project management case study test

Top 20 Project Management Case Studies [With Examples]

Project management case study analyses showcase and compare real-life project management processes and systems scenarios. These studies shed light on the common challenges that project managers encounter on a daily basis. This helps project managers develop effective strategies, overcome obstacles, and achieve successful results. 

By leveraging project management case studies , organisations can optimise their operations by providing insights into the most effective approaches. With effective implementation of these case studies, strategies, and methodologies, ensuring successful project completion is achievable.

Criteria for Selection of Top 20 Case Studies

The top 20 case studies are selected based on significance, impact, challenges, project management strategies, and overall success. They provide diverse insights and lessons for project managers and organisations.

1. The Sydney Opera House Project

The Sydney Opera House Project is an iconic example of project management case studies as it faced multiple challenges during its construction phase. Despite facing leadership changes, budget overruns, and design failures, the project persevered and was completed in 1973, a decade later than planned. The Opera House stands as a symbol of perseverance and successful project management in the face of humankind.

2. The Airbus A380 Project

The Airbus A380 Project is a project management case study showcasing the challenges encountered during developing and producing the world’s largest commercial aircraft. The project experienced massive delays and impacted costs of more than $6 billion, with several issues arising from the manufacturing and delivery process, outsourcing, and project coordination. 

However, the Airbus A380 was successfully launched through carefully planned project management strategies, delivering a world-class aircraft that met customer expectations.

3. The Panama Canal Expansion Project 

The Panama Canal Expansion Project serves as a compelling case study, illustrating the management’s encounters in expanding the capacity of the Panama Canal. The project included multiple stakeholders, technological innovations, environmental concerns, and safety challenges. 

4. The Boston Central Artery/Tunnel Project

The Boston Central Artery/Tunnel Project serves as a project management case study of a large-scale underground tunnel construction project. It successfully addressed traffic congestion and was completed in 2007. The project was completed in 2007, with numerous hurdles delaying progress like complexity, technology failure, ballooning budgets, media scrutiny, etc.

5. The London 2012 Olympics Project

The London 2012 Olympics Project stands as a successful project management case study, showcasing the management of a large-scale international sporting event. This project involved the construction of a new sports infrastructure, event logistics and security concerns. The project was successfully accomplished, delivering a world-class event that captivated the audience.

6. The Hoover Dam Bypass Project

The Hoover Dam Bypass Project was a construction project in the United States of America that intended to alleviate traffic from the Hoover Dam by building a new bridge. Completed in 2010, the bridge spans across the Colorado River, connecting Arizona and Nevada and offers a safer and more efficient route for motorists.

7. The Golden Gate Bridge Seismic Retrofit Project

The Golden Gate Bridge Seismic Retrofit Project is a case study example constructed in San Francisco, California. Its objective was to enhance the bridge’s resilience against earthquakes and aftershocks. Completed in 2012, the project included the installation of shock absorbers and other seismic upgrades to ensure the bridge’s safety and functionality in the event of a major earthquake.

8. The Hong Kong-Zhuhai-Macau Bridge Project

The Hong Kong-Zhuhai-Macau Bridge Project is a massive case study that intends to connect Hong Kong, Zhuhai and Macau with a bridge-tunnel system of 55 kilometres. Completed in 2018, the project required massive funds, investments and innovative engineering solutions, providing a new transport link and boosting regional connectivity.

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9. The Panama Papers Investigation Project

The Panama Papers Investigation Project is a global case study of journalistic investigations into offshore tax havens. It involved leaked documents from Mossack Fonseca, a Panamanian law firm. Coordinated by the International Consortium of Investigative Journalists, the project resulted in major political and financial repercussions worldwide, garnering widespread media attention.

10. The Apple iPhone Development Project

The Apple iPhone Development Project started in 2004, aiming to create a groundbreaking mobile device. In 2007, the iPhone transformed the industry with its innovative touchscreen interface, sleek design, and advanced features. This project involved significant research, development, marketing, and supply chain management investments.

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11. The Ford Pinto Design and Launch Project

The Ford Pinto Design and Launch Project was a developmental project intended to create an affordable, fuel-efficient subcompact car. Launched in 1971, because of its fuel tank design, it became infamous for safety issues. The project was rigged for ethical and safety concerns, lawsuits, and recalls.

12. The Deepwater Horizon Oil Spill Response Project

The Deepwater Horizon Oil Spill Response Project was a response to the largest oil spill in US history, caused by an offshore drilling rig explosion in 2010. This crisis response project utilised a waterfall project management approach, where the project team followed a pattern of planning, executing, monitoring, and closing phases. 

13. The NASA Challenger Space Shuttle Disaster Project

  The NASA Challenger Disaster Project was a tragic space exploration mission in 1986, resulting in the loss of all seven crew members. Extensive investigations revealed design and safety flaws as the cause. This disaster prompted NASA to address decision-making processes and improve safety cultures.

14. The Three Gorges Dam Project

  The Three Gorges Dam Project was a large-scale infrastructure project developed in China that aimed to build the world’s largest hydroelectric dam on the Yangtze River. Completed in 2012, it encountered environmental, social, and engineering challenges. The dam currently offers power generation, flood control, and improved navigation, but it has also resulted in ecological and cultural consequences.

15. The Big Dig Project in Boston

The Big Dig Project was a transportation infrastructure project in Boston, Massachusetts, intended to replace an old elevated highway with a newer tunnel system. Completed in 2007, it serves as one of the most complex and costly construction endeavours in US history. Despite facing many delays, cost overruns and engineering challenges, the project successfully improved traffic flow and urban aesthetics but also resulted in accidents, lawsuits, and financial burdens.

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16. The Uber Disruptive Business Model Project

  The Uber Disruptive Business Model Project was a startup that introduced a new ride business model that disrupted the taxi-cab industry by connecting riders with drivers via a mobile app. Launched in 2010, this project required innovative technology, marketing and regulatory strategies and faced legal actions and ethical challenges related to labour, safety, and competition. Uber has since then dominated the market with its ride-sharing business plan.

17. The Netflix Original Content Development Project

The Netflix Original Content Development Project was an initiative created to launch its original content for its platform. This launch by the online streaming giant in 2012 was a huge success for the company. The project required huge investments in content creation, distribution and marketing and resulted in award-winning shows and films that redefined the entire entertainment industry’s business model.

18. The Tesla Electric Car Project

The Tesla Electric Car Project was a revolutionary project that aimed to compete for its electric vehicles with gasoline-powered vehicles. The project required a strong project management plan that incorporated innovation, sustainability, and stakeholder engagement, resulting in the successful launch of the Tesla Roadster in 2008 and subsequent models. Tesla has one-handedly revolutionised the entire automobile industry on its own. 

19. The Johnson & Johnson Tylenol Crisis Management Project:

The Johnson & Johnson Tylenol Crisis Management Project was a case study in crisis management in 1982. The project required quick and effective decision-making skills, stakeholder communication, and ethical leadership in response to the tampering of Tylenol capsules that led to deaths. 

20. The Airbnb Online Marketplace Platform Project  

The Airbnb Online Marketplace Platform Project was a startup that created an online platform which connected travellers with hosts offering short-term rental accommodations in flights. The project required innovative technology, user experience design and stakeholder management. Airbnb’s success has led to the disruption of the hospitality industry and inspired many other project case study examples of sharing economy platforms.

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Future developments in project management.

Future developments in project management include all the insights on the increased use of artificial intelligence, agile methodologies, hybrid project management approaches, and emphasis on sustainability and social responsibility, along with many more developing ideas that will address the evolving market innovations. 

Key Takeaways from the Case Studies

The project management case study examples illustrate real-life examples and the importance of project management in achieving project success. The cases show the use of innovative technologies, tools, techniques, stakeholder engagement, crisis management, and agile methodologies. 

Project Management also highlights the role of ethical leadership and social responsibility in project management. To learn more and more about case studies, upGrad, India’s leading education platform, has offered an Advanced General Management Program from IMT Ghaziabad that will equip you with in-demand management skills to keep up with the changing trends!

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Frequently Asked Questions (FAQs)

Project Management is extensive planning, executing, monitoring and closing of a project before its deadline. Project management ensures accuracy and efficiency across all organs of a project, right from its inception to its completion.

Project Management case studies are real-life examples of projects to put an insight into all the tools, techniques and methodologies it provides.

The role of a project manager is to ensure that all day-to-day responsibilities are being met by the resources deployed in a certain project. They have the authority to manage as well as lead the functioning members as well.

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Question 1 - Qid 6113151, Risk Management, 2. Process, 11.7 Monitor Risks

The project management plan specifies that a predictive development approach has been selected to produce the project deliverables.

Where in the project life cycle will the overall project risk be the lowest?

(Please note that on the real PMP exam you may be asked to provide your answer by clicking the correct area in the image. But here in the simulator, we are asking you to select the answer below.)

Question 2 - Qid 6110002, Cost Management, 3. Business Environment, 4.1 Develop Project Charter

A company is considering two projects, Alpha and Beta. Project Alpha is expected to result in a $50 million net profit, while project Beta and is expected to net $45 million. Both projects could be very lucrative and rewarding. However, the financial controller has stated that the company can only invest in one of these projects.

If project Alpha is selected, what will be the opportunity cost?

Question 3 - Qid 6110003, Integration Management, 2. Process, 4.1 Develop Project Charter

You are managing a project to build five bridges. The project consists of five sequential phases with each phase delivering one bridge.

After the first phase of the project is complete, which process group of the second phase should follow?

Question 4 - Qid 6110005, Stakeholder Management, 2. Process, 13.1 Identify Stakeholders

The project aims to investigate the feasibility of constructing a hydroelectric dam from a technical, economic, and social point of view. The project charter created by the project manager on behalf of the project sponsor is now approved.

Which of the following processes should be performed next?

Question 5 - Qid 6110006, Stakeholder Management, 2. Process, 13.1 Identify Stakeholders

You are managing a software upgrade project for your company. Your project sponsor has a great deal of authority regarding project decisions, but you recently discovered that he doesn't have much interest in your project. To complete the project successfully, you need your project sponsor's continuous support.

What stakeholder management strategy should you use with your project sponsor?

Question 6 - Qid 6110008, Scope Management, 2. Process, 5.2 Collect Requirements

The project sponsor asks for a copy of the document that contains the description, owner, source, priority, and status of product requirements.

Which project document is the project sponsor requesting?

Question 7 - Qid 6110011, Schedule Management, 2. Process, 6.2 Define Activities

You are facing problems decomposing the testing work package into the final activities required to complete the work package. Detailed testing plans and activities cannot be determined until the system is at least 50% developed and more details become available. The system development work package will take at least three months to complete.

What is the best way to resolve this problem?

Question 8 - Qid 6110014, Integration Management, 2. Process, 4.2 Develop Project Management Plan

You are about to start planning for a large and complex project. Due to the size of the project along with the regulatory and environmental considerations, the development of a detailed project management plan will be critical.

As a starting point for initial project planning, what is the first thing you should do?

Question 9 - Qid 6110020, Resource Management, 2. Process, 9.0 Project Resource Management

As you are monitoring the cost baseline for your project, you notice that project expenses are higher than expected at this point in the project.

What is the most likely cause of the variance?

Question 10 - Qid 6110029, Resource Management, 1. People, 9.4 Develop Team

Recently, you promoted your star programmer, Sam, to lead the agile development team. Sam was a fantastic software coder, and you thought the promotion would mean that he could now share his expertise with the other development team members. However, you are surprised to learn that the performance of Sam in his new role is not meeting your expectations.

Which empirical rule did you forget while considering the promotion of Sam?

Question 11 - Qid 6110032, Communications Management, 2. Process, 10.3 Monitor Communications

You have just taken over a project in execution. During your first week, you determine that the project team members spend a lot of time responding to unexpected requests for information from different project stakeholders. Because of these interruptions, the team cannot focus on their project activities, and as a result, the project is behind schedule.

What should you do first?

Question 12 - Qid 6110034, Scope Management, 2. Process, 5.1 Plan Scope Management

A team member submits a draft of the requirements management plan to the project manager for a review. The project manager notices that one of the components included in the plan does not belong there.

Which of the following components did the project manager most likely notice?

Question 13 - Qid 6110038, Scope Management, 2. Process, 4.5 Monitor and Control Project Work

While reviewing your project's performance, you discover a significant variance. If the issue is not fixed before the next customer inspection, your project might be canceled. However, after a further review conducted by the project team, you are glad to hear that bringing the project back on track requires only a minor correction to a configuration element.

Question 14 - Qid 6110039, Integration Management, 2. Process, 4.5 Monitor and Control Project Work

A project manager is leading a process improvement project for a factory operation. Currently, the project manager and the team are performing the Monitor and Control Project Work process.

Which of the following activities might be carried out during this process?

Question 15 - Qid 6110040, Integration Management, 2. Process, 4.6 Perform Integrated Change Control

An organization has a policy that a change control board (CCB) must review all change requests for every project in the organization, and that the CCB follows the recommended activities outlined in the PMBOK ® Guide . Project managers and the project team do not serve as members of the CCB.

Based on this scenario, which of the following activities might be performed by members of the CCB?

Question 16 - Qid 6110041, Integration Management, 2. Process, 4.6 Perform Integrated Change Control

A company has authorized a dedicated change control board (CCB) to review and evaluate all change requests that are submitted for any project.

If the project sponsor is a member of the CCB, which of the following best describes an individual or group that can request a change on a project?

Question 17 - Qid 6110055, Procurement Management, 2. Process, 12.3 Control Procurements

One of your contractors is not performing to the agreed-upon standards. You want to terminate the contract and engage another contractor for the same job. You need to determine the specific legal procedure for the early termination of the contract.

What should you do?

Question 18 - Qid 6110058, Stakeholder Management, 2. Process, 13.1 Identify Stakeholders

A project is divided into four sequential phases. The second phase of the project has just been completed, and the third phase is about to begin.

What should the project manager do first?

Question 19 - Qid 6110061, Stakeholder Management, 2. Process, 13.1 Identify Stakeholders

An organization has a project management office (PMO) that ensures all relevant project documents are created, and all project management processes are followed according to established best practices.

What should the project manager review first to identify stakeholders for a newly started project?

Question 20 - Qid 6112348, Schedule Management, 2. Process, 6.5 Develop Schedule

The following table is an activity list that includes the duration and predecessor for a series of project activities.

What is the duration of the critical path?

Question 21 - Qid 6110065, Stakeholder Management, 2. Process, 13.1 Identify Stakeholders

A project manager is in the process of developing the stakeholder register. As the first step in this process, she needs to create a list of potential stakeholders and decides to use a data gathering technique called brain writing. 

What is the first thing to do when using that technique?

Question 22 - Qid 6110066, Communications Management, 2. Process, 10.0 Project Communications Management

A project manager does most of her communicating with team members, internal project stakeholders, and external project stakeholders via email. The project manager incorporates specific techniques when composing her emails to reduce any misunderstandings.

Which of the following is not considered one of these techniques?

Question 23 - Qid 6110070, Risk Management, 2. Process, 11.3 Perform Qualitative Risk Analysis

As the project manager, you are leading a brainstorming session with key stakeholders to identify project risks. Once the project risks are determined, you immediately proceed to nominate different team members as risk owners and assign them the task of developing individual risk response plans.

Have you properly conducted risk management planning?

Question 24 - Qid 6110072, Scope Management, 2. Process, 5.2 Collect Requirements

You are managing a project to build a database and need to acquire information from the stakeholders of the project. The team is using brainstorming, focus groups, interviews, questionnaires, and benchmarking to understand and document the stakeholders' needs.

The methods the team is using are representative of which tool and technique?

Question 25 - Qid 6110074, Scope Management, 2. Process, 5.4 Create WBS

The project is in execution, but your project team is unable to stop arguing about the project milestones and the specific risks associated with them. This on-going conflict puts the project at risk of running behind schedule.

What would likely have helped avoid this conflict had it been properly created first?

Question 26 - Qid 6110075, Scope Management, 2. Process, 4.5 Monitor and Control Project Work

During project execution, the team discovers that some of the buttons on the remote control developed by the project for a new product do not work according to the specifications. A change request is submitted and approved to replace the buttons.

Which of the following best describes this change request?

Question 27 - Qid 6110076, Schedule Management, 2. Process, 6.4 Estimate Activity Durations

A project manager meets with a customer for initial discussions about an upcoming project. At the end of the meeting, the customer asks the project manager for a rough estimate of the project duration. Based on her experience with three similar projects, the project manager provides an estimate of 8-10 months.

