SuccessMaker Case Study: Agile Transformation in Product Dev

This case study examines Pearson's transition from a waterfall process to an agile methodology in the development of its SuccessMaker product. It highlights the benefits Pearson realized, such as increased consumer and market orientation, and the potential downsides associated with this shift, including team confusion and challenges in maintaining stability and predictability. The analysis considers which firm or market circumstances are more suited to either a Waterfall or Agile methodology. Furthermore, it explores the factors Greg, the VP of product management, should consider when evaluating whether to continue focusing on the SuccessMaker product versus becoming involved in a company-wide Agile initiative, ultimately recommending a course of action and optimization strategies. Desklib provides students with access to similar case studies and solved assignments.

Running head: TECHNOLOGY PROJECT AND PROGRAMS
PROJECT MANAGEMENT
Name of the Student
Name of the University
Author note

1TECHNOLOGY PROJECT AND MANAGEMENT
1.
Over the years several methods have been devised in the field of project management
for successfully monitoring and controlling the project. A successful project management
approach is necessary for the project completion. The project methodology can be thought as
the collection of rules and principle that guides the project in it of its phases (Kerzner &
Kerzner, 2017). Although all kind of project shares several similarities in terms of execution,
the scope and standards varies across the project field. The traditional approach for the
project has not been so successful in managing IT project. Hence the search for the new
method was initiated and the result was the introduction of the agile method (Palmquist,
2015). The agile method has been present in the IT project management for several years as it
helped to overcome certain drawbacks which the waterfall method was not successful at
(Conforto & Amaral, 2016).
The one of the major problem with the SuccessMaker was that the all the decision
regarding with the product development was being made by the development team only. The
product management has a very little or no scope in making the product related decision. This
resulted in a product that was not considering the major requirements of the consumer and
this made the product less successful for the market (Alertlogic-hb4e.hbsp.harvard.edu,
2018).
Another problem with the waterfall model was that it requires to set the scope at the
very beginning of the project. It therefore required to create a road map without considering
the variation in the project that is likely to come during the project execution (Larson & Gray,
2015). But this approach did not worked very with the recent version of the SuccessMaker
releases. Although the newest version intended to address the previous issue that was critical
to market success but it was not successful as expected. The problem was the development

2TECHNOLOGY PROJECT AND MANAGEMENT
process itself. Hence a shift was need that could provide a new approach for the product
development. Hence, Pearson was considering agile method. There were certain benefits that
the method could provide and Pearson was seeing it as a potential toll for the project.
One of the major benefits of the agile method is that it does not require to set the
scope of the project which was the case with the waterfall method. It basically follows an
iterative approach. The whole project is first divided into iterations. Each iteration needs to be
taken one at a time. There is no need to be focus on the next iteration until the current phase
of the iteration is completed. In each iterations, the customer is involved as important
stakeholder and the feedbacks are incorporated into the development (Turner, 2014). This is
possible as the method does not work with any fixed scope, it allows variation in the project
scope throughout the project progress. Now the consequences is that Pearson will be able
make the SuccessMaker more consumer and market oriented.
Although the introduction of the agile method will improve several shortcomings of
the product design, there are still several drawbacks that needed attention. The first challenge
was to make all the teams familiarized and involved with the method. It was seen that only
the software development team was fully accounted with the transition from waterfall to agile
approach. However other cross functional teams were still in favour of the waterfall method.
This created a confusion among the QA teams like how the product testing will be done and
how the end to end integration will be performed. It was seen, many a times there was a
testing needed there was a tendency to follow an approach that might be thought as the mini
waterfall method (Alertlogic-hb4e.hbsp.harvard.edu, 2018). For realising the final product,
several sprints or the iterations must be integrated. This made the product owner satisfied as it
gave them the option to plan for up to two sprints for each of the team assigned for the
product development.

