter who'd made Off with a $10 item, Westwind lost money. The company had to engage a lawyer and pay employees Overtime for their court appearances. In addition, Chris was looking at hiring more security guards to keep up with the workload. Westwind was already in a losing battle at the moment with mass retailers who were competing all too successfully on price, so passing on the costs of its zero-tolerance policy to Customers wasn't really an option. " Let's concentrate on catching dishonest employees and those organized-theft rings. They're the ones who are really hurting us," Chris concluded. There was a long pause after Chris finished his carefully prepared speech. Ross thought about his recently deceased father, both an astute businessman and a person for whom honesty was a key guiding principle. If he were sitting here today, he`d no doubt say that theft was theft—that setting a minimum was tantamount to saying that stealing was acceptable, just as long as you steal too much. He looked at Chris. "You know, we've both got teenagers. Is this really a message you want to send out, especially to kids? You know as well as I do that there's nothing they like better than testing limits. It's almost an invitation to see if you can beat the system." But then Ross faltered as he found himself glancing at the latest financial figures on his desk—another in a string of quarterly losses. If West-wind went under, a lot of employees would be looking for another way to make a living. In his heart, he believed in his father's high moral standards, but he had to ask himself: Just how moral could Westwind afford to be? Adopt Chris Dykstra`s proposed changes, but with a higher limit than the proposed $20 amount (say, $50 or $100), but which is still less than the cost of prosecution. In addition, make sure that the policy isn't publicized. That way, you'll reduce costs even more and still benefit from your reputation for prosecuting all shoplifters.
Chris Dykstra, responsible for loss prevention at Electronics took a deep breath before he launched into making his case for the changes that he was proposing to the company's shoplifting policy. He knew that convincing Ross Chenoweth was going to be a hard sell. Ross, the president and CEO was the son of the founder of the local, still-family-owned consumer electronics chain based in Phoenix, Arizona. He'd inherited not only the company, but also, his father's strict moral code. "I think it's time to follow the lead of other stores," Chris began. He pointed out that most Other retailers didn't bother calling the police and pressing charges unless the thief had shoplifted merchandise worth more than $50 to $100. In contrast, Westwind currently had a zero-tolerance policy toward theft that Ross's father had put in place when he started the business. Chris wanted to replace that policy with one that prosecuted only individuals between IS and 65 who had stolen more than $20 worth of goods, and who had a previous history of theft at Westwind. In the case of first-time culprits under IS or over 65, he argued for letting them Off With a strict warning, regardless of the value of their ill-gotten goods. Repeat offenders would be arrested. "Frankly, the local police are getting pretty tired Of having to come to Our stores every time a teenager sticks a CD in his jacket pocket," Chris pointed out. "And besides, we just afford the costs associated with prosecuting everyone." Every time he pressed charges against a shoplifter who'd made Off with a $10 item, Westwind lost money. The company had to engage a lawyer and pay employees Overtime for their court appearances. In addition, Chris was looking at hiring more security guards to keep up with the workload. Westwind was already in a losing battle at the moment with mass retailers who were competing all too successfully on price, so passing on the costs of its zero-tolerance policy to Customers wasn't really an option. "Let's concentrate on catching dishonest employees and those organized-theft rings. They're the ones who are really hurting us," Chris concluded. There was a long pause after Chris finished his carefully prepared speech. Ross thought about his recently deceased father, both an astute businessman and a person for whom honesty was a key guiding principle. If he were sitting here today, he`d no doubt say that theft was theft—that setting a minimum was tantamount to saying that stealing was acceptable, just as long as you steal too much. He looked at Chris. "You know, we've both got teenagers. Is this really a message you want to send out, especially to kids? You know as well as I do that there's nothing they like better than testing limits. It's almost an invitation to see if you can beat the system." But then Ross faltered as he found himself glancing at the latest financial figures on his desk—another in a string of quarterly losses. If West-wind went under, a lot of employees would be looking for another way to make a living. In his heart, he believed in his father's high moral standards, but he had to ask himself: Just how moral could Westwind afford to be? Adopt Chris Dykstra's proposed changes and show more leniency to first-time offenders. It is a more cost effective approach to the problem than the current policy, plus it stays close to your father's Original intent.
Please explain all options 1. How might a product owner most effectively contribute to a team making a website more user friendly for international customers? Organize the team to use agile practices. Design backlogs that maximize early observations of the user with the working software and facilitate interactions so that team members better understand what will bring value to the international customers. Shield the development team from needing to contribute to the narrative or interact with users. Coach the team on agile practices and make sure parameters are consistently applied. 2. Question 2 Which of these is the best example of an effective update to share at a stand up meeting? Yesterday I debugged an issue with time zone changes, and I worked with the UX specialist on the cart functionality. Yesterday I finished writing unit tests for the new search control, and today I'm going to code it. I have a question about the interaction under certain conditions which I need to talk…
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SUBJECT: Project Management 1. From the seven (7) problem failures discussed: (A lack of planning, Unclear or shifting goals, Lack of risk management, A communication problem, A lack of follow-up, Too many or unsuitable tools, Context and timing issues) a. Select the top three (3) failures you experienced in your previous projects. b. Explain why it becomes a failure. c. What is your learning? How are you going to address it on your next project? 2. Elements of Project Management has 5 stages namely Initiating, Planning, Executing, Controlling and Closing, a. What element do you think is more important to your recent project endeavor? b. Explain where you also encounter the most difficult part. How do you adjust on the next project? Discuss
tin Board Center - Go x O odysseyware | o en4ccu04t02d prologue.cant x [C A oakpark-nova.owschools.com/owsoo/studentAssignment/index?eh=303941789 Assignment - 2. Exam: English IV Semester Atterapt 1 of 2 SECTION 1 or 1 QUESTION 3 oF 54 ASSIGNMENTS COURSES Read this passage from the excerpt of St Thomas Aquinas and answer the question. There is a much deeper Inconsistency In them as theorists in relation to the general theory called Creative Evolution. They seem to Imagine that they avold the metaphysical doubt about mere change by assuming (it Is not very clear why) that the change will always be for the better. But the mathematical difficulty of finding a corner in a curve Is not altered by turning the chart upside down, and saying that a downward curve is now an upward curve. The point Is that there is no polnt in the curve; no place at which we have a logical right to say that the curve has reached its climax, or revealed Its origin, or come to its end. In this passage, Chesterton…
Please see attachment... I started working the problems but I'm not sure if I have all the steps correctly for part A.
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