What estimation technique does the project manager use?

Question 28 - Qid 6110079, Quality Management, 2. Process, 8.2 Manage Quality

A project manager is performing quality assurance for a project whose quality standards are very stringent. In order to meet and exceed the quality requirements, the project manager uses a set of technical guidelines, which were applied during the design phase of the project to optimize quality.

What tool or technique is the project manager using in this scenario?

Question 29 - Qid 6110081, Stakeholder Management, 2. Process, 13.1 Identify Stakeholders

You have compiled a list of potential stakeholders for your project, and now you are classifying the stakeholders with regard to the direction of their influence. As you work through your way down the list of stakeholders, you have come to the project sponsor.

How should this stakeholder be classified?

Question 30 - Qid 6110083, Scope Management, 2. Process, 4.5 Monitor and Control Project Work

During project planning, the project team rigorously defined the project scope. During project execution, a senior engineer calls the project manager and suggests a simpler and more efficient design which could benefit the project.

What should the project manager do next?

Question 31 - Qid 6110087, Schedule Management, 2. Process, 6.4 Estimate Activity Durations

You are working with a team to estimate how much time is required for each activity. You are using a document that contains information on the categories of labor, material, and equipment required to complete the project. You are also interested in the skill levels, required certifications, and the grade levels for supplies.

Which of the following documents would you primarily refer to for this purpose?

Question 32 - Qid 6110090, Risk Management, 2. Process, 11.2 Identify Risks

While performing project work, a team member notices that there is a potential new risk, which could impact the project's critical path.

What should the team member do immediately?

Question 33 - Qid 6112005, Procurement Management, 2. Process, 12.3 Control Procurements

You are managing a project that is nearing its end and planning to settle all pending claims with the vendors. In one case, you are not satisfied with the delivery of their final product. All conversations with the vendor have ended in an impasse.

What should you do in this situation?

Question 34 - Qid 6112009, Risk Management, 2. Process, 11.0 Project Risk Management

Your company was awarded a contract that includes a 10% bonus payment if the project is completed two months early. You consider several options to exploit this opportunity.

What is the best course of action for you to increase the chances of receiving the bonus?

Question 35 - Qid 6112010, Quality Management, 2. Process, 8.2 Manage Quality

The quality management plan specifies the use of a data representation technique to show the strength of relationships between four factors.

Which of the following tools or techniques should be used to comply with the plan?

Question 36 - Qid 6112012, Stakeholder Management, 2. Process, 13.1 Identify Stakeholders

You have just taken over a project in which some of the deliverables will be produced by external vendors. You want to familiarize yourself with those who are involved in the project from the sellers' side.

Where would you look to obtain this information?

Question 37 - Qid 6112018, Stakeholder Management, 2. Process, 13.0 Project Stakeholder Management

Your project has been plagued with numerous change requests.

What is the most likely reason?

Question 38 - Qid 6112019, Quality Management, 2. Process, 8.3 Control Quality

In the design phase, external experts verified that the team's blueprints for a new crane complied with requirements. During the build phase, the customer performed a walkthrough and found that some welding joints on the crane were defective. The crane needs to be reworked to ensure it can be operated safely.

How could this situation have been avoided?

Question 39 - Qid 6112028, Integration Management, 3. Business Environment, 1.2 Foundational Elements

For an upcoming project, a needs assessment and business case have been completed, and the project management office (PMO) is reviewing a draft of the benefits management plan. The PMO highlights an element of the benefits management plan and requests that the element be removed before the document is finalized.

Which of the following was most likely the element the PMO requested to remove?

Question 40 - Qid 6113170, Resource Management, 1. People, 9.4 Develop Team

You have been requested to fill in for a project manager who has called in sick midway into project execution. As you get yourself familiar with the project team, you are impressed to see how well the team members collaborate and work through issues smoothly and effectively.

Based on your observations, where is the team on the Tuckman ladder?

Question 41 - Qid 6112039, Scope Management, 2. Process, 5.3 Define Scope

To define the product that will be produced by the project, the project team is using a product analysis technique that helps with breaking down the high-level requirements into the level of detail needed to design the product.

Which of the following is the product analysis technique used by the team?

Question 42 - Qid 6112054, Integration Management, 3. Business Environment, 4.7 Close Project or Phase

A three-phase project to build a prototype is underway. The first phase entails design. In the second phase, the manufacturing team would produce the parts from the design specifications. In the third phase, the production team would assemble the parts to construct the prototype. The project is now at the end of the first phase.

What should be done with the phase's deliverables?

Question 43 - Qid 6112056, Integration Management, 2. Process, 4.3 Direct and Manage Project Work

A project is nearing its end when the project manager receives an approved change request to replace a defective unit.

Question 44 - Qid 6112060, Integration Management, 2. Process, 4.6 Perform Integrated Change Control

A technician has just tested a piece of equipment and found a defect. The technician has informed the project manager and submitted a change request to repair the defect, indicating that the repair will require significant rework.

Question 45 - Qid 6112061, Integration Management, 2. Process, 4.0 Project Integration Management

At the end of a design project, a competitor has gained market share with a new technology that has rendered the project?s deliverable obsolete. The project sponsor is pleased with the work of the project team who finished within budget and on time but thinks that the project should have been terminated much sooner.

What might have the manager of the project done differently in this situation?

Question 46 - Qid 6112064, Schedule Management, 2. Process, 6.0 Project Schedule Management

A project is underway to construct a wind farm in an area with no communication infrastructure. The plan is to monitor progress and coordinate the scheduling of the project activities using project management software and provide daily status updates to the project sponsor at the home office. Two project teams will work and reside onsite in rotating seven-day tours.

Which of the following is the most likely challenge the teams will face while controlling the schedule?

Question 47 - Qid 6112068, Resource Management, 1. People, 9.5 Manage Team

A project is behind schedule because department managers reassigned project team members to work on other assignments. After negotiations with the managers, you agreed to a temporary solution where a core group of project resources is dedicated to performing the project work until more resources are approved.

What conflict resolution technique did you most likely employ in this situation?

Question 48 - Qid 6112072, Scope Management, 2. Process, 5.6 Control Scope

During a daily stand-up meeting, one of the programmers mentions that she had some extra time and added functionality, which was not included in the original design. She believes the customer will appreciate the added functionality.

What is your best course of action?

Question 49 - Qid 6112082, Quality Management, 2. Process, 8.2 Manage Quality

The project manager is managing the research and development of a new cancer screening test. The project manager would like to determine whether the processes currently in use in the project are effective in meeting the quality requirements specified by the customer.

What does the project manager need to obtain first to make this determination?

Question 50 - Qid 6112095, Quality Management, 2. Process, 8.3 Control Quality

During an inspection of a project deliverable, the team detects the same defect in the deliverable that has already been identified during a previous inspection. The project manager is confused about how this could have happened since a change request was approved to repair the defect. After discussing the issue with the team, the project manager learns that the team never implemented the approved change request.

What could have helped prevent this situation?

Question 51 - Qid 6112200, Quality Management, 2. Process, 8.1 Plan Quality Management

The team has just reported to you that they have completed the Plan Quality Management process. You review their work and see that they have produced the quality management plan, and made the necessary updates to the project management plan and project documents.

What did they forget?

Question 52 - Qid 6112235, Integration Management, 2. Process, 4.6 Perform Integrated Change Control

You are managing a project to build a house for a private client. A few weeks before the project's planned completion date, the client calls and asks to add an outdoor sauna to the property. You analyze the project schedule and determine that this change would be fairly easy to implement without having an impact on the completion date.

Question 53 - Qid 6112294, Integration Management, 2. Process, 4.1 Develop Project Charter

You have been asked to lead a product development project which will use an agile framework. Currently, you are in the process of drafting the project charter, and you want to bring together stakeholders and subject matter experts to discuss perceived project risk, success criteria, and other topics.

What is the best way for you to accomplish this objective?

Question 54 - Qid 6112434, Procurement Management, 2. Process, 4.7 Close Project or Phase

A multi-phase project has reached a phase gate. The key project stakeholders want to determine if the phase has met its success criteria and if the project should proceed to the next phase.

In addition to the project management plan, which documents will be required?

Question 55 - Qid 6112456, Integration Management, 2. Process, 4.4 Manage Project Knowledge

You are in the process of establishing a knowledge management system for your project.

Which of the following actions will be the least beneficial in this process?

Question 56 - Qid 6112463, Stakeholder Management, 2. Process, 13.3 Manage Stakeholder Engagement

You are leading a large project that involves many stakeholders. You want to get two new team members up to speed with the overall dynamics of the project and engage effectively with the project stakeholders.

Question 57 - Qid 6112493, Resource Management, 1. People, 9.1 Plan Resource Management

You are facilitating a meeting with your project team to develop the team charter. At the start of the meeting, a team member states, "I don't understand the importance of this meeting. We are all professionals, and this isn't our first project working together. Wouldn't our time be better spent getting an early start on project execution?" The body language of the other team members suggests that they agree with the comments.

How should you respond to the team member?

Question 58 - Qid 6112596, Procurement Management, 2. Process, 12.1 Plan Procurement Management

You are leading a project to build an oil pipeline in a foreign country. You want to outsource some of the construction work to local contractors and are in the process of preparing the bid package for prospective sellers.

Which of the following documents would you leave out of the package?

Question 59 - Qid 6112605, Communications Management, 2. Process, 10.1 Plan Communications Management

You are developing the communications management plan for a construction project. You want to determine the information needs of the project stakeholders, specifically focusing on the type and the format of information that will be required to communicate with the stakeholders.

Question 60 - Qid 6125134, Cost Management, 2. Process, 7.4 Control Costs

The following Gantt chart displays the schedule for a software upgrade project. The system analysis was completed on August 12 th , but the system design and development activities are still in process as of October 3 rd . Once the product is developed, the project team will need to test and deploy it, which must be completed by October 17 th . The method used to determine the earned value is based on percent complete.

What is the cost variance as of October 3 rd ?

Question 61 - Qid 6112614, Resource Management, 1. People, 9.0 Project Resource Management

A servant leader has just been assigned to an upcoming product development project and believes that the project is well-suited to Kanban. However, the development team is unfamiliar with this approach.

What is the servant leader's best course of action?

Question 62 - Qid 6112667, Scope Management, 2. Process, 5.3 Define Scope

You are developing the project scope statement. You have specified the deliverables for the project, included the requirements under which the deliverables will be accepted, and explicitly stated what is out of project scope.

What else should you include in the project scope statement?

Question 63 - Qid 6112676, Resource Management, 2. Process, 9.3 Acquire Resources

A project manager is in the process of obtaining team members. She wants to understand the availability of the team members required to complete project work.

What should the project manager do to find this information?

Question 64 - Qid 6112685, Quality Management, 2. Process, 8.2 Manage Quality

A project to reduce the defect rate of the manufacturing process is underway. To analyze and improve the process, the project team is now carrying out the quality assurance activities.

Which of the following would be the most beneficial for this project?

Question 65 - Qid 6112687, Risk Management, 2. Process, 11.6 Implement Risk Responses

During project planning of a large, complex project, project management best practices were rigorously and thoroughly followed. During project execution, the project experienced several critical risks, which were foreseen and previously identified. Despite the meticulous planning, the project failed to achieve the established objectives due to these realized risks.

What may have gone wrong in this scenario?

Question 66 - Qid 6112688, Communications Management, 1. People, 10.2 Manage Communications

A team member volunteered to provide the project status update in a weekly presentation to the key stakeholders. After the first meeting has taken place, feedback from the stakeholders suggests that the presentation was not very engaging.

What is the best way for the project manager to address this situation with the team member?

Question 67 - Qid 6112694, Stakeholder Management, 2. Process, 13.3 Manage Stakeholder Engagement

A corporate restructuring project is in execution. The job responsibilities of many key stakeholders are being disrupted, which has caused challenges in keeping the stakeholders engaged in a positive manner.

Which of the following actions is the project manager least likely to perform in this situation?

Question 68 - Qid 6112702, Resource Management, 2. Process, 9.6 Control Resources

You are leading a software development project where the developers are colocated within rented office space. Writing the code is taking longer than anticipated, and you have contacted the landlord requesting to rent the office for another week. Unfortunately, the landlord tells you that the office is already booked. You capture the problem in the project documents.

What should you do next?

Question 69 - Qid 6112760, Procurement Management, 2. Process, 12.2 Conduct Procurements

During a bidder conference, a supplier asks why a section is missing from the request for quotation (RFQ). Upon realizing that the section is indeed missing, the project manager becomes flustered and stumbles through a brief reply. When the seller responses were received, all but three prospective suppliers fail to address the missing section.

What is the best course of action?

Question 70 - Qid 6112783, Schedule Management, 2. Process, 6.6 Control Schedule

You are leading a project to develop a new web application. Together with your project team you reprioritize the product backlog, determine velocity for the past iterations, and adapt your work plans accordingly. Additionally, you facilitate retrospectives every two weeks.

Which of the following processes describes the work you are performing?

Question 71 - Qid 6112785, Schedule Management, 2. Process, 6.1 Plan Schedule Management

You are part of a cross-functional development team piloting an adaptive approach to project management in an organization that has traditionally used a predictive approach. You realize that you have to tailor the template of the schedule management plan.

Which of the following components of the template are you likely to tailor the most?

Question 72 - Qid 6112817, Risk Management, 2. Process, 11.7 Monitor Risks

A project team performs monthly risk audits for a project, where a large number of identified risks have been realized. So far, the risk responses have been appropriate, and the reserves sufficient. An executive for the requesting organization criticizes the project manager improper risk audits, stating that only independent, external resources should perform risk audits.

How should the project manager respond?

Question 73 - Qid 6112819, Risk Management, 2. Process, 11.1 Plan Risk Management

You are developing the risk management plan for your project. In support of this process, you need to determine the acceptable level of overall project risk exposure.

Question 74 - Qid 6112895, Integration Management, 2. Process, 4.3 Direct and Manage Project Work

You meet with your team to determine the life cycle for your project. After analyzing the best way to define and manage requirements, develop deliverables, handle changes, control risk and cost, and engage key stakeholders, the decision is made to select a hybrid life cycle.

With the project life cycle selected, how will the product be delivered?

Question 75 - Qid 6112983, Resource Management, 1. People, 9.2 Estimate Activity Resources

As a project manager, you are in the process of estimating the team resources that will be required for your project. The challenge you are having is that, due to the nature of the project and the selected development approach, only a few of the top levels of the WBS have been identified with the remainder to be progressively elaborated throughout the project.

What is the best approach to determine the team resource requirements for the project?

Question 76 - Qid 6112986, Scope Management, 2. Process, 5.4 Create WBS

You are part of a project team designing a new type of a vehicle. You are about to begin work on a work package for the braking system of the vehicle and want to review the acceptance criteria before starting the work.

Where can you find this information?

Question 77 - Qid 6112994, Integration Management, 2. Process, 4.7 Close Project or Phase

A project to construct an assembly line is nearly complete. The project manager closes procurements, shares the final project report, updates the lessons learned repository, and obtains feedback from the relevant stakeholders.

Question 78 - Qid 6113034, Risk Management, 2. Process, 11.5 Plan Risk Responses

A project team is mulling over two risk responses for inclusion in the risk register. The first risk response has two criteria that must be met and costs $5,000. The second risk response has four criteria that must be met, but only costs $2,000.

What action is the project team least likely to take in selecting the best risk response?

Question 79 - Qid 6113042, Resource Management, 2. Process, 9.3 Acquire Resources

To acquire resources for the project, the project manager consults the resource management plan. The plan calls for the scrum master to be assigned to the team. However, the only individual in the company qualified to serve as a scrum master has already started working on another project, and her functional manager does not cooperate on a potential resolution.

How could this situation have been prevented?

Question 80 - Qid 6113179, Integration Management, 2. Process, 1.2 Foundational Elements

A project team is using the Stacey Complexity Model to map the degree of uncertainty in the project and select the appropriate project life cycle. As the meeting progresses, it becomes evident that while the requirements are well-known, the team is unfamiliar with the technology required to implement them. As a result, the team selects an adaptive project life cycle.

Where on the Stacey Complexity Model did the team most likely map the project?

Question 81 - Qid 6113060, Quality Management, 2. Process, 8.3 Control Quality

Your project team members are writing software code together as a pair and reviewing each other's work to determine if the code conforms to the requirements documentation.

Which of the following will be a result of these reviews?

