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WorksheetsUnit 9 Case Studies with AC
Total questions: 92
Worksheet time: 1hrs 17mins
Name
Class
Date
1.
Which project management methodology does LEGO Digital Solutions primarily use?
a)
Waterfall
b)
Agile/Scrum with scaled framework
c)
PRINCE2
d)
Traditional project management
2.
What is a PI (Product Increment) in the LEGO case study?
a)
A single sprint of 2 weeks
b)
An 8-week period containing 4 sprints
c)
A yearly planning cycle
d)
A daily standup meeting
3.
How long is each sprint in the LEGO Agile process?
a)
1 week
b)
2 weeks
c)
4 weeks
d)
8 weeks
4.
What planning approach does LEGO use at the team level?
a)
Push-based planning where management assigns work
b)
Pull-based planning where teams choose their capacity
c)
Random assignment of features
d)
External consultants plan everything
5.
How often does LEGO conduct PI Planning events?
a)
Weekly
b)
Every 2 weeks
c)
Every 8 weeks (bi-monthly)
d)
Annually
6.
What is the main purpose of the dependency board in LEGO's PI Planning?
a)
To track individual team member tasks
b)
To visualize who needs what from whom and when
c)
To record meeting minutes
d)
To display the company org chart
7.
What does ROAM stand for in LEGO's risk management?
a)
Review, Operate, Assess, Manage
b)
Resolved, Owned, Accepted, Mitigated
c)
Reduce, Optimize, Analyze, Monitor
d)
Report, Observe, Act, Measure
8.
How many teams participate in LEGO's PI Planning event?
a)
5 teams
b)
10 teams
c)
20+ teams
d)
50 teams
9.
What role does the Product Owner play in LEGO's process?
a)
They write all the code
b)
They prepare prioritized backlogs and negotiate with stakeholders
c)
They only attend meetings
d)
They manage the budget exclusively
10.
What is the "IP sprint" reserved for in LEGO's planning?
a)
Intellectual Property legal work only
b)
Innovation & Planning - buffer time, innovation, and next PI planning
c)
Internet Protocol network configuration
d)
Individual Performance reviews
11.
How does LEGO's planning approach differ from traditional Waterfall planning?
a)
LEGO uses adaptive, iterative 8-week cycles; Waterfall uses sequential, upfront planning
b)
They are exactly the same
c)
LEGO plans once per year; Waterfall plans daily
d)
LEGO doesn't plan at all
12.
What is a key advantage of LEGO's big room planning over virtual distributed planning?
a)
It costs less
b)
Face-to-face enables rapid decisions and reduces waiting time
c)
Everyone can work from home
d)
It requires no preparation
13.
How did LEGO improve on the original 2-day PI Planning format?
a)
Extended it to 5 days
b)
Reduced it to 1 day while maintaining energy and value
c)
Made it virtual only
d)
Cancelled it entirely
14.
What principle does "Yesterday's Weather" represent in LEGO's planning?
a)
Checking actual weather forecasts
b)
Using past performance data to predict realistic future capacity
c)
Ignoring all historical data
d)
Only working when it's sunny
15.
What advantage does LEGO's Scrum of Scrums meeting provide?
a)
It replaces all team meetings
b)
Scrum masters coordinate dependencies and impediments across teams
c)
It eliminates the need for planning
d)
Only managers can attend
16.
What was LEGO's main problem before implementing PI Planning?
a)
Too few employees
b)
Lack of technology
c)
Cross-team misalignment, poor collaboration, and unclear priorities
d)
No office space
17.
Which of these is a documented benefit of LEGO's PI Planning approach?
a)
Doubled the number of employees
b)
Reduced duplicated work and dependency problems, improved trust
c)
Eliminated all meetings
d)
Made planning unnecessary
18.
What limitation or challenge does LEGO still face with their approach?
a)
No challenges remain
b)
They work on diverse products making a single storyline difficult
c)
Nobody wants to attend the events
d)
The process is too expensive
19.
Why did LEGO eliminate the confidence vote from their PI Planning?
a)
It was too difficult to organize
b)
Pull-based planning means teams are already confident, making the vote redundant
c)
Management didn't like it
d)
It took too much time
20.
