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Unit 4 Pmal 407

The document outlines strategies for adapting to scope changes in Scrum and strategy changes in Kanban during project management. It emphasizes collaboration with the Product Owner, backlog adjustments, and stakeholder communication to accommodate new high-priority features while maintaining team productivity. Additionally, it discusses the importance of continuous feedback and flexibility in marketing campaigns using the Kanban framework to ensure successful adaptations without disrupting workflow.

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ricky414
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46 views6 pages

Unit 4 Pmal 407

The document outlines strategies for adapting to scope changes in Scrum and strategy changes in Kanban during project management. It emphasizes collaboration with the Product Owner, backlog adjustments, and stakeholder communication to accommodate new high-priority features while maintaining team productivity. Additionally, it discusses the importance of continuous feedback and flexibility in marketing campaigns using the Kanban framework to ensure successful adaptations without disrupting workflow.

Uploaded by

ricky414
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Unit 4 - Learning Activity

Algoma University

PMAL407: Advanced/Agile Project Management

Project Management

February 2, 2025
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Adapting to a Midway Scope Change in Scrum

As a Scrum Master, my role is to facilitate agility while ensuring the team stays productive and

aligned with project goals. When the client requests a high-priority feature midway through the

project, I would take a structured approach to accommodate the change while maintaining

project momentum.

Assessing and Reprioritizing

1. Collaborate with the Product Owner – I would work closely with the Product Owner to

evaluate the new feature’s urgency, technical feasibility, and impact on the existing

backlog. (Ladas, 2009)

2. Adjust the Product Backlog – If the feature is deemed essential, we would reprioritize

tasks, possibly deferring lower-priority items. The Product Owner would refine user

stories to ensure clarity. (Kniberg & Skarin, 2010)

Involving the Development Team

1. Sprint Planning Adjustments – I would facilitate a backlog refinement session where

the team estimates effort, dependencies, and risks associated with the new feature.

2. Workload Management – To maintain sustainable velocity, we would determine

whether existing sprint commitments should be adjusted or if the feature can be

introduced incrementally over multiple sprints. (Ladas, 2009)

Implementation Strategy

1. Incremental Development – If feasible, we would break down the feature into smaller

deliverables, ensuring continuous progress and early client feedback.


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2. Stakeholder Communication – I would coordinate with stakeholders through sprint

reviews and updates to ensure alignment with evolving priorities. (Kniberg & Skarin,

2010)

Example: Implementing One-Click Checkout

Suppose the client requests a one-click checkout feature, which was not part of the original plan

but is now a critical business priority.

 The team reviews the backlog and identifies lower-priority tasks (e.g., additional payment

methods) that can be postponed.

 The new feature is broken into smaller user stories, such as "Save payment details

securely" and "Implement a single-click purchase flow."

 The team integrates the changes over two sprints, ensuring frequent feedback from the

client.

Ensuring Team Morale and Productivity

Finally, I would leverage retrospectives to reflect on the process and improve adaptation

strategies. By maintaining collaboration, transparency, and an iterative approach, we can

successfully integrate the new feature without compromising the team's efficiency or overall

project success.

Part 2 Adapting to Strategy Changes in Kanban for a Product Launch

As a marketing team using the Kanban framework, our focus is on maintaining a continuous

flow of tasks while adapting to real-time feedback. When new insights from early adopters,
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market trends, or competitor activities necessitate adjustments, I would take the following

approach to ensure smooth adaptation without disrupting productivity.

Adjusting the Kanban Workflow

1. Review and Prioritize Changes – I would analyze feedback and data to determine

which marketing adjustments are most critical. This could involve modifying messaging,

targeting new customer segments, or adjusting campaign channels. (Leopold &

Kaltenecker, 2015)

2. Update the Kanban Board – I would introduce new tasks into the "To Do" column

while assessing if any ongoing initiatives need to be paused, revised, or expedited. This

ensures work-in-progress (WIP) limits are respected, preventing overload.

3. Implement a "Urgent Priorities" Swimlane – For time-sensitive tasks (e.g., responding

to a competitor's aggressive pricing strategy), I would create a dedicated swimlane to

ensure immediate attention without disrupting other ongoing work. (Leopold &

Kaltenecker, 2015)

Example: Adjusting a Social Media Campaign

Suppose early adopters indicate that the product’s messaging is unclear.

 A new task is added to refine ad creatives and website copy.

 The "In Progress" team shifts focus from general brand awareness to direct-response

campaigns.

 A/B testing is prioritized, with rapid iterations based on results.


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Ensuring Communication and Alignment

1. Daily Standups & Kanban Reviews – I would conduct short check-ins to discuss task

progress, blockers, and ensure alignment with new priorities.

2. Stakeholder Updates – A concise report or dashboard would be shared weekly with

leadership, highlighting key adjustments and expected outcomes.

3. Retrospectives – After the launch, we would review how well the team adapted and

identify improvements for future projects.

By leveraging Kanban’s flexibility, we can ensure an adaptive and results-driven marketing

launch while keeping the team focused and productive.


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References
Kniberg, H., & Skarin, M. (2010). Kanban and Scrum - making the most of both. Lulu.com.

Leopold, K., & Kaltenecker, S. (2015). Kanban change leadership: Creating a Culture of

Continuous Improvement. John Wiley & Sons.

Ladas, C. (2009). Scrumban - Essays on Kanban Systems for lean software development.

Lulu.com.

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