Question 82 - Qid 6113063, Resource Management, 1. People, 9.5 Manage Team

As part of the Direct and Manage Project Work process, the project manager conducts an iteration planning meeting. The meeting is dominated by the most senior developer who frequently and sharply interrupts the other team members. The project manager wants to ensure that during the next iteration planning meeting all voices are heard.

What is the project manager's best course of action?

Question 83 - Qid 6113070, Scope Management, 1. People, 5.0 Project Scope Management

The scrum master, business analyst, programmers, and testers have been assigned to a product development project. The performing organization is well-versed with the traditional waterfall framework but will incorporate scrum for the software development phase of the project.

What is the best strategy to ensure that all of the scrum roles and responsibilities are served in the project?

Question 84 - Qid 6113086, Communications Management, 2. Process, 10.2 Manage Communications

The construction project has many people and specialized teams at the worksite every day. Frequent communication between the team leads is critical for safety and efficiency.

Which agile ceremony can this project incorporate to increase timely cross-functional communication?

Question 85 - Qid 6113087, Communications Management, 2. Process, 10.3 Monitor Communications

At times over a project life cycle, the team must adopt a few agile ceremonies. The aim is to communicate quicker in times of tight deadlines. Unfortunately, team members are not getting the information needed during the ceremonies.

What is the best option to confirm that the information is received and understood?

Question 86 - Qid 6113096, Integration Management, 1. People, 4.0 Project Integration Management

A project manager is wrapping up the hardware development phase of a product development project. The project will now transition to the software development phase.

How might the project manager's role change with respect to integration management?

Question 87 - Qid 6113118, Resource Management, 1. People, 9.4 Develop Team

You are conducting a sprint retrospective in accordance with the communications management plan. The development team members want to try pair programming as they believe it will improve productivity by reducing rework. Even though you are very skeptical, you agree to implement the practice as you want to empower the team to be a self-managing unit.

Question 88 - Qid 6113123, Integration Management, 1. People, 4.3 Direct and Manage Project Work

A project manager is leading a daily standup meeting with a scrum team as part of the Direct and Manage Project Work process. A developer raises an impediment stating that he is struggling with the software code necessary to authenticate users on the sign-in page. The developer indicates that the impediment could result in a schedule delay to the current sprint.

Question 89 - Qid 6113125, Scope Management, 1. People, 5.2 Collect Requirements

Collecting requirements for the project and creating the WBS has been a daunting task because stakeholders' needs are vague and are only expressed in the most general terms due to the nature of the project. As a result of this uncertainty, the project manager is concerned about excessive changes, wasted work, and rework anticipated during project execution.

Question 90 - Qid 6113126, Scope Management, 1. People, 5.2 Collect Requirements

A project manager is implementing the requirements management plan for a software upgrade project that will incorporate some agile elements. The project manager needs to quickly define cross-functional requirements and reconcile stakeholder differences to build a consensus among the relevant stakeholders.

Question 91 - Qid 6113130, Integration Management, 3. Business Environment, 2.4 Organizational Systems

The organization?s leadership wants projects to include more agile methodologies.

Before mandating any agile methods to be used in a project, what should be done first?

Question 92 - Qid 6113133, Risk Management, 2. Process, 11.3 Perform Qualitative Risk Analysis

You are establishing the relative priorities of individual risks identified in the project.

Which of the following tasks is the least likely to impact this prioritization?

Question 93 - Qid 6113135, Integration Management, 3. Business Environment, 1.2 Foundational Elements

Team members are frequently changing during the long timeline of a multi-phase project. The project manager is questioning whether to include agile practices to accommodate the changes.

What should the project manager do prior to moving to a hybrid approach?

Question 94 - Qid 6113136, Schedule Management, 3. Business Environment, 6.1 Plan Schedule Management

Midway into project execution, new cybersecurity laws take an immediate effect and require audits of the system. The project has a well thought out project management plan. The audits may come at any time throughout the system?s development.

What is the best way for the project manager and team to address the risk of audits disrupting the project plans?

Question 95 - Qid 6113138, Integration Management, 2. Process, 4.7 Close Project or Phase

A plan-driven project has many deliverables planned to be released at the end of the phase. The project manager wants to ensure that the deliverables are completed as expected.

Which agile practices can the project manager recommend to the team to make certain that the deliverables are completed and delivered as expected?

Question 96 - Qid 6113139, Resource Management, 2. Process, 9.5 Manage Team

A project manager facilitates a discussion with the team about experimenting with some agile practices in their plan-driven project. A suggestion of incorporating daily standups is on the table. The team members, however, are unsure of what is expected of them.

What can the project manager suggest the project team members do prior to the daily standup?

Question 97 - Qid 6113142, Risk Management, 2. Process, 11.6 Implement Risk Responses

The project team is undergoing an agile transformation. This requires the team members to maintain their original project plans in the current management tool, but also enter performance data in the new tool built around agile practices. The team identifies that the information in the two tools is out of sync. This risk has been identified earlier in project planning.

What is the best course of action for the project manager?

Question 98 - Qid 6113143, Integration Management, 2. Process, 2.4 Organizational Systems

Projects in a program are using various project management approaches, such as plan-driven, agile, hybrid. The project teams are complaining that because of that, the team members must enter the same work, hours, risks, and other data in multiple tools. The redundant work is impeding on their productivity time.

What is the best course of action for the program manager?

Question 99 - Qid 6113144, Integration Management, 2. Process, 1.2 Foundational Elements

An organization is to undertake a multi-phased project. The sponsor wants to pursue the project objectives as they have been planned but also wants to accommodate and adjust to new information and changes in the environment as the project progresses.

Which project management approach should the project manager select for this project?

Question 100 - Qid 6150814, Risk Management, 3. Business Environment, 11.4 Perform Quantitative Risk Analysis

Your sponsor has committed to building a high-speed rail from one major inland city, Azules, to the coast. You have two possible routes, either Brazos or Corazon.

Given the costs, odds, and rewards of high demand and low demand of each route in this decision tree, what is the expected monetary value of the route to Brazos?

Question 101 - Qid 6113147, Integration Management, 2. Process, 4.4 Manage Project Knowledge

Senior leadership has returned from a conference where they have learned about the agile practice of retrospectives. Even though the organization does not manage any projects in an agile manner, they mandate that from now on this ceremony is included in all projects.

How should the outputs from the retrospectives be stored and managed?

Question 102 - Qid 6113155, Resource Management, 1. People, 9.0 Project Resource Management

The resource management plan for an international project calls for a scrum team to be colocated during the regular workweek. However, after five sprints were completed, the project manager got a change request approved to cut costs by transitioning the team to a virtual environment working remotely from their homes with the start of the sixth sprint.

After the team begins working remotely, what will be the best method to understand the impact of the change on the team's productivity?

Question 103 - Qid 6113157, Resource Management, 1. People, 9.1 Plan Resource Management

As part of the Plan Resource Management process, project team members hold a brainstorming session to charter working agreements. The team identifies 37 agreements that include communication guidelines, decision-making and conflict resolution processes, core hours, a definition of a story point, how and when user stories will move through the Kanban board, etc.

Question 104 - Qid 6113159, Resource Management, 1. People, 9.5 Manage Team

A project manager implements the project management plan meticulously but is struggling with leading the project team effectively. There is a great deal of unhealthy tension between the project team members as well as with the project manager. The project manager has had several outbursts during sprint retrospectives, which has caused the meeting to be abruptly adjourned.

Question 105 - Qid 6113216, Stakeholder Management, 2. Process, 13.2 Plan Stakeholder Engagement

A project is six months into its nine-month projected duration. The project manager reports that the project is at least three months behind schedule because certain key stakeholders were resistant to consequential changes due to the project.

What might have been done differently during project planning to avoid this situation?

Question 106 - Qid 6113623, Schedule Management, 2. Process, 6.3 Sequence Activities

Two team members are arguing over how to organize the work packages in the work breakdown structure (WBS). One says the work packages should be arranged in the order the work is planned to be carried out, while the other insists the order of the work packages in the WBS does not matter. The two ask the project manager for advice.

What is the project manager's best response?

Question 107 - Qid 6113718, Resource Management, 2. Process, 9.3 Acquire Resources

You are leading a project to design a high-efficiency solar cell. The project needs copper, silver, and silicon among other materials. You have ordered custom-built manufacturing equipment, secured permission to install a solar array on the roof for testing, and reserved a conference room for daily stand-up meetings.

What is the result of your efforts?

Question 108 - Qid 6113733, Cost Management, 2. Process, 7.3 Determine Budget

During project execution, several unexpected issues have developed and are now threatening the project schedule and budget.

What is the best course of action for the project manager to address the issues?

Question 109 - Qid 6113755, Risk Management, 2. Process, 11.2 Identify Risks

To produce the deliverables, the project will procure goods and services from outside the organization. The project manager has instructed the team to develop a comprehensive list of individual project risks related to those procurements.

What is the best course of action for the project team?

Question 110 - Qid 6113796, Cost Management, 2. Process, 7.4 Control Costs

You are managing a renovation project of a house which is to be completed at a budget of $100,000. Earned value analysis shows that so far you have completed 40% of the work and spent $60,000.

How much more will it cost to complete the project if the cost performance remains unchanged?

Question 111 - Qid 6125212, Procurement Management, 2. Process, 12.3 Control Procurements

A major dispute arises with a vendor on a project. The project manager claims that the vendor has failed to perform its contractual obligations, while the vendor complains that the project is behind on payments.

What is the best course of action for the project manager in this situation?

Question 112 - Qid 6125216, Resource Management, 1. People, 9.5 Manage Team

You want to recognize the contributions of some of the high-performing team members so far in the project.

Which of the following do you need to guide you through this process?

Question 113 - Qid 6150715, Schedule Management, 2. Process, 6.2 Define Activities

You are managing a project to construct a bridge at a location that is highly regulated by multiple levels of government. You are in the process of developing a plan that will establish the criteria and the activities for developing, monitoring, and controlling the schedule.

Which of the following should you gather to complete this process?

Question 114 - Qid 6151376, Resource Management, 2. Process, 9.2 Estimate Activity Resources

One of the project activities requires that a search of a large area is conducted to find debris from an explosion of a failed prototype. The project is now in planning, and there is a debate among the team members on the type and quantity of resources needed to complete this activity.

Question 115 - Qid 6151382, Cost Management, 2. Process, 7.1 Plan Cost Management

A project manager is developing a cost management plan and needs to determine the best source of funding for a project that is dictated by a legal requirement. The cost of capital is estimated at 9.7% for non-dividend paying equity, 6.7% for debt, and 5.1% for self-funding. The NPV of the project is $500,000, and the opportunity cost is $750,000.

Question 116 - Qid 6151383, Cost Management, 3. Business Environment, 7.2 Estimate Costs

You are in the process of developing an approximation of the monetary resources needed to complete project work for a large-scale multinational project which will take at least seven years to complete. Your previous projects have all been domestic with short timeframes.

As part of the process you are currently performing, what might you need to do differently compared with your past projects?

Question 117 - Qid 6151389, Scope Management, 2. Process, 5.5 Validate Scope

You are assigned to a software development project, and you are conducting a product review with an important client. Although the deliverables were previously verified, the client detects a defect and rejects one of the deliverables.

Question 118 - Qid 6151393, Integration Management, 1. People, 4.3 Direct and Manage Project Work

Not all team members are properly checking out resources used in the project.

What is the best option for the project manager?

Question 119 - Qid 6151395, Scope Management, 2. Process, 5.6 Control Scope

In a pharmaceutical project, human trials have been started. The CEO is thrilled about the success of the trials up to this point. She announces that the size of the patient pool for the trials should double from the one originally planned and results tracked in the new system launching this week.

Question 120 - Qid 6114007, Schedule Management, 2. Process, 6.5 Develop Schedule

Following is an illustration of a project network activity node that includes some information about activity D.

Given the information provided, what is the total float of activity D?

Do you want to prepare for your PMP exam in the best possible way? Then why not consider The PM Exam Simulator. It offers 2,100 high-quality questions in the most modern and realistic online environment. Thousands of students have passed their exam after using this tool:

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Top 10 Project Management Case Studies with Examples!

Real cases are the concrete material for those who want to go into professions. The ten real-world project management case studies with examples look into successful project management strategies and emphasize the need for proper planning, communication, and problem solutions. They show us different sectors of the economy, from technology, construction, health, and many others. The case studies will help you develop a deeper knowledge of how project management tools are implemented in different situations. It doesn’t matter whether you are a project manager or aim to get certified as a PMP ; the case studies will be instrumental in that. Through this analysis, high project management significance is demonstrated and the strategies as well as means of achieving project success become clearer.

Brief Overview of Project Management

Process management involves scheduling, execution, and completion of tasks in a planned and interconnected way to achieve desired goals in a timely. Practical application: utilizing knowledge, resources, and processes to achieve project objectives efficiently. Moreover, project management aims to deliver customized outcomes within specified constraints like scope, time, cost, quality, and risk.

Lastly, the matter fact that effective project management needs good leadership skills, excellent communication, risk management, and the ability to change according to the circumstances becomes vital. Therefore, various project management methodologies , such as Agile, Scrum, and Waterfall, provide frameworks for guiding through their project life cycles.

Top 10 Project Management Case Studies and Examples

The following are the summaries of ten project management case studies and examples that highlight various aspects of successful project execution and lessons learned:

Case Study 1: The Sydney Opera House

The renowned Sydney Opera House is one of the world’s iconic symbols for architecture. This particular place is situated in Sydney, Australia. The project took off in the middle of the 1950s to produce a world-class entertainment facility towering the city skyline. The competition for the structure design was won by the Danish architect, Jørn Utzon with him becoming the lead of the building team, and the construction commenced immediately the following year.

Also, the design of the Opera House returns its shell-like constructions that are quite problematic both esthetic and engineering. It intended to produce a space that would be home to a diverse range of performing arts activities and become a symbol of Sydney, achieving this goal through a combination of its function and transformative design.

Subsequently, the Sydney Opera House case study is regarded as an important source of experience for project managers and they continue to underline the necessity of developing a holistic approach that involves leading practicians, highly efficient teamwork, and powerful project governance to be able to manage this kind of project successfully.

Case Study 2: NASA’s Mars Rover Mission

NASA farms the Mars Rover mission to discover and gain insight into the surface of the planet. Within these tracked roving vehicles are two-wheeled Sojourner, Spirit, Opportunity, and Curiosity alongside the most recent one Perseverance. All rovers had these instruments on board for Martian surface analysis, looking for traces of space biology, and studying the core history of the planets.

In addition, the program involves all-encompassing planning, impeccable calculations, and sophisticated technology to deliver impeccable results. For the discovery of the Moon’s geological dynamics, each rover was a testament to space exploration as well as robotics in scientific investigations.

Astronauts aboard Mars Rover involve the use of effective project management , risk identification, and adaptability, which are the keys to space exploration. This is another example of how such missions provide a learning and also development opportunity for future space exploration endeavors.

Case Study 3: The London Olympics 2012

Its aim was an uncomplicated worship of the Summer Olympic and Paralympic Games which accepted athletes and spectators from the whole world as the participants. These world-changing constructions revolutionized and greatly influenced the everyday life of Londoners, shaping their way of life significantly.

Nevertheless, the London Olympics set a legacy beyond the lasting success of the event. Furthermore, authorities converted and repurposed the infrastructure surrounding Olympic Park for public use, stimulating urban regeneration efforts. The project management best practices for event planning are centered around environmental conservation measures, economic impact, and community intervention.

Case Study 4: Apple’s iPhone Development

Apple inc.; making the iPhone is the epitome of complex product development. There was no such thing as the iPhone in 2007, just a phone that was much more than that magical device that incorporated a phone, iPod, and internet communication appliance into a single thing. 

Designing a quality product involves integrating high-tech hardware, software, intuitive user interfaces, and various technologies seamlessly.

Apple’s iPhone exemplifies agile innovation, quality-speed balance, and lasting market impact, driving unparalleled business success.

Case Study 5: The Panama Canal Expansion

The 2016 announcement of the Panama Canal Extension addressed the need for accommodating larger vessels amid global seaborne trade growth. The first canal built, finished in 1914, could not have been a passageway for the size and capacity of these days’ ships. Additionally, the extension project targeted these inadequacies and intended to uplift the channel’s performance in terms of time-saving and upgrading the global shipping sector.

To conclude, the Panama Canal is an excellent example of how much infrastructure developments are needed as the world is rapidly changing. The project that stands behind the success of global collaboration and project risk management became the vehicle of a plan that influenced the way of doing international trade, and the Panamanian economy.