3TECHNOLOGY PROJECT AND MANAGEMENT
With the increasing level of maturity in adopting the agile method, the teams were
confident to plan for three or four sprint accurately. However the process might seem
beneficial for the development and achieving speed in the project, but it has certain
challenges as well. The first challenge was the stability and predictability. In order to be
successful for the planning it requires a greater amount of stability and predictability. The
sprints are dependent on each other, though managed independently and requires for the
actual integration of the connected sprints. Hence, if there is any issue with one of the sprints,
it will create issues when all the iterations must be combined together for completing the
development.
While working with the iterations, the problem as identified is that there might be lack
of consistency among the teams in realizing the velocity of the progress in completion of the
iteration. This will make things difficult in terms of planning and teams might not sure like
exactly how many stories should be developed for a particular planning period while
maintaining accuracy and synchronization. Another problem identified is that if the teams put
too much emphasis on estimating the static backlog in respect to the agile method, there is a
chance to focus on the development features that does not comply with the market
requirements and customer need.
The agile method is particularly effective for the projects where customer need is a
critical aspect for the product success in the consumer market. Products which are extensively
consumer driven needs agile method for managing the project. Industries where innovation is
a major requirement and where the scope of the project varies a lot along with the technology
and standards, should consider agile method. If any project needs to work with aggressive
deadline, and needs to incorporate a high degree of complexity, then agile method is best
suited. If the project is new or the team working on the project does not have prior experience
on the development of that particular project should be introduced with the agile method.

4TECHNOLOGY PROJECT AND MANAGEMENT
Hence, an expert advice is always a requirement for this method. Even if the team is
experienced, but working with a trial and error approach before deciding or finalizing the
actual development strategy, then agile method is a wise choice. On the other hand, if the
project where the scope as well as the requirements is clear, then waterfall model might be
considered. However, if any need for modification arises at any phase of the project, it is not
possible to incorporate that. Even if the modification is intended, it is costly as a complete
makeover of the entire process is required. Hence the method is not effective in large scale
projects.
2.
In order to consider agile method over the waterfall model for continuation of the
SuccessMaker, it is important for Greg to note down whether there is any confusion
regarding the requirements of the project issue or it is clear to all the teams and the higher
authorities as well. Once this is decided the next thing to consider is that if it is possible to
predict the efforts that might be required for the project execution like solving the problem
with the SuccessMaker. The next question arises if there is any completed project and any
similar problem identified in another project that is already completed. If all of this question
yields a positive response, then plan driven process as the waterfall model is appropriate for
developing the SuccessMaker product further. . However, if there is any need for complete
makeover or need alternative approach to a project problems of the SuccessMaker, then agile
method should be needed. Apart from these things that need to be considered further while
choosing agile methods is customer preference in the projects, evaluation of client and
stakeholders’ feedback, requirement for communication between the developer and product
manager and flexibility in project timeframe. If all of these things need to be incorporated
into the project to give it a complete makeover, then agile method should be adopted.

5TECHNOLOGY PROJECT AND MANAGEMENT
Greg should pursue the agile initiative. In order to optimize the approach Greg should
identify whether all the team is accustomed with the process or there is any confusion. If
there is confusion then it should be resolved as in order to make the approach efficient and
effective all the teams should address the change. Otherwise there will be coordination
problem between the teams. The team should not always focus on the speed of the planning
while considering the iterations for the agile process. It should be made sure that proper
planning is followed for the iterations, then it will be possible to integrate the iterations
perfectly while considering the final release of the product (Bowes, 2014). Another important
thing that need to be considered is that while working with iterations the market and the
consumer needs are properly followed.

6TECHNOLOGY PROJECT AND MANAGEMENT
References:
Bowes, J. (2014). Agile vs Waterfall: Comparing project management methods. Retrieved
April, 15, 2016.
Conforto, E. C., & Amaral, D. C. (2016). Agile project management and stage-gate model—a
hybrid framework for technology-based companies. Journal of Engineering and
Technology Management, 40, 1-14.
Kerzner, H., & Kerzner, H. R. (2017). Project management: a systems approach to planning,
scheduling, and controlling. John Wiley & Sons.
Larson, E. W., & Gray, C. F. (2015). A Guide to the Project Management Body of
Knowledge: PMBOK (®) Guide. Project Management Institute.
Palmquist, M. S., Lapham, M. A., Miller, S., Chick, T., & Ozkaya, I. (2015). Parallel worlds:
Agile and waterfall differences and similarities (No. CMU/SEI-2013-TN-021).
CARNEGIE-MELLON UNIV PITTSBURGH PA SOFTWARE ENGINEERING
INST.
Turner, J. R. (2014). Handbook of project-based management (Vol. 92). New York, NY:
McGraw-Hill.
Vba.vic.gov.au. (2018). [online] Available at:
http://www.vba.vic.gov.au/__data/assets/pdf_file/0020/29063/Guide-to-Standards-
and-Tolerances-2015.pdf [Accessed 11 Aug. 2018].