Case Study 6: The London Crossrail Project

The Crossrail London project, also called the Elizabeth Line, improves transportation connections in London through extensive rail network construction. The main goal is to design a straight east-west railway, spanning key city districts and neighboring territories.

Moreover, the London Crossrail line confronting the delays and overflows of funds, at last, created a disruptive shift in London public transport. In that respect, the positive results and public benefits show the role of major projects that focus on green transit infrastructure in creating urban connectivity and driving ecological and social development.

Case Study 7: The Big Dig – Boston Central Artery/Tunnel Project

The Big Dig, of the Boston, Massachusetts, Central Artery/Tunnel Project was this outstanding public works effort. The project aimed to enhance urban transportation by replacing the Central Artery with tunnels, bridges, and interchanges to expedite traffic.

The project required innovative engineering to tackle tunnel construction, soil conditions, and water management challenges. Moreover, effective public and political expectations management was critical, necessitating extensive public engagement, transparent communication, and collaboration across government entities.

Despite facing delays and cost overruns, completing the Big Dig in 2007 marked a transformative moment for Boston. The project achieved its goals of improving traffic, revitalizing urban areas, and driving economic growth through new developments. Therefore, the success of the Big Dig serves as a case study in adaptive project management, overcoming technical complexities, and achieving positive urban and economic outcomes in large-scale infrastructure projects.

Case Study 8: The Hoover Dam

Planners began the Hoover Dam project in 1936, aiming to meet water and electricity needs in the southwestern USA. Additionally, technologically innovative, the dam featured an arch-gravity design and introduced advanced concrete construction methods. Engineers overcame desert conditions using continuous pouring and refrigeration to counter high temperatures during construction.

Moreover, the Hoover Dam’s enduring impact includes water supply management by creating Lake Mead, one of the largest U.S. reservoirs. The power plant at Hoover Dam generates electricity for the regional grid, serving as a reliable and ongoing energy source. The dam has gained significance beyond its strict utilitarian role. The dam symbolizes America’s resilience and cleverness, drawing millions of visitors to appreciate its cultural, historical, and engineering significance.

Case Study 9: The Airbus A380 Project

The Airbus A380 holds this exceptional record and thereby symbolizes a development breakthrough in the aviation industry in 2007 respectively. The designers created the twin-deck, wide-body aircraft for maximum capacity and comfort, making it ideal for long-distance travel.

Also, it serves the global collaboration in aerospace engineering evidenced by the contributions of different countries as the project was taken as a whole.  Moreover, the Airbus A380 project portrays the complexities of global collaboration, overcoming technical difficulties, and embedding oneself in the competition of the aerospace industry as well. The A380’s impact on aviation underscores lessons in adaptation and environmental consciousness for shaping tomorrow’s airline transportation.

Case Study 10: The Hubble Space Telescope Repair Mission

The HST Mission repaired the telescope’s optical issues, unleashing its full astronomical potential and overcoming initial obstacles. Starting in 1990, Hubble had a manufacturing problem in one of the primary mirrors, which caused blurred images. As a consequence of that day, NASA carried out the first mission of servicing (STS-61) in 1993. Astronauts conducted a complex EVA to install WFPC-2 optics on Space Shuttle Endeavour, addressing Hubble’s optical issues.

However, this repair mission showcased the collaborative efforts of NASA and astronauts, emphasizing meticulous training, communication, and problem-solving skills. The success of the mission marked a turning point for Hubble, transforming it into a premier astronomical observatory. Subsequent servicing missions further upgraded instruments, extending Hubble’s lifespan and contributing to groundbreaking scientific discoveries. 

These top 10 project management scenarios showcase real-world industry challenges in action. Thus, from the dissertation of the given cases, you can be more capable of leading your projects appropriately. Would you like to elevate your expertise? Join our project management course package now, which covers everything from detailed instructions to hands-on experience.

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Case Studies

This page provides an overview of the various case studies available from Scrum.org. These case studies demonstrate successful transforming organizations, uses of Scrum, Nexus, Evidence-Based Management and more. Read them to understand where people and teams have struggled and how they have overcome their struggles.

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How to Write a Test Case (Example & Template Included)

Creating software is a complex, layered endeavor. It involves many steps and usually has plenty of features. All that means there are many points in the project’s life cycle in which something can go wrong. A test case is an essential part of software development to make sure a product or a feature is working properly.

Let’s explain what a test case is and then we’ll show you how to write one, step by step. We’ll even add a link to a free test case template you can download to help you get started. But there’s not just one test case in software development so we’ll also define the different types to give you a full understanding of this value software development process.

What Is a Test Case In Software Development?

A test case is the actions taken to make sure a specific feature or functionality when testing software. It’s a document that outlines the steps, data, prerequisites and post-conditions needed to verify the software feature or functionality.

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Part of what a test case does is list the variables that quality assurance (QA) will need to compare the expected and actual results to determine if the feature or functionality works as it was supposed to. The test case document will mention the test case scenario, pre-conditions, test steps, test data, expected results and post-conditions.

The point of a test case isn’t only to validate the feature or functionality of the software but to help testers do their work correctly by identifying the steps they need to follow. This is especially helpful if a bug shows up later in the software development process. It also helps with future projects so they don’t have to start from scratch.

The test case in software development is a process that can be enhanced with project management software. ProjectManager is award-winning project management software that has kanban boards to capture every step in the process of testing the functionality of your software. Our customizable kanban board lets you turn each column into a stage in the case with kanban cards that capture the details. We have unlimited file storage so you can attach all pertinent documentation to the card for reference. Add a tag to each card to make it easy to find and set the priority for the developers and testers. Get started with ProjectManager today for free.

How to Write a Test Case

The test case is usually written by the software development team, the testing team or the QA team. It’s best that the person who didn’t write the code create the test case, as they’ll view it with fresh eyes and not gloss over something.

When creating a test case, there are a number of steps and formatting to follow. You’ll first want to give each case test a unique name. There will be many test case scenarios over the life cycle of the software development project. Having a unique ID makes it easier to find each one. Then you’ll want to follow these steps.

1. Describe Your Test Case Scenario

The first step is to define what it is you want to cover. There will be many test case scenarios created by developers, but only one should be tested at once. Describe that test scenario in detail.

2. Identify the Preconditions of the Test Case

The preconditions are the steps that have to be followed before the testers can test the scenario. In other words, these are actions that must happen in order for the functionality to be provided. These are not test case steps but happen prior to that.

3. Plan the Test Case Steps

Now, you’re ready to list the steps. They must be very detailed, but clear and easy for the tester to follow. This will put into motion input, execution and expected output to see if the feature or functionality is working as planned.

4. Define the Expected Results

You’ll want to detail what’s expected to happen with the test case scenario. It’s important to know the correct result in order to compare the test results. Naturally, if they match, then everything is working as expected, but if they don’t, then you’ll have to get the developers to fix whatever bugs are causing the issue.

5. Document the Actual Results of the Test Case

The whole reason for the test case is to see if the expected results are the same as the actual results. Here’s where you’ll document those actual results. Again, if the actual results and the expected results show no difference, then the functionality or feature is working. If not, then there’s a bug that must be fixed.

Test Case Example

Now that we’ve gone over the steps in writing a test case, it might be helpful to show that process with a test case example. Let’s imagine a new software product that’s password-protected. The case study scenario is to see whether the user ID and password work to give the user access to the product.

Therefore, the precondition for this test case scenario is having a valid user ID and password. That way you can test the functionality for the login process. Once you have your preconditions, you’ll want to outline the steps as they would be executed by the end users. To test the login, you’d have to 1) enter the user ID, 2) enter the password and 3) click enter.

The expected results would be access to the software. If that happens, the login is working correctly. In our hypothetical test case example, the actual results are that the user ID and password work and the tester is given access to the software. Therefore, the status for this test case scenario is that it passed.

Our example is but one of many test case scenarios that’ll have to be done. Using a test case template with help by having a consistent and repeatable document for testers to use. They can then be archived for historical data used in future projects. ProjectManager’s website has dozens of free project management templates for Excel and Word that can be downloaded to help with every phase of a project. Download our free test case template for Excel to help with your next project.

Types of Test Cases

You’ve probably realized that we’ve only been talking about one test case, but there are many more. Each test case is used to differentiate the use of test cases at each stage of the testing life cycle. Here are eight test case types, which all serve a different purpose in achieving the highest quality product.

1. Functionality Test Case

As the name suggests, this is used to verify if an application’s interface works with the rest of the system and its users.

2. User Interface Test Case

This test case is used to verify specific parts of the graphical user interface to make sure they look and work as intended. It also tests cosmetic inconsistencies, grammar and spelling errors, links and other elements the user interacts with or sees.

3. Performance Test Case

The performance test case is used to validate response times as well as the overall effectiveness of the application. When executing an action, it tests how long it takes for the system to respond.

4. Integration Test Case

Here all the combined functionality of a product is tested after integration. It’s done to ensure interfaces between the different modules are working properly.

5. Usability Test Case

This test checks how easy it is for new users to understand the software. A user who’s confused at any point is documented by the testing team and shown to the design team, which helps prepare the test case.

6. Database Test Case

Use this test case to verify what’s happening in the background of an application. The writers of this test case must have a deep understanding of the entire application, the database tables and stored procedures.

7. User Acceptance Test Case

This test case is a bit different from the others in that it doesn’t look for bugs as much as to verify that the application is acceptable to the user. These tests are broad, covering all areas of the application.

8. Security Test Case

The security test case is to make sure that data is protected where and when it’s required to be protected. This is done to make sure the application restricts actions and permissions where necessary. The focus is mostly on authentication and encryption.

How ProjectManager Helps With Software Development

The test case is but a small part of the larger IT project management practice, which is facilitated by the use of project management software. ProjectManager is award-winning project management software that offers secure collaboration, robust integrations and detailed reporting to give IT project managers and their teams the tools they need to work more efficiently. We’ve already shown how our kanban boards give testers the tools they need to thoroughly test out software products while giving managers visibility into their processes. But that’s only one of the many project views our software has to offer.

Collaborate Across IT Departments

When working with cross-functional teams on a project not everyone is going to use the same tools. Our multiple project views give you the choice between Gantt charts, kanban boards , task lists, sheet and calendar views. All those views are updated together and teams can share files, get notifications and comment on tasks. Our integrations with Jire, Slack and Teams also foster better collaboration. Since we’re SOC 2 certified, you can always be sure that your data is secure.

Get a High-Level Overview in Real Time

Managers need to monitor the progress and performance of their teams. On our software, all they have to do is toggle over to the real-time dashboard to see easy-to-read graphs and charts. There’s even a portfolio dashboard if you’re tasked with managing multiple projects. You can filter the dashboard and make it as simple or detailed as you’d like with interchangeable widgets. Plus, there’s no time-consuming setup as with lightweight dashboards. Ours is ready when you are.

Of course, that’s only the tip of the iceberg when it comes to our features. We also have resource management tools to set the availability of your team and balance their workload. Secure timesheets, roadmaps and much more. Our software has the flexibility to work in an agile environment, waterfall or hybrid methodology to ensure that your IT projects are planned, managed and tracked properly.

ProjectManager is online project management software that connects teams in the office or across the globe. Our software helps internal IT teams or if you’re an IT company execute how you want with the transparency to monitor and report in real time, schedule with dependencies and much more. Get started with ProjectManager today for free.

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What is Project Management? Definition, Types & Examples

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Project Management is the application of specific knowledge, skills, methodologies, and techniques aimed at achieving specific and measurable project goals, including, ultimately, successful project completion. It differs from general “management” because project management relates directly to the goals and time-bound objectives achieved within the scope of a project itself, on a limited timeline, rather than an ongoing one.

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What is a Project?

A project is a temporary, time-bound sequence of tasks that aim to achieve a particular goal. Projects bring together the talents of multiple team members in order to deliver a tangible result or outcome over a predetermined span of time. Often, projects involve the work of multiple individuals, across numerous areas of expertise, requiring an upfront investment in time and resources. 

What is a Project Manager?

Project managers take ownership over the entirety of the project lifecycle from start to finish, from directing team efforts to navigating day-to-day challenges, implementing project management strategies, and more. Ultimately, they are responsible for the successful competition of the project and the distribution of key deliverables and project outcomes. 

Responsibilities of a Project Manager

Project managers are responsible for a wide range of project-related duties, including but not limited to:

• Establishing and managing the project timeline 
• Assigning project tasks and delegating responsibilities to team members
• Communicating with key stakeholders
• Executing each phase of the project
• Facilitating team adaptation of project management aids and tools (such as project management software, and Gantt charts)
• Monitoring the project budget and project scope, preventing cost or scope overruns
• Troubleshoot and mitigate potential roadblocks and issues 
• Establishing set meeting schedules and facilitating team discussions
• Monitoring ongoing project progress
• Concluding the project lifecycle with relevant end-of-project responsibilities, including facilitating project reviews, and turning over deliverables

Essential Skills of a Project Manager

Project managers handle a wide variety of project-related responsibilities and duties, and understandably, need to wield a broad and flexible skillset. Some of the essential skills a project manager should possess include the following: 

Examples of Project Management

In order to better conceptualize what project management is, it’s helpful to understand how project management plays out in real-life applications. Here are a few examples of how project management is used across various industries every day: 

Example One: Project Management in Construction

In 2005, BAA Airports Ltd. was presented with an enormous task: remodeling Terminal 1 within Heathrow Airport, the busiest international airport in the world while keeping the terminal open to the 20 million annual travelers that pass through the airport. The project was extremely complex, and made even more challenging by a strict deadline and significant public health concerns, given the construction project was taking place within an active terminal. 

Throughout the project lifecycle, David Buisson, PMP, and the project manager in charge of the Heathrow renovation project, encountered many unexpected obstacles, including asbestos in the ceiling and inconsistencies with the floor level. Buisson and his team were able to properly navigate project challenges, operational risk, and communication management with key stakeholders. They successfully delivered the project on time and on budget—without any major mishaps—utilizing the PMBOK Guide from the Project Management Institute, the standard guide for project management professionals.

The 2005 renovation of Heathrow Airport Terminal 1 is widely considered one of the most successful case studies in construction project management to date. 

Example Two: Project Management in Healthcare

During the Covid-19 pandemic, pharmaceutical and biotechnology company, AstraZeneca partnered with the University of Oxford to address the international need for a vaccine. The research partners at Oxford University had begun showing promising research around an early vaccine option. Paired with AstraZeneca’s manufacturing capabilities and global supply chain experience, it was a no-brainer for the two entities to pair up to address the pandemic. 

However, the partnership would face numerous challenges throughout the project lifecycle, including, most notably, a highly unpredictable and rapidly evolving public health crisis. Adaptability had to be the name of the game, and the structured guidelines of project management provided a baseline for the team to work from. Ultimately, the project was an overwhelming success, with over 1 billion doses of the vaccine delivered to over 170 countries.

Example Three: Project Management in Aerospace Technology

The Mars Pathfinder Mission began in 1996 as a result of budget cuts within NASA, shifting the organization’s focus to projects that could be completed “faster, better, and cheaper.” The goal was to spend less than $150 million dollars on the project in total and implement it within 36 months. Based on the initial goals established by NASA, just getting the spacecraft to Mars and landing it in one piece would have been a success. 

Instead, by the time the project reached completion in September 1997, the Mars Pathfinder returned 2.3 billion bits of information, including more than 16,500 images from the lander and 550 images from the rover, as well as more than 15 chemical analyses of rocks and soil and extensive data on winds and other weather taking place on Mars. Ultimately, the project was such an exemplary example of project management at work that it won the Project Management Institute’s coveted ‘‘Project of the Year Award’’ for 1998. 

Phases of Project Management 

Check out the video below for an in-depth walkthrough of the five phases of the project management lifecycle. 

• Project Initiation

The project initiation phase focuses on establishing a high-level vision for the project while securing approvals from sanctioning stakeholders. This phase is not meant to dive into excessive detail, but rather to get the ball rolling and get the team thinking about what is to come. 

• Project Planning

During the project planning phase, teams build upon the vision established in the initiation phase in much more detail. First, teams must answer a few essential questions surrounding what the project will aim to accomplish, how the project will be carried out, when it will begin, on what timeline, and how project success will be measured. Once those initial questions have been answered, teams can dive into building out project infrastructure, covering essential topics such as:

• Project scope
• Deliverables
• Key stakeholders
• Goals and milestones
• Resources needed (internally and externally)
• Project timeline
• Potential risks or roadblocks
• Dependencies
• End of project outcomes
• Project Execution

The project execution phase is the starring act of the project, and where most of the deliverables come from. During this phase, the project manager(s) coach and guide the team to present essential project deliverables while keeping stakeholders in the loop and monitoring progress against key milestones and KPIs. Throughout the project execution phase, project management systems, such as project management software, can make life easier by keeping track of deadlines and deliverables, serving as a platform for team member collaboration, and more. 

• Project Monitoring 

During the monitoring phase, the project manager(s) keep tabs on the progress of the project overall and the status of the team. Whether teams are on track and delivering stellar results or struggling with roadblocks and challenges, the project manager can help eliminate stressors, solve problems, and communicate updates with key stakeholders.

• Project Closure

The closing phase of the project lifecycle is a time for wrapping up project activities, delivering project deliverables and outcomes, and reflecting on the wins and losses of the project overall. Communication is key within this final phase, where team members have an opportunity to reflect and celebrate. 

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Read more: 5 phases of project management life cycle you need to know, project management methodologies & frameworks.

Project management methodologies establish a guiding set of rules and principles that teams can implement in order to achieve greater efficiency while maximizing positive project outcomes. Each methodology approaches project management through a slightly different lens, providing teams with a specific set of repeatable steps to follow throughout the project lifecycle. Methodologies are rigid and cannot be used in combination with other methodologies.

Project management frameworks can exist within methodologies, providing a more focused view of how a methodologies guidelines can be applied and implemented. While the structure and rules follow the teachings of the methodology, frameworks can color in detail how and when those rules are applied in a project setting. 

Project Management Methodologies Agile

Agile project management focuses on an iterative and highly flexible approach to project management that focuses on delivering the project in pieces throughout the project lifecycle, rather than all at once at the project’s conclusion. In Agile project management, teams have more flexibility to adapt to challenges and redirections than in more structured methodologies, such as Waterfall.

Best for: 

• Software development teams
• Teams dealing with high levels of uncertainty
• Teams who are creating prototypes that need multiple levels of edits and changes
• Teams working closely with external parties and stakeholders

Waterfall project management is a traditional approach to project management that involves rigid, sequential project phases. In the waterfall model, each phase of the project must be fully completed before the next phase can begin, and project deliverables are turned over only at the conclusion of the project.

• Projects with a well-defined goal
• Projects with concrete timelines
• Teams who need to define rigid project requirements early on

Project Management Frameworks

Scrum project management, as the name suggests, is inspired by the camaraderie and teamwork of a Rugby team within the Agile methodology. Led by a Scrum master, Scrum teams are encouraged to learn through their experiences, self-organize as they problem-solve, and progress throughout the project lifecycle. 

• Smaller teams tackling numerous unknowns and ever-changing variables

The Kanban framework is a subset of the Agile methodology that emphasizes continuous improvement and flexible task management. In the Kanban framework, teams utilize Kanban boards, vertical boards that separate individual task cards into categories based on their status in the project lifecycle (for example: “not started,” “in progress,” and “completed”). 

• Teams who are new to project management and looking for a simple, organized framework
• Projects with numerous individual tasks and assignments
• Teams who need quick access to a high-level view of task overviews and completion status

Critical Path Method (CPM)

Critical Path Method is a project management framework within the Waterfall methodology that identifies critical and non-critical tasks, prioritizing them based on their importance—eliminating bottlenecks and roadblocks. The CPM method emphasizes the importance of calling out relationships between tasks and task dependencies. 

• Teams managing large, complex projects
• Projects that require a large number of tasks with subtasks and dependencies
• Teams who want to maximize efficiency and prevent roadblocks from the start of the project (especially for projects that have a high likelihood of complication) 

PRojects IN Controlled Environments, or PRINCE2, is a framework within the Waterfall project management methodology that emphasizes organization and control. Frequently used in the UK and internationally, The PRINCE2 model breaks down projects into smaller, more manageable chunks in order to manage risk and resources while clearly defining team roles and responsibilities. 

• Teams who have less experience in project management (PRINCE2 follows clearly defined, easy-to-understand steps)
• Teams who need more clarity around specific role-based responsibilities
• Compartmentalizing project steps and actions

Project Management Tools

Project management software.

Project Management Software helps teams organize all project essentials in one place, while streamlining and simplifying the project management process overall. At every phase of the project lifecycle, project management software supports teams’ ability to assign tasks, manage deadlines, view task dependencies, track team progress against goals, access data insights, and much more. 

Example of a list-style project view in project management software. Source: monday.com, accessed September 2023. 

Read more: 10 Best Project Management Software for 2023

Project management charts , gantt charts.

Gantt charts are one of the most common planning tools in project management. In a timeline-inspired format, Gantt charts highlight tasks against the project timeline, task dependencies, and designated assignees. Gantt charts are useful for teams who want to visualize projects at a high-level view while avoiding resource overload. 

Best for: Visualizing project timelines and task dependencies

Example of a simple Gantt chart. Source: TeamGantt, accessed September 2023. 

Burn-Up/Burn-Down Charts

Burn-up and burn-down charts visually represent how project tasks have been completed across a predetermined timeframe. This type of chart is popular with Scrum teams for tracking work across sprints, as it can easily reveal the total scope of work against items that have been completed or left unfinished. 

Best for: Tracking project progress

Example of a burn down chart. Source: Teamwork, accessed September 2023.

Read more: Best Project Planning Software & Tools

Collaboration tools.

Slack is a communication-focused collaboration software that enables teams to communicate asynchronously through messaging, audio calling, and video conferencing. While many project management software offerings include collaboration features, Slack is a faster solution for teams who need to communicate efficiently as project updates come up.

Example of Slack’s chat functionality, complete with a mobile app option. Source: Slack, accessed September 2023. 

Miro is a collaborative mind-mapping software that can help teams brainstorm throughout the project lifecycle in real-time. The application functions as a virtual whiteboard for teams to map ideas, add digital sticky notes, and plan out timelines.

Example of Miro’s team brainstorming features. Source: Miro, accessed September 2023. 

Read more: Best Collaboration Software & Tools in 2023

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Project management provides structure and accountability to the project process while providing ongoing support to your team by way of a project manager. Here are just a few of the top benefits of project management: 

Project Management Keeps Projects on Track

According to data from Wellingtone, only 43% of projects are finished on time and within budget, and only 29% are on time. Project management structures a plan for teams to stay on time and budget ahead of time, so projects are more likely to go as planned. 

Eliminate Scope Creep

Scope creep occurs when project requirements and frame of work expand over time—and it’s one of the most significant threats to project success, with the Project Management Institute reporting that half of all projects experience scope creep. Projects that adhere to best practices in project management are more likely to stay focused on the initial objectives of the project and, ultimately, experience success. 

Enhanced Resource Management

Project management involves planning and accountability—and that can make resource management much easier. During the initial phases of project planning, teams clearly outline team roles and responsibilities while monitoring individual workloads as work progresses, ensuring that resources are allocated appropriately.

Team Coaching and Coordination

Project management efforts are traditionally led by a project manager, or at the very least, a dedicated team member who oversees team efforts while providing support throughout the project lifecycle. Having a dedicated individual who can monitor project progress, troubleshoot problems, and promote team accountability can help the project process move much more smoothly. 

While every organization’s approach to project management is different, taking stock of your goals can help guide your next move. Take time to reflect on the projects your team has completed previously. What went well? What could have been improved? 

If you don’t have the budget to hire a dedicated project manager, implementing smaller steps, such as taking advantage of a project management software solution, can help your team make big strides toward a strong project management strategy. 

Most teams will require a toolbox of project management aids, rather than a single solution by itself. In order to determine which tools are the best fit for your team, testing is key. A majority of project management software solutions offer free trials and plans, making it easy to test out a variety of options. Other tools, such as charts, planning aids, and mind maps, are free tools that can easily be tested and explored. 

Interested in learning more? Check out our FREE guide on how to choose project management software. 

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Agile Case Studies: Examples Across Various Industires

Home Blog Agile Agile Case Studies: Examples Across Various Industires

Agile methodologies have gained significant popularity in project management and product development. Various industries have successfully applied Agile principles , showcasing experiences, challenges, and benefits. Case studies demonstrate Agile's versatility in software development, manufacturing, and service sectors. These real-world examples offer practical insights into Agile implementation, challenges faced, and strategies to overcome them. Agile case studies provide valuable inspiration for implementing these methodologies in any project, regardless of the organization's size or industry.

Who Uses Agile Methodology?

Agile methodology is used by a wide variety of organizations, including:

• Software development companies use Agile to improve collaboration, increase flexibility, and deliver high-quality software incrementally.
• IT departments use agile to manage and execute projects efficiently, respond to changing requirements, and deliver value to stakeholders in a timely manner.
• Startups use agile to quickly adapt to market changes and iterate on product development based on customer feedback.
• Marketing and advertising agencies use agile to enhance campaign management, creative development, and customer engagement strategies.
• Product development teams use agile to iterate, test, and refine their designs and manufacturing processes.
• Project management teams use agile to enhance project execution , facilitate collaboration, and manage complex projects with changing requirements.
• Retail companies use agile to develop new marketing campaigns and improve their website and e-commerce platform.

Agile Case Study Examples

1. moving towards agile: managing loxon solutions.

Following is an Agile case study in banking :

Loxon Solutions, a Hungarian technology startup in the banking software industry, faced several challenges in its journey towards becoming an agile organization. As the company experienced rapid growth, it struggled with its hiring strategy, organizational development, and successful implementation of agile practices. 

How was it solved:

Loxon Solutions implemented a structured recruitment process with targeted job postings and rigorous interviews to attract skilled candidates. They restructured the company into cross-functional teams, promoting better collaboration. Agile management training and coaching were provided to all employees, with online courses playing a crucial role. Agile teams with trained Scrum Masters and Product Owners were established, and agile ceremonies like daily stand-ups were introduced to enhance collaboration and transparency.

2. Contributions of Entrepreneurial Orientation in the Use of Agile Methods in Project Management

This Agile project management case study aims to analyze the degree of contribution of entrepreneurial orientation (EO) in the use of agile methods (AM) in project management. The study focuses on understanding how EO influences the adoption and effectiveness of agile methods within organizations. Through a detailed case study, we explore the relationship between entrepreneurial orientation and Agile methods, shedding light on the impact of entrepreneurial behaviors on project management practices.

A technology consulting firm faced multiple challenges in project management efficiency and responsiveness to changing client requirements. This specific problem was identified because of the limited use of Agile methods in project management, which hindered the company's ability to adapt quickly and deliver optimal outcomes.

Entrepreneurial orientation (EO) is a multidimensional construct that describes the extent to which an organization engages in entrepreneurial behaviors. The technology firm acknowledged the significance of entrepreneurial orientation in promoting agility and innovation in project management. 

The five dimensions of Entreprenurial orientation were applied across the organization.

• Cultivating Innovativeness: The technology consulting firm encouraged a culture of innovativeness and proactiveness, urging project teams to think creatively, identify opportunities, and take proactive measures. 
• Proactiveness: Employees were empowered to generate new ideas, challenge traditional approaches, and explore alternative solutions to project challenges. This helped them to stay ahead of the competition and to deliver the best possible results for their customers.
• Encouraging Risk-Taking: The organization promoted a supportive environment that encouraged calculated risk-taking and autonomy among project teams. Employees were given the freedom to make decisions and take ownership of their projects, fostering a sense of responsibility and accountability.
• Autonomy: Agile teams were given the autonomy to make decisions and take risks. This helped them to be more innovative and to deliver better results.
• Nurturing Competitive Aggressiveness: The technology firm instilled a competitive aggressiveness in project teams, motivating them to strive for excellence and deliver superior results.

3. Improving Team Performance and Engagement

How do you ensure your team performs efficiently without compromising on quality? Agile is a way of working that focuses on value to the customer and continuous improvement. Integrating Agile in your work will not only make the team efficient but will also ensure quality work. Below is a case study that finds how agile practices can help teams perform better.

The problem addressed in this case study is the need to understand the relationship between the Agile way of working and improving team performance and engagement. We see that teams often face challenges in their daily work. It could be a slow turnover due to bad time management, compromised quality due to lack of resources, or in general lack of collaboration. In the case study below, we will understand how adopting agile practices makes teams work collaboratively, improve quality and have a customer-focused approach to work.

How it was Solved:

A number of factors mediated the relationship between agile working and team performance and engagement. 

• Create a culture of trust and transparency. Agile teams need to be able to trust each other and share information openly. This will help to create a sense of collaboration and ownership. This in turn can lead to increased performance and engagement. 
• Foster communication and collaboration. Effective communication within the team and with stakeholders helps everyone be on the same page.
• Empower team members. Agile teams need to be empowered to make decisions and to take risks. 
• Provide regular feedback. Team members need to receive regular feedback on their performance. This helps them to identify areas where they need improvement. 
• Celebrate successes. By celebrating successes, both big and small, team members are motivated. This in turn creates a positive work environment. 
• Provide training and development opportunities. help the team to stay up to date on the latest trends and to improve their skills. 
• Encourage continuous improvement: Promoting a culture of continuous improvement helps the team to stay ahead of the competition and to deliver better results for their customers. 

It was concluded that agile ways of working can have a positive impact on employee engagement and team performance. Teams that used agile methods were more likely to report high levels of performance and engagement.

4. $65 Million Electric Utility Project Completed Ahead of Schedule and Under Budget

Xcel Energy faced a significant challenge in meeting the Reliability Need required by the Southwest Power Pool in New Mexico. The company had committed to constructing a new 34-mile, 345-kilovolt transmission line within a strict budget of $65 million and a specific timeline. Additionally, the project had to adhere to Bureau of Land Management (BLM) environmental requirements. These constraints posed a challenge to Xcel Energy in terms of project management and resource allocation.

A PM Solutions consultant with project management and utility industry experience was deployed to Xcel Energy.

The PM Solutions consultant deployed to Xcel adapted to the organization's structure and processes, integrating into the Project Management functional organization. He utilized years of project management and utility industry experience to provide valuable insights and guidance.

• Collaborative and social skills were used to address roadblocks and mitigate risks.
• Focused on identifying and addressing roadblocks and risks to ensure timely project delivery.
• Vendor, design, and construction meetings were organized to facilitate communication and collaboration.
• Monitored and expedited long-lead equipment deliveries to maintain project schedule.
• Design and Construction milestones and commitments were closely monitored through field visits.
• Actively tracked estimates, actual costs, and change orders to control project budget .
• Assisted functional areas in meeting their commitments and resolving challenges.

The project was completed eleven days ahead of schedule and approximately $4 million under budget. The management team recognized the project as a success since it went as planned, meeting all technical and quality requirements. 

5. Lean product development and agile project management in the construction industry

The construction industry, specifically during the design stage, has not widely embraced Lean Project Delivery (LPD) and Agile Project Management (APM) practices. This limited adoption delays the industry's progress in enhancing efficiency, productivity, and collaboration in design.

• Integrated project delivery and collaborative contracts: Collaborative contracts were implemented to incentivize teamwork and shared project goals, effectively breaking down silos and fostering a collaborative culture within the organization.
• Lean principles in design processes: Incorporating Lean principles into design processes was encouraged to promote lean thinking and identify non-value-adding activities, bottlenecks, and process inefficiencies. 
• Agile methodologies and cross-functional teams: Agile methodologies and cross-functional teams were adopted to facilitate iterative and adaptive design processes. 
• Digital tools and technologies: The organization embraced digital tools and technologies, such as collaborative project management software , Building Information Modeling (BIM), and cloud-based platforms. 
• A culture of innovation and learning: A culture of innovation and learning was promoted through training and workshops on Lean Project Delivery (LPD) and Agile Project Management (APM) methodologies. Incorporating Agile management training, such as KnowledgeHut Agile Training online , further enhanced the team's ability to implement LPD and APM effectively. 
• Clear project goals and metrics: Clear project goals and key performance indicators (KPIs) were established, aligning with LPD and APM principles. Regular monitoring and measurement of progress against these metrics helped identify areas for improvement and drive accountability.
• Industry best practices and case studies: industry best practices and case studies were explored, and guidance was sought from experts to gain valuable insights into effective strategies and techniques for implementation.

6. Ambidexterity in Agile Software Development (ASD) Projects

An organization in the software development industry aims to enhance their understanding of the tensions between exploitation (continuity) and exploration (change) within Agile software development (ASD) project teams. They seek to identify and implement ambidextrous strategies to effectively balance these two aspects.

How it was solved:

• Recognizing tensions: Teams were encouraged to understand and acknowledge the inherent tensions between exploitation and exploration in Agile projects.
• Fostering a culture of ambidexterity: The organization created a culture that values both stability and innovation, emphasizing the importance of balancing the two.
• Balancing resource allocation: Resources were allocated between exploitation and exploration activities, ensuring a fair distribution to support both aspects effectively.
• Supporting knowledge sharing : Team members were encouraged to share their expertise and lessons learned from both exploitation and exploration, fostering a culture of continuous learning.
• Promoting cross-functional collaboration: Collaboration between team members involved in both aspects was facilitated, allowing for cross-pollination of ideas and insights.
• Establishing feedback mechanisms: Feedback loops were implemented to evaluate the impact of exploitation and exploration efforts, enabling teams to make data-driven decisions and improvements.
• Developing flexible processes: Agile practices that supported both stability and innovation, such as iterative development and adaptive planning, were adopted to ensure flexibility and responsiveness.
• Providing leadership support: Leaders promoted and provided necessary resources for the adoption of agile practices, demonstrating their commitment to ambidexterity.
• Encouraging experimentation: An environment that encouraged risk-taking and the exploration of new ideas was fostered, allowing teams to innovate and try new approaches.
• Continuous improvement: Regular assessments and adaptations of agile practices were conducted based on feedback and evolving project needs, enabling teams to continuously improve their ambidextrous strategies.

7. Problem and Solutions for PM Governance Combined with Agile Tools in Financial Services Programs

Problem: The consumer finance company faced challenges due to changing state and federal regulatory compliance requirements, resulting in the need to reinvent their custom-built storefront and home office systems. The IT and PMO teams were not equipped to handle the complexities of developing new systems, leading to schedule overruns, turnover of staff and technologies, and the need to restart projects multiple times.

How it was Solved: 

To address these challenges, the company implemented several solutions with the help of PM Solutions:

• Back to Basics Approach: A senior-level program manager was brought in to conduct a full project review and establish stakeholder ownership and project governance. This helped refocus the teams on the project's objectives and establish a clear direction.
• Agile Techniques and Sprints: The company gradually introduced agile techniques, starting with a series of sprints to develop "proof of concept" components of the system. Agile methodologies allowed for more flexibility and quicker iterations, enabling faster progress.
• Expanded Use of JIRA: The company utilized Atlassian's JIRA system, which was already in place for operational maintenance, to support the new development project. PM Solutions expanded the use of JIRA by creating workflows and tools specifically tailored to the agile approach, improving timeliness and success rates for delivered work.
• Kanban Approach: A Kanban approach was introduced to help pace the work and track deliveries. This visual management technique enabled project management to monitor progress, manage workloads effectively, and report updates to stakeholders.
• Organizational Change Management: PM Solutions assisted the company in developing an organizational change management system. This system emphasized early management review of requirements and authorizations before work was assigned. By involving company leadership in prioritization and resource utilization decisions, the workload for the IT department was reduced, and focus was placed on essential tasks and priorities.

8. Insurance Company Cuts Cycle Time by 20% and Saves Nearly $5 Million Using Agile Project Management Practices

In this Agile Scrum case study, the insurance company successfully implemented Agile Scrum methodology for their software development projects , resulting in significant improvements in project delivery and overall team performance.

The insurance company faced challenges with long project cycles, slow decision-making processes, and lack of flexibility in adapting to changing customer demands. These issues resulted in higher costs, delayed project deliveries, and lower customer satisfaction levels.

• Implementation of Agile Practices: To address these challenges, the company decided to transition from traditional project management approaches to Agile methodologies. The key steps in implementing Agile practices were as follows:
• Executive Sponsorship: The company's leadership recognized the need for change and provided full support for the Agile transformation initiative. They appointed Agile champions and empowered them to drive the adoption of Agile practices across the organization.
• Training and Skill Development: Agile training programs were conducted to equip employees with the necessary knowledge and skills. Training covered various Agile frameworks, such as Scrum and Kanban, and focused on enhancing collaboration, adaptive planning, and iterative development.
• Agile Team Formation: Cross-functional Agile teams were formed, consisting of individuals with diverse skill sets necessary to deliver projects end-to-end. These teams were self-organizing and empowered to make decisions, fostering a sense of ownership and accountability.
• Agile Project Management Tools: The company implemented Agile project management tools and platforms to facilitate communication, collaboration, and transparency. These tools enabled real-time tracking of project progress, backlog management, and seamless coordination among team members.

9. Agile and Generic Work Values of British vs Indian IT Workers

Problem: 

In this Agile transformation case study, the problem identified is the lack of effective communication and alignment within an IT firm unit during the transformation towards an agile work culture. The employees from different cultural backgrounds had different perceptions and understanding of what it means to be agile, leading to clashes in behaviors and limited team communication. This situation undermined morale, trust, and the sense of working well together.

The study suggests that the cultural background of IT employees and managers, influenced by different national values and norms, can impact the adoption and interpretation of agile work values.

• Leadership: Leaders role-modeled the full agile mindset, along with cross-cultural skills. They demonstrated teamwork, justice, equality, transparency, end-user orientation, helpful leadership, and effective communication . 
• Culture: Managers recognized and appreciated the cultural diversity within the organization. Cultural awareness and sensitivity training were provided to help employees and managers understand and appreciate the diverse cultural backgrounds within the organization.
• Agile values : The importance of agile work values was emphasized, including shared responsibility, continuous learning and improvement, self-organizing teamwork, fast fact-based decision-making, empowered employees, and embracing change. Managers actively promoted and reinforced these values in their leading and coaching efforts to cultivate an agile mindset among employees.
• Transformation: A shift was made from a centralized accountability model to a culture of shared responsibility. Participation in planning work projects was encouraged, and employees were empowered to choose their own tasks within the context of the team's objectives.
• Roadmap: An agile transformation roadmap was developed and implemented, covering specific actions and milestones to accelerate the adoption of agile ways of working. 
• Senior management received necessary support, training, and additional management consultancy to drive the agile transformation effectively.

Benefits of Case Studies for Professionals

Case studies provide several benefits for professionals in various fields: 

• Real-world Application: Agile methodology examples and case studies offer insights into real-life situations, allowing professionals to see how theoretical concepts and principles are applied in practice.
• Learning from Success and Failure: Agile transformation case studies often present both successful and failed projects or initiatives. By examining these cases, professionals can learn from the successes and avoid the mistakes made in the failures.
• Problem-solving and Decision-making Skills: Case studies present complex problems or challenges that professionals need to analyze and solve. By working through these cases, professionals develop critical thinking, problem-solving, and decision-making skills. 
• Building Expertise: By studying cases that are relevant to their area of expertise, professionals can enhance their knowledge and become subject matter experts. 
• Professional Development: Analyzing and discussing case studies with peers or mentors promotes professional development.
• Practical Application of Concepts: Teams can test their understanding of concepts, methodologies, and best practices by analyzing and proposing solutions for the challenges presented in the cases. 
• Continuous Learning and Adaptation: By studying these cases, professionals can stay updated on industry trends, best practices, and emerging technologies. 

In conclusion, agile methodology case studies are valuable tools for professionals in various fields. The real-world examples and insights into specific problems and solutions, allow professionals to learn from others' experiences and apply those learning their own work. Case studies offer a deeper understanding of complex situations, highlighting the challenges faced, the strategies employed, and the outcomes achieved.

The benefits of case studies for professionals are numerous. They offer an opportunity to analyze and evaluate different approaches, methodologies, and best practices. Case studies also help professionals develop critical thinking skills, problem-solving abilities, and decision-making capabilities through practical scenarios and dilemmas to navigate.

Overall, agile case study examples offer professionals the opportunity to gain practical wisdom and enhance their professional development. Studying real-life examples helps professionals acquire valuable insights, expand their knowledge base, and improve their problem-solving abilities.

Frequently Asked Questions (FAQs)

Three examples of Agile methodologies are:

Scrum: Scrum is one of the most widely used Agile frameworks. It emphasizes iterative and incremental development, with a focus on delivering value to the customer in short, time-boxed iterations called sprints. 

Kanban: Kanban is a visual Agile framework that aims to optimize workflow efficiency and promote continuous delivery.

Lean: Lean is a philosophy and Agile approach focused on maximizing value while minimizing waste. 

• People over process: Agile values the people involved in software development, and emphasizes communication and collaboration.
• Working software over documentation: Agile prioritizes delivering working software over extensive documentation.
• Customer collaboration over contract negotiation: Agile values close collaboration with customers and stakeholders throughout the development process.
• Responding to change over following a plan: Agile recognizes that change is inevitable, and encourages flexibility and adaptability.

The six phases in Agile are:

• Initiation: Define the project and assemble the team.
• Planning: Create a plan for how to achieve the project's goals.
• Development: Build the product or service in short sprints.
• Testing: Ensure the product or service meets requirements.
• Deployment: Release the product or service to the customer.
• Maintenance: Support the product or service with bug fixes, new features, and improvements.

Lindy Quick

Lindy Quick, SPCT, is a dynamic Transformation Architect and Senior Business Agility Consultant with a proven track record of success in driving agile transformations. With expertise in multiple agile frameworks, including SAFe, Scrum, and Kanban, Lindy has led impactful transformations across diverse industries such as manufacturing, defense, insurance/financial, and federal government. Lindy's exceptional communication, leadership, and problem-solving skills have earned her a reputation as a trusted advisor. Currently associated with KnowledgeHut and upGrad, Lindy fosters Lean-Agile principles and mindset through coaching, training, and successful execution of transformations. With a passion for effective value delivery, Lindy is a sought-after expert in the field.

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Metaverse Wars

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Honeywell and the Great Recession (A)

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Hometown Foods: Changing Price Amid Inflation

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Elon Musk's Big Bets

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Elon Musk: Balancing Purpose and Risk

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Tesla's CEO Compensation Plan

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China Rapid Finance: The Collapse of China's P2P Lending Industry

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Forbidden City: Launching a Craft Beer in China

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Booking.com

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Innovation at Uber: The Launch of Express POOL

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Racial Discrimination on Airbnb (A)

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GitLab and the Future of All-Remote Work (A)

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TCS: From Physical Offices to Borderless Work

Creating a virtual internship at goldman sachs.

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Unilever's Response to the Future of Work

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AT&T, Retraining, and the Workforce of Tomorrow

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Eve Hall: The African American Investment Fund in Milwaukee

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United Housing - Otis Gates

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Insurer of Last Resort?: The Federal Financial Response to September 11

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Under Armour

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Maersk: Betting on Blockchain

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• Waterfall Methodology

Waterfall Methodology: A Comprehensive Guide

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If you've been in project management for a while, you must’ve encountered the Waterfall methodology. It's an old-school software development method from the 1970s.

In a Waterfall process, you must complete each project phase before moving to the next. It's pretty rigid and linear. The method relies heavily on all the requirements and thinking done before you begin.

Don't worry if you haven't heard of it. Let’s break the Waterfall method down and see how it works.

What is the Waterfall methodology?

Waterfall methodology is a well-established project management workflow . Like a waterfall, each process phase cascades downward sequentially through five stages (requirements, design, implementation, verification, and maintenance).

The methodology comes from computer scientist Winston Royce’s 1970 research paper on software development. Although Royce never named this model “waterfall”, he gets credit for creating a linear, rigorous project management system.  

Unlike other methods, such as the Agile methodology, Waterfall doesn't allow flexibility. You must finish one phase before beginning the next. Your team can’t move forward until they resolve any problems. Moreover, as our introduction to project management guide outlines, your team can’t address bugs or technical debt if it’s already moved on to the next project phase.

What are the stages of the Waterfall methodology?

Five phases comprise the Waterfall methodology: requirements, design, implementation, verification, and maintenance. Let's break down the five specific phases of Waterfall development and understand why it’s critical to complete each phase before progressing to the next.

Requirements

The requirements phase states what the system should do. At this stage, you determine the project's scope, from business obligations to user needs. This gives you a 30,000-foot overview of the entire project. The requirements should specify:

• resources required for the project.
• what each team member will work on and at what stage.
• a timeline for the entire project, outlining how long each stage will take. 
• details on each stage of the process. 

But these requirements " may range from very abstract to a detailed mathematical specification ,” writes Steven Zeil , professor of computer science at Old Dominion University. That’s because requirements might not outline an exact implementation, and that’s something development addresses in later stages. 

After gathering all the requirements, it's time to move on to the design stage. Here, designers develop solutions that meet the requirements. In this stage, designers:

• create schedules and project milestones.
• determine the exact deliverables.  
• create designs and/or blueprints for deliverables. 

Deliverables could include software or they could consist of a physical product. For instance, designers determine the system architecture and use cases for software. For a physical product, they figure out its exact specifications for production. 

Implementation

Once the design is finalized and approved, it's time to implement it. Design hands off their specifications to developers to build.

To accomplish this, developers:

• create an implementation plan.
• collect any data or research needed for the build.
• assign specific tasks and allocate resources among the team. 

Here is where you might even find out that parts of the design that can't be implemented. If it's a huge issue, you must step back and re-enter the design phase.

Verification

After the developers code the design, it’s time for quality assurance. It’s important to test for all use cases to ensure a good user experience. That's because you don't want to release a buggy product to customers.

• writes test cases.
• documents any bugs and errors to be fixed.
• tests one aspect at a time.
• determines which QA metrics to track.
• covers a variety of use case scenarios and environments.

Maintenance

After the product release, devs might have to squash bugs. Customers let your support staff know of any issues that come up. Then, it's up to the team to address those requests and release newer versions of your product.

As you can see, each stage depends on the one that comes before it. It doesn't allow for much error between or within phases.

For example, if a stakeholder wants to add a requirement when you're in the verification phase, you'll have to re-examine the entirety of your project. That could mean tossing the whole thing out and starting over.

Benefits of Waterfall methodology

The benefits of Waterfall methodology have made it a lasting workflow for projects that rely on a fixed outcome. A 2020 survey found that 56% of project professionals had used traditional, or Waterfall, models in the previous year.

A few benefits of Waterfall planning include:

• Clear project structure : Waterfall leaves little room for confusion because of rigorous planning. There is a clear end goal in sight that you're working toward.
• Set costs : The rigorous planning ensures that the time and cost of the project are known upfront.
• Easier tracking : Assessing progress is faster because there is less cross-functional work. You can even manage the entirety of the project in a Gantt chart, which you can find in Jira Software.
• A replicable process : If a project succeeds, you can use the process again for another project with similar requirements.
• Comprehensive project documentation : The Waterfall methodology provides you with a blueprint and a historical project record so you can have a comprehensive overview of a project.
• Improved risk management : The abundance of upfront planning reduces risk. It allows developers to catch design problems before writing any code.
• Enhanced responsibility and accountability : Teams take responsibility within each process phase. Each phase has a clear set of goals, milestones, and timelines.
• More precise execution for a non-expert workforce : Waterfall allows less-experienced team members to plug into the process.
• Fewer delays because of additional requirements : Since your team knows the needs upfront, there isn't a chance for additional asks from stakeholders or customers.

Limitations of Waterfall methodology

Waterfall isn't without its limitations, which is why many product teams opt for an Agile methodology.

The Waterfall method works wonders for predictable projects but falls apart on a project with many variables and unknowns. Let's look at some other limitations of Waterfall planning:

• Longer delivery times : The delivery of the final product could take longer than usual because of the inflexible step-by-step process, unlike in an iterative process like Agile or Lean.
• Limited flexibility for innovation : Any unexpected occurrence can spell doom for a project with this model. One issue could move the project two steps back.
• Limited opportunities for client feedback : Once the requirement phase is complete, the project is out of the hands of the client.
• Tons of feature requests : Because clients have little say during the project's execution, there can be a lot of change requests after launch, such as addition of new features to the existing code. This can create further maintenance issues and prolong the launch.
• Deadline creep : If there's a significant issue in one phase, everything grinds to a halt. Nothing can move forward until the team addresses the problem. It may even require you to go back to a previous phase to address the issue.

Below is an illustration of a project using the waterfall approach. As you can see, the project is segmented into rigid blocks of time. This rigidity fosters an environment that encourages developers, product managers, and stakeholders to request the maximum amount of time allotted in each time block, since there may be no opportunity to iterate in the future.

How is the Waterfall method different from Agile project management?

Agile project management and the Waterfall methodology have the same end goal: crystal clear project execution. While Waterfall planning isolates teams into phases, Agile allows for cross-functional work across multiple phases of a project. Instead of rigid steps, teams work in a cycle of planning, executing, and evaluating, iterating as they go. 

The " Agile Manifesto " explains the benefits of Agile over the Waterfall model:

• Individuals and interactions over processes and tools
• Working software over comprehensive documentation
• Customer collaboration over contract negotiation
• Responding to change by following a plan

If you're looking for tools that support Agile project management and serve the same end goal as Waterfall, consider Jira Software . It’s best suited for Agile projects, and helps you: 

• Track work : With Gantt charts , advanced roadmaps , timelines, and various other tools, you can easily track your progress throughout the project.
• Align your team : Tracking allows you to seamlessly plan across business teams, keeping everyone aligned on the same goals.
• Manage projects and workflows : With Jira Software, you can access project management templates that you can use for your Agile workflows .
• Plan at every stage : Jira Product Discovery , another product by Atlassian, offers product roadmaps for planning and prioritizing product features at every stage, from discovery to delivery.

Atlassian's Agile tools support the product development lifecycle. There are even Agile metrics for tracking purposes. Jira Work Management lets you drive forward the Agile process. It uses intake forms to track work being done by internal teams and offers a repeatable process for requests.

These Jira products integrate natively within the app, unifying teams so they can work faster.

Use Agile methodology for project management

Waterfall methodology has a long history in project management, but it's often not the right choice for modern software developers. Agile methodology offers greater flexibility.

Here’s why most teams prefer an Agile process:

• Adaptability to changes : If something arises, your team will be better able to adjust on the fly. Waterfall’s rigidity makes it difficult to deal with any roadblocks.
• Continuous feedback loop : Continuous improvement requires a feedback loop. With Agile, you can gather feedback from stakeholders during the process and iterate accordingly. 
• Stronger communication : Teams work collaboratively in an Agile process. Waterfall is a series of handoffs between different teams, which hinders effective communication. 

Here is where a project management tool such as Jira Software comes in handy for an Agile methodology. You can also use a project management template for your Agile projects. Your team can plan, collaborate, deliver, and report on projects in one tool. That keeps everyone aligned throughout any project and streamlines project management.

Waterfall methodology: Frequently asked questions

Who is best suited for waterfall methodology.

The Waterfall methodology works best for project managers working on projects that include:

• Less complex objectives : Projects that don't have complicated requirements are best suited for Waterfall.
• Predictable outcomes : Waterfall works best for those projects that are replicable and proven.
• Reduced likelihood of project scope creep : A project where clients aren't likely to come up with last-minute requirements is suitable for Waterfall.

Agile methodology is perfect for nimble teams with an iterative mindset, such as: 

• Cross-functional teams : A team of people with different skill sets that allows them to work on various aspects of a project. These are collaborative types who are flexible.
• Self-organizing teams : Autonomous teams that don't need a lot of handholding. They embrace ambiguity in a project and are great problem solvers. This mindset also gives them more ownership over outcomes.
• Startups and small businesses : These benefit from the mindset of " move fast and break things ". So they can fail fast, learn, and improve.

Finally, Agile works well for customer-centric projects where their input allows you to iterate.

What factors should I consider before implementing a project management approach?

When deciding on the proper methodology to implement in project management, there are four main factors to consider: project complexity, organizational goals, team expertise, and stakeholder involvement.

Let’s break each one down: 

• Project complexity : Waterfall can help break down larger, more complex projects into smaller sets of expectations and goals. But its rigidity doesn’t deal well with unknowns or changes. Agile is better for complex projects that have a lot of variables. 
• Organizational goals : What does your organization want to achieve? Is it looking to innovate or keep the status quo? An Agile approach is best if your organization wants to break down silos. Teams will work more collaboratively with more autonomy.
• Team expertise : Agile is an excellent way to go if your team is cross-functional and can work across skill sets. If your team members rely heavily on a singular skill set, Waterfall may be better. 
• Stakeholder involvement : If your stakeholders are going to be more hands-on, Agile will help you best because it allows for continuous feedback and iteration. 

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This paper is in the following e-collection/theme issue:

Published on 1.4.2024 in Vol 10 (2024)

Using Project Extension for Community Healthcare Outcomes to Enhance Substance Use Disorder Care in Primary Care: Mixed Methods Study

Authors of this article:

Original Paper

• MacKenzie Koester, MPH   ; 
• Rosemary Motz, MPH, MA, RDN   ; 
• Ariel Porto, MPH   ; 
• Nikita Reyes Nieves, MPH   ; 
• Karen Ashley, EdD  

Weitzman Institute, Moses Weitzman Health System, Washington, DC, United States

Corresponding Author:

MacKenzie Koester, MPH

Weitzman Institute

Moses Weitzman Health System

1575 I Street Northwest

Washington, DC, 20005

United States

Phone: 1 8603476971

Email: [email protected]

Background: Substance use and overdose deaths make up a substantial portion of injury-related deaths in the United States, with the state of Ohio leading the nation in rates of diagnosed substance use disorder (SUD). Ohio’s growing epidemic has indicated a need to improve SUD care in a primary care setting through the engagement of multidisciplinary providers and the use of a comprehensive approach to care.

Objective: The purpose of this study was to assess the ability of the Weitzman Extension for Community Healthcare Outcomes (ECHO): Comprehensive Substance Use Disorder Care program to both address and meet 7 series learning objectives and address substances by analyzing (1) the frequency of exposure to the learning objective topics and substance types during case discussions and (2) participants’ change in knowledge, self-efficacy, attitudes, and skills related to the treatment of SUDs pre- to postseries. The 7 series learning objective themes included harm reduction, team-based care, behavioral techniques, medication-assisted treatment, trauma-informed care, co-occurring conditions, and social determinants of health.

Methods: We used a mixed methods approach using a conceptual content analysis based on series learning objectives and substances and a 2-tailed paired-samples t test of participants’ self-reported learner outcomes. The content analysis gauged the frequency and dose of learning objective themes and illicit and nonillicit substances mentioned in participant case presentations and discussions, and the paired-samples t test compared participants’ knowledge, self-efficacy, attitudes, and skills associated with learning objectives and medication management of substances from pre- to postseries.

Results: The results of the content analysis indicated that 3 learning objective themes—team-based care, harm reduction, and social determinants of health—resulted in the highest frequencies and dose, appearing in 100% (n=22) of case presentations and discussions. Alcohol had the highest frequency and dose among the illicit and nonillicit substances, appearing in 81% (n=18) of case presentations and discussions. The results of the paired-samples t test indicated statistically significant increases in knowledge domain statements related to polysubstance use ( P =.02), understanding the approach other disciplines use in SUD care ( P =.02), and medication management strategies for nicotine ( P =.03) and opioid use disorder ( P =.003). Statistically significant increases were observed for 2 self-efficacy domain statements regarding medication management for nicotine ( P =.002) and alcohol use disorder ( P =.02). Further, 1 statistically significant increase in the skill domain was observed regarding using the stages of change theory in interventions ( P =.03).

Conclusions: These findings indicate that the ECHO program’s content aligned with its stated learning objectives; met its learning objectives for the 3 themes where significant improvements were measured; and met its intent to address multiple substances in case presentations and discussions. These results demonstrate that Project ECHO is a potential tool to educate multidisciplinary providers in a comprehensive approach to SUD care.

Introduction

In the United States, overdose deaths continue to be a major cause of injury-related deaths. Since the onset of the COVID-19 pandemic, numbers have only accelerated, and the state of Ohio has led the nation in high substance use disorder (SUD) rates, including drug use and prescription drug use. The Centers for Disease Control and Prevention ranks the state among the top 5 across the United States with the highest rates of opioid overdose deaths [ 1 ]. While research has shown an increase in the number of people enrolled in substance use treatment in Ohio between 2015 and 2019 there was still a notable high increase in the annual average prevalence of past-year illicit drug use disorder in Ohio (3.6%) compared to the regional average (3%) and the national average (2.9%) [ 2 ]. In addition, past-month alcohol use disorder (9.3%), cannabis use disorder (5.8%), and tobacco use disorder (35.2%) were higher than the national average among young adults aged 18-25 years [ 2 ]. Ohio’s growing epidemic has highlighted the need to improve SUD care in a primary care setting by training providers to better address differences in care and social determinants of health through the use of behavioral techniques, harm-reduction philosophy of care, medication management, and a team-based care approach.

Weitzman Extension for Community Healthcare Outcomes: Comprehensive Substance Use Disorder Care Program

Beginning in 2021, Buckeye Health Plan and Ohio University Heritage College of Osteopathic Medicine have partnered with the Weitzman Institute (WI), a national primary care research, policy, and education institute, to provide targeted support and education to Ohio primary care medical and behavioral health providers working with underserved patients, especially those in the rural, southeastern Appalachian region, using the evidence-based Project Extension for Community Healthcare Outcomes (ECHO) learning model. Project ECHO uses frequent videoconference sessions to connect a target audience of learners with subject matter experts for didactic and case-based instruction and engaged discussion [ 3 ]. Through regular attendance at these sessions, Project ECHO aims to equip learners with the knowledge, confidence, and skills to better manage complex cases.

WI has over 11 years of experience in developing and delivering Project ECHO programs to meet the needs of providers working in resource-limited settings. As an early adopter of the model in 2012, Weitzman ECHO programs have been offered in 22 topic areas to over 8000 health care professionals across all 50 states, Washington D.C., and Puerto Rico. Working in collaboration, Buckeye Health Plan and Ohio University aimed to leverage this expertise and offer multiple Project ECHO programs each year for providers in topics of the greatest need and interest.

As described, one of Ohio’s most dire population health needs is to improve outcomes for patients experiencing addiction. Thus, SUD was selected as the second ECHO program developed through this partnership. More specifically, opioids are a heightened concern throughout both Ohio and the United States, and the opioid epidemic has spurred significant funding allocations, such as the Biden Administration’s US $1.5 billion award to states and territories to end the epidemic [ 4 ]. However, there are many additional substances of concern, both illicit and nonillicit, such as alcohol, tobacco, cannabis, methamphetamine, and cocaine [ 5 ], which may receive less attention given the directed funding for opioids. For this reason, it was decided that the ECHO would address not only opioids, or any one substance, but rather be designed to provide techniques to help providers address SUD overall through a comprehensive, team-based lens and a harm reduction philosophy of care. Reflecting this broad topical approach, the program was titled the Weitzman ECHO: Comprehensive Substance Use Disorder Care (CSUDC ECHO) program.

CSUDC ECHO consisted of 24 twice-monthly sessions held between July 2021 and July 2022. Each 1-hour session included a 20- to 25-minute didactic presentation followed by 1 patient case submitted by a participant before the session and discussed live for the remaining 35-40 minutes. Textbox 1 outlines the didactic presentation topics for each session. A multidisciplinary core faculty facilitated each session and was comprised of 1 physician with dual board certification in family medicine and addiction medicine and experienced in treating SUDs at federally qualified health centers; 1 nurse practitioner who developed and leads a federally qualified health center medication-assisted treatment (MAT) program; 1 supervisory licensed counselor; and 1 population health expert. Together, the faculty built a 12-month curriculum covering diverse topics such as medication management, team-based care, trauma-informed care, stages of change and motivational interviewing, polysubstance use and co-occurring conditions, and coordinating levels of care.

Session and didactic topic

• Philosophy of care (no case presentation).
• Harm reduction strategies.
• Principals of medication management.
• Team-based care: care provision partners.
• Trauma-informed care: an overview.
• Motivational interviewing.
• Stages of change for addiction.
• Assessing stages of change and stage-based interventions.
• Medications for opioid use disorder basics.
• Behavioral health and primary care coordination.
• Transitions of care.
• Polysubstance use.
• Social determinants of health including barriers or challenges (no case presentation).
• Adverse childhood experiences.
• Legal factors and access.
• Mental health crisis and coordination of care.
• Medication-assisted treatment for alcohol and tobacco use disorders.
• Self-determination and strength-based approaches.
• Contingency management for substance use disorder.
• HIV and hepatitis C virus in patients with substance use disorder.
• Screening, brief intervention and referral to treatment into primary care.
• Stimulant use disorder treatment and medication management.
• Co-occurring mental health substance use disorder.
• Tobacco cessation for polysubstance patients.

Participants were recruited by email blasts targeted to each partner’s network of Ohio primary care providers and other members of the care team. A total of 109 participants attended at least one session, 16 participants attended between 7 and 11 sessions, and 23 participants attended over 12 (half) of the sessions. On average, there were 32 attendees at each session. Continuing education credits were offered to medical providers, behavioral health providers, and nurses.

Purpose of Study

The purpose of this study was to assess the ability of CSUDC ECHO to both address and meet 7 learning objectives ( Textbox 2 ) and address multiple substances by analyzing (1) the frequency of exposure to the learning objective topics and substance types during case discussions and (2) participants’ knowledge, self-efficacy, skills, and attitudes related to the treatment of SUDs pre- to postprogram.

• Project a harm reduction philosophy of care into your treatment of patients experiencing substance use disorders and explain this concept to peers.
• Use the care team more effectively to improve the management of patients experiencing substance use disorders.
• Use motivational interviewing and other behavioral techniques to improve patient outcomes related to substance use disorders.
• Better differentiate and implement medication management strategies for patients experiencing substance use disorders.
• Illustrate trauma-informed practices in the screening, assessment, and treatment of patients experiencing substance use disorders.
• Describe and manage common co-occurring conditions and polysubstance use more effectively in patients experiencing substance use disorders.
• Distinguish and address factors related to social determinants of health faced by specific populations experiencing substance use disorders.

Study Design and Data Collection

This study used a mixed methods design, using a conceptual content analysis [ 6 ] analyzing ECHO participant-led case presentations, as well as a 2-tailed paired-samples t test of participant self-reported learner outcomes. All ECHO attendees who registered and attended the Project ECHO CSUDC sessions are included in the deductive content analysis. All ECHO attendees who registered before and through the first session of the series were invited to complete a preseries survey (n=106) via Qualtrics survey software (Qualtrics). The preseries survey remained open for 3 weeks from June 25, 2021, to July 18, 2021. A total of 79 responses were received (n=79) for a response rate of 75%. Upon completion of the ECHO series, active attendees (ie, those that were still active at the conclusion of the series and did not officially drop from the series, as well as those who enrolled throughout the series) were invited to complete a postseries survey via Qualtrics Survey Software (n=90). The postseries survey remained open for 4 weeks from July 7, 2022, to August 2, 2022. A total of 25 responses were received (n=25) for a response rate of 28%. A total of 16 consented participants completed both the preseries and postseries surveys (n=16) and are included in the paired-samples t tests statistical analysis.

Ethical Considerations

This study was approved by the Community Health Center, Inc, Institutional Review Board (IRB; 1190) on January 6, 2022. Informed consent was accounted for by the authors through the administration of a consent form on the postseries survey gathering participant consent to use their deidentified survey data for the paired-samples t test analysis. The deductive content analysis was considered a secondary analysis and was given exempt status. All data used in this study were deidentified, accounting for privacy and confidentially. No compensation for participation in this study was deemed necessary by the IRB.

Survey Tools

The preseries and postseries surveys were internally created and based on the Consolidated Framework for Implementation Research (CFIR) [ 7 ] and Moore’s Model of Outcomes Assessment Framework [ 8 ]. The specific CFIR domains assessed for include intervention characteristics, outer setting, inner setting, characteristics of individuals, and process [ 7 ]. Additionally, the levels of Moore’s Model of Outcomes Assessment Framework assessed for include level 2 (satisfaction), level 3a (declarative knowledge), level 3b (procedural knowledge), level 4 (competence), level 5 (performance), and level 6 (patient health) [ 8 ]. The surveys assessed changes in participants’ self-reported knowledge, attitudes, self-efficacy, and skills through statements centered on the series’ learning objectives. The preseries survey also collected participant characteristics including provider type and years of experience working with patients diagnosed with SUDs, as well as team-based care practices. Additionally, the postseries survey collected information on engagement and practice changes. The preseries survey instrument is presented in Multimedia Appendix 1 and the postseries survey instrument is presented in Multimedia Appendix 2 .

While the preseries survey and postseries survey tools were based on CFIR [ 7 ] and Moore’s Model of Outcomes Assessment Framework [ 8 ], both surveys were internally designed. The internal research and evaluation and CSUDC ECHO programmatic teams created the survey tools through several iterations of the internal review, which also consisted of selecting the appropriate domain (ie, knowledge, attitudes, self-efficacy, and skills) to assess each series’ learning objective. Each domain used a 5-point Likert scale to assess responses. The surveys were then presented to the CSUDC ECHO series stakeholders and faculty for review and approval before administering the surveys to the ECHO attendees. See Multimedia Appendices 1 and 2 for the domain placement of learning objectives and the 5-point Likert scales.

Conceptual Content Analysis

To further evaluate Weitzman ECHO CSUDC aims, researchers conducted a conceptual content analysis [ 6 ] using a set of a priori themes extracted from the series’ learning objectives. Series’ learning objectives are detailed in Textbox 2 . To establish a priori themes, researchers met before the launch of the ECHO to examine the series’ 7 learning objectives and extracted 7 themes for the content analysis. The themes were: harm reduction, team-based care, behavioral techniques, MAT, trauma-informed care, co-occurring conditions, and social determinants of health. To assess the frequency to which multiple substances were discussed, the themes also included 5 illicit and nonillicit substances of concern: alcohol, stimulants, opioids, cannabis, tobacco, or nicotine, plus polysubstance use when any 2 or more of these substances were identified. A conceptual analysis approach was used to gauge the dose and frequency of all learning objective themes and selected illicit and nonillicit substances. The content analysis aimed to confirm the discussion of the series’ learning objectives during case presentations and to determine to what extent multiple substances were able to be addressed.

Researchers evaluated all 22 participant-led ECHO case presentations and discussions for the presence of the selected themes in the prepared participant cases, faculty recommendations, and participant recommendations. Case presentations and discussions consisted of participants independently preparing a patient case to present and receive participant and faculty guidance for a patient treatment plan. Case presentations were recorded and transcribed using Zoom videoconferencing software (Zoom Video Communications, Inc). The transcriptions were then used for the conceptual content analysis.

To ensure coding accuracy, 4 researchers independently coded 27% (n=6) of the case presentations and met to reconcile discrepancies and better establish coding parameters. After reconciling discrepancies, 1 researcher coded the remaining 16 case presentations and discussion transcripts. The content analysis themes and descriptions are presented in Table 1 .

Paired-Samples t Test

To determine if Project ECHO CSUDC affected participant learner outcomes, researchers calculated mean scores reported on a Likert scale of 1 to 5 and conducted a paired-samples t test to compare pre- and postseries scores at a .05 significance level. The surveys consisted of matching statements assessing knowledge, self-efficacy, attitudes, and skills associated with the series’ learning objectives. The data were assessed for normality and homogeneity of variance and the assumptions were met. The data analysis was conducted using SPSS Statistics for Windows (version 26.0; IBM Corp).

Participant Characteristics

CSUDC ECHO participants were asked to report their role type on the preseries survey. Of the participants that responded to the survey items (n=79), a majority were other care team members (n = 32; 41%) followed by behavioral health providers (n = 30; 38%) and medical providers (n = 16; 21%). Additionally, participants were asked to indicate their years of experience working with SUDs. Most participants had between 1 and 5 years of experience (n=23; 29%) followed by 6-10 years (n=15; 19%), 11-20 years (n=14; 18%), less than 1 year (n=13; 16%), 7 participants indicated they do not work directly with patients (n=7; 9%), 21-30 years (n=4; 5%), 31-40 years (n=2; 3%), and more than 40 years of experience (n=1; 1%). Full participant characteristics of the entire CSUDC ECHO attendees, excluding the paired-samples t test sample, the paired-samples t test sample only, and all combined CSUDC ECHO attendees are provided in Table 2 .

The attendance data of participants included in the paired-samples t test analysis were analyzed. Further, 6 (n=6; 38%) of the paired-samples t test participants attended 1% (n=1) to 25% (n=6) of the 24 CSUDC ECHO sessions, 3 (n = 3; 19%) attended 26% (n=7) to 49% (n=11) of the sessions, 4 (n = 4; 25%) attended 50% (n=12) to 75% (n=18) of the sessions, and 3 (n = 3; 19%) attended 76% (n=19) to 100% (n=24) of the sessions.

a ECHO: Extension for Community Healthcare Outcomes.

b CSUDC: Comprehensive Substance Use Disorder Care.

c SUD: substance use disorder.

The conceptual content analysis indicated that all of the a priori themes relating to the learning objectives resulted in high frequencies and doses, appearing in a majority of case presentations and discussions. Further, 3 themes appeared in 100% (n = 22) of case presentations and discussions, including team-based care at a frequency of 156, followed by harm reduction at a frequency of 152, and social determinants of health at a frequency of 135. In total, 4 themes appeared in less than 100% (n=22) of case presentations and discussions, but above 81% (n=18), including co-occurring conditions with a frequency of 118 and appearing in 95% (n = 21) of case presentations and discussions, followed by behavioral techniques at a frequency of 108 and appearing in 91% (n = 20) of case presentations and discussions, MAT at a frequency of 89 and appearing in 86% (n = 19) of case presentations and discussions, and trauma-informed care at a frequency of 79 and appearing in 82% (n=18) case presentations and discussions. Additionally, multiple substances were represented but at differing frequencies. The substance that resulted in the highest frequency and dose was alcohol at a frequency of 64 and appeared in 81% (n = 18) of case presentations and discussions, followed by stimulants at a frequency of 55 and 77% (n=17) of case presentations and discussions, opioids at a frequency of 49 and 59% (n = 13) of case presentations and discussions. Cannabis resulted with a frequency of 38 but appeared in 64% (n = 14) of case presentations and discussions. Finally, tobacco and nicotine resulted in the lowest frequency at 11 and dose appearing in 27% (n = 6) of case presentations and discussions. When evaluating polysubstance use, which was limited to the use of two or more of the listed substances, we found a dose of 95% (n = 21) of case presentations and discussions. The frequency of polysubstance use was not included in the conceptual content analysis since it was not a learning objective theme and the emphasis of the conceptual content analysis was focused on the specific illicit and nonillicit substance types. The results of the conceptual content analysis are presented in Table 3 .

a MAT: medication-assisted treatment.

b —: not available.

In total, 4 knowledge domain statements resulted in statistically significant increases: understanding polysubstance use in patients experiencing SUD ( P =.02), understanding the approach colleagues in other disciplines use to address SUD ( P =.02), knowledge of medication management strategies for nicotine use disorder ( P =.03), and knowledge of medication management strategies for opioid use disorder (OUD; P =.003). Additionally, all knowledge domain statements resulted in an increased change in mean score from preseries to postseries. The results of the knowledge domain preseries and postseries scores are presented in Table 4 .

No attitudes domain statements resulted as statistically significant. All attitudes domain statements resulted in an increased change in mean score from preseries to postseries except the statement about a treatment plan for a patient experiencing an illicit SUD only being successful if abstinence is maintained, which resulted in a negative change in mean score. The negative change in mean score from preseries to postseries was the appropriate direction of change for alignment with promoting a harm reduction philosophy. The results of the attitudes domain preseries and postseries scores are presented in Table 5 .

Self-Efficacy

In total, 2 self-efficacy statements resulted in statistically significant increases: choosing a medication management strategy for nicotine use disorder ( P =.002) and alcohol use disorder ( P =.02). Additionally, all self-efficacy domain statements resulted in an increased change in mean score from preseries to postseries. The results of the self-efficacy domain preseries and postseries scores are presented in Table 6 .

a SMART: specific, measurable, achievable, relevant, timely.

In total, 1 skill domain statement resulted in a statistically significant increase: using the stages of change theory to provide stage-based interventions to patients experiencing SUDs ( P =.03). Additionally, all skill domain statements resulted in an increased change in mean score from preseries to postseries. The results of the skill domain preseries and postseries scores are presented in Table 7 .

a IOP: intensive outpatient.

Principal Findings

Ohio’s annual average prevalence of tobacco use, heroin use, use of prescription pain relievers, OUDs, illicit drug use disorder, and SUD have been higher compared to both regional and national averages [ 2 ]. Considering the need to address this public health concern, CSUDC ECHO was implemented to train Ohio providers and care team members in substance use care. CSUDC ECHO enhanced the Project ECHO work in this field by focusing content and learning objectives on a comprehensive, team-based lens and a harm reduction philosophy of care to address multiple illicit and nonillicit substances including opioids, alcohol, nicotine, cannabis, and stimulants. To assess the ability of the CSUDC ECHO program to meet its 7 program learning objectives ( Textbox 2 ) and address multiple substances, this study analyzed (1) the frequency of exposure to learning objective themes and substance types during case presentations and discussions and (2) participating providers’ change in knowledge, attitudes, self-efficacy, and skills related to the treatment of SUDs.

Study results demonstrate that all 7 learning objectives were frequently addressed in the content of case presentations and discussions throughout the program, with team-based care being the most frequently mentioned, 3 objectives appearing in 100% (n=22) of case discussions (eg, team-based care, harm reduction, and co-occurring conditions), and all 7 objectives appearing in >81% (n=18) of all cases discussed. This may have resulted in the learner outcome improvement pre- to postprogram for multiple learner domains (eg, knowledge, self-efficacy, and skill) for the following themes: team-based care, MAT, polysubstance use, and behavioral techniques. No pattern emerged among the participants included in the paired-samples t test analysis exposure to didactic topics and changes in learner outcomes.

Alcohol, stimulants, opioids, cannabis, and nicotine were addressed in the content of case presentations and discussions throughout CSUDC ECHO with alcohol being the most frequently mentioned and most common substance appearing in cases, 4 substances appearing in >59% (n=13) of case discussions (eg, alcohol, stimulants, opioid, and cannabis), and all coded substances appearing in at least a quarter of cases. The dialogue about these substances during case discussions likely resulted in improvements to the following learner outcomes related to medication management: alcohol use disorder, OUD, and nicotine use disorder. Medication management of cannabis use disorder was not assessed in the pre- to postsurveys. Additionally, the didactic presentation topics that centered on alcohol, opioid, and nicotine use disorder resulted in a higher attendance rate with about 40% (n=6) to 50% (n=8) of the participants included in the paired-samples t test analysis attending the sessions, as compared to only 20% (n=3) of the aforementioned participant sample having attended the session centered on stimulant use disorder.

These findings indicate that the ECHO program’s content aligned with its stated learning objectives; met its learning objectives for the 3 themes where significant improvements were measured; and met its intent to address multiple substances in case presentations and discussions. While case presentations and discussions comprise from half to the majority of content in the sessions (30-35 minutes of a 60-minute session), content during sessions also includes faculty didactic presentations (20-25 minutes), which also addresses these 7 learning objectives and various substances but was not a part of the content analysis. Therefore, learner outcome improvements may also be a result of content addressed in didactic presentations.

While the Project ECHO model has been shown to be effective in training the primary care workforce [ 9 ], specifically on OUD [ 10 , 11 ] and addiction medicine [ 12 , 13 ], there has been no documentation, to our knowledge, of the ability of a team-based, comprehensive SUD and polysubstance-focused Project ECHO designed to improve learner outcomes (eg, knowledge, self-efficacy, and skills). Although Komaromy and colleagues [ 14 ] investigated the frequency of cases presented based on substance type in a comprehensive SUD-focused ECHO, a content analysis of the case presentation and discussion transcripts was not analyzed to either assess the frequency of substances or learning objectives. Furthermore, to our knowledge, this process has not been combined in a mixed method approach to compare learner outcomes with a content analysis to gauge the ability of an SUD-focused Project ECHO program to meet its stated learning objectives. Our results reported here align with this literature and expand to demonstrate that Project ECHO is a potential tool to effectively educate multidisciplinary providers in a comprehensive approach to SUD care.

This study has several strengths which promote the ability of the Project ECHO model in enhancing health care providers’ knowledge, self-efficacy, and skill associated with comprehensive SUD care. The focus of this study is unique as there is minimal research exploring the benefits and training ability of Project ECHO with a comprehensive SUD care focus. This study’s noteworthy strength is the use of a mixed methods design that presents a comprehensive evaluation correlating the content addressed in the case presentations and discussions to statistically significant learner outcomes to demonstrate how this telementoring continuing education series improved provider’s knowledge, skills, and self-efficacy to benefit participating providers and their practices.

Limitations

This study faced several limitations during data collection and analysis. The first limitation of this study was the limited sample size and low response rate. There was a decline between the number of participants who completed the preseries survey and postseries survey, resulting in a low comparative sample, which restricted the options for statistical analysis. Another limitation was generalizability; the results of this Project ECHO are limited to the target audience of medical providers, behavioral health providers, and care team members from the state of Ohio, which is not a representative sample of broader populations nationally. Additionally, participants self-selected to take part in the Project ECHO series, which presents the potential for self-selection bias. Another limitation this study faced was the lack of available or reliable data on Project ECHO and its ability to meet learning objectives and address multiple substances through providers’ knowledge, self-efficacy, skill, and attitudes. Furthermore, self-reported data to assess knowledge and skills, and self-reported data in general, could present participant biases and is difficult to corroborate with outcomes. The use of internally designed survey instruments instead of using validated instruments presents as a limitation. In light of these limitations, future studies in this subject matter should include a larger data set. Additionally, future studies using a nested analysis approach might provide more insight into how the learning objective themes coincide with the various illicit and nonillicit substance types and would be a useful analysis to contribute to the knowledge base. Another recommendation for future studies in this subject matter should include a deeper analysis of attendance dose and exposure to didactic topics to better understand the impact on changes in learner outcomes. Future research with greater validity will contribute to the significant gaps in literature regarding this subject.

Conclusions

The purpose of this research study was to assess the ability of CSUDC ECHO to both address and meet 7 learning objectives ( Textbox 2 ) and address multiple substances by analyzing (1) the frequency of exposure to the learning objective topics and substance types during case presentations and discussions and (2) participants’ knowledge, self-efficacy, skills, and attitudes related to the treatment of SUDs from pre- to postprogram. The results of this study indicate that CSUDC ECHO was able to both address and meet its learning objectives while addressing multiple substances, as demonstrated by improvements in learner knowledge, self-efficacy, and skills. All learning objective themes resulted in high frequencies and doses, appearing in a majority of case presentations throughout the series. These promising results suggest that Project ECHO is a potential tool to educate primary care providers, behavioral health providers, and care team members in a comprehensive approach to SUD assessment and treatment through complex case discussions combined with didactic learning for certain settings. As Project ECHO programs continue to be established globally and existing programs strengthen, further research examining the model’s ability to achieve positive learning outcomes and factors that may contribute to these outcomes (eg, frequency of topic dose) is needed to confirm the outcomes in larger population samples, additional topics of focus, and other geographical settings.

Acknowledgments

The authors would like to acknowledge our partners at Buckeye Health Plan and Ohio University Heritage College of Osteopathic Medicine. We would like to thank our funders, Centene Corporation through its subsidiary, Buckeye Health Plan; without their financial support, this work would not have been possible. We would like to thank the faculty that led the ECHO sessions, delivered didactic presentations, and provided high-quality case recommendations, including core faculty members Dana Vallangeon, doctor of medicine, Tracy Plouck, master of public administration, Amy Black, master of science in nursing, advanced practice registered nurse, nurse practitioner-certified, Ericka Ludwig, licensed professional clinical counselors applying for training supervision designation, licensed independent chemical dependency counselor, as well as guest faculty members. We would also like to thank our Weitzman Institute colleagues who helped with the content analysis: Zeba Kokan, Claire Newby, and Reilly Orner. To learn more about Weitzman Extension for Community Healthcare Outcomes programs, visit their website [ 15 ]. This project was supported by Buckeye Health Plan, a subsidiary of Centene Corporation. The views, opinions, and content expressed in this paper do not necessarily reflect the views, opinions, or policies of Buckeye Health Plan or Centene Corporation. The authors did not use generative artificial intelligence in any portion of this paper.

Data Availability

The data sets generated and analyzed during this study are not publicly available due to a portion of the data being deemed as exempt by the institutional review board and the institutional review board approving a waiver of informed consent for the exempt data, as well as the sensitive nature of the data, but are available from the corresponding author on reasonable request.

Authors' Contributions

MK wrote this paper, reviewed this paper, designed the evaluation plan, and performed the qualitative and statistical analyses. AP wrote this paper, reviewed this paper, and assisted with the evaluation design and approval. RM wrote this paper, reviewed this paper, performed the literature review, and assisted with the evaluation design and approval. NRN wrote this paper, reviewed this paper, and performed the literature review. KA critically reviewed this paper.

Conflicts of Interest

None declared.

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Abbreviations

Edited by T de Azevedo Cardoso; submitted 12.04.23; peer-reviewed by A Arbabisarjou, J Ford Ii; comments to author 12.09.23; revised version received 06.11.23; accepted 29.02.24; published 01.04.24.

©MacKenzie Koester, Rosemary Motz, Ariel Porto, Nikita Reyes Nieves, Karen Ashley. Originally published in JMIR Medical Education (https://mededu.jmir.org), 01.04.2024.

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