What does LEGO mean by "plan on a cadence, release on demand"?
a)
Planning and releasing happen at the same time
b)
Planning happens on 8-week cycles; teams release whenever ready based on their work
c)
They never release anything
d)
Planning is random
21.
What is the purpose of the "Draft Plan Fair" in LEGO's PI Planning?
a)
To sell products
b)
Teams present their plans in 7.5-min sessions; others visit to learn and discuss
c)
To have lunch
d)
To assign blame for problems
22.
How does LEGO handle teams located in India during PI Planning?
a)
They are excluded from planning
b)
Representatives attend in person and communicate with remote team members
c)
They plan separately
d)
Video calls only
23.
What is a "stretch objective" in LEGO's planning?
a)
Physical exercise during breaks
b)
Something teams might achieve but don't commit to
c)
The most important objective
d)
An objective for next year
24.
What does LEGO use "story points" for?
a)
Measuring team capacity and tracking delivered work
b)
Writing user stories
c)
Scoring games
d)
Employee evaluations
25.
How does LEGO describe the energy level as a feedback mechanism?
a)
Energy level doesn't matter
b)
High energy means the format is working; low energy signals need for change
c)
They measure electrical consumption
d)
Only facilitators' energy matters
26.
What does "T-shaped" team members mean at LEGO?
a)
They work in T-shaped office layout
b)
Somewhat specialized but broad enough to help across areas
c)
They only work on tasks starting with T
d)
They drink lots of tea
27.
What is the "Law of 2 Feet" at LEGO's PI Planning?
a)
You must stand during planning
b)
If not learning/contributing/having fun, use your feet to go where you can
c)
Maximum 2 feet distance from your desk
d)
A safety regulation
28.
How did LEGO Digital Solutions start their agile journey?
a)
Immediately with 20 teams
b)
Started with ~5 teams doing Scrum, then scaled up
c)
Hired external company to do everything
d)
They never used agile
29.
What framework did LEGO use as a starting point for scaling?
a)
PRINCE2
b)
Waterfall
c)
Scaled Agile Framework (SAFe)
d)
No framework
30.
What does LEGO say about following frameworks rigidly?
a)
You must follow every detail exactly
b)
Adapt frameworks to your context; don't be dogmatic
c)
Never use frameworks
d)
Frameworks are useless
31.
How many people typically attend LEGO's PI Planning event?
a)
20-30 people
b)
150 people
c)
500 people
d)
10 people
32.
According to the case study, what was the overall impact of PI Planning at LEGO?
a)
Negative - more confusion and waste
b)
Positive - less duplication, better alignment, improved motivation and trust
c)
No change whatsoever
d)
Only management benefited
33.
Which project management methodology was primarily used for the Apollo 11 mission?
a)
Agile/Scrum
b)
Traditional/Waterfall with extensive upfront planning
c)
No formal methodology
d)
Extreme Programming
34.
What was the primary characteristic of Apollo 11's project phases?
a)
Overlapping and iterative
b)
Sequential with clear gates between phases
c)
Random and unplanned
d)
Continuous and never-ending
35.
How were requirements typically handled in Apollo 11 project?
a)
Changed daily based on feedback
b)
Defined upfront in great detail before design began
c)
No requirements were documented
d)
Requirements were optional
36.
What was a key benefit of using traditional methodology for Apollo 11?
a)
Maximum flexibility for changes
b)
Thorough planning and documentation reduced risks in critical mission
c)
No documentation needed
d)
Could change requirements anytime
37.
What type of project structure did NASA use for Apollo?
a)
Flat structure with no hierarchy
b)
Matrix structure with clear roles, responsibilities, and reporting
c)
Everyone did everything
d)
Ad-hoc structure
38.
How were changes to requirements typically handled in Apollo 11 type projects?
a)
Welcomed and implemented immediately
b)
Resisted due to high cost and risk; required formal change control
c)
No process for changes
d)
Changes were made randomly
39.
What was the testing approach in Apollo 11 style projects?
a)
Testing throughout development
b)
Testing happens late, after all development is complete
c)
No testing required
d)
Random testing
40.
What was a major limitation of the traditional approach used in Apollo 11?
a)
Too flexible
b)
Inflexible to changes; issues found late in testing phase
c)
No documentation
d)
Too fast paced
41.
How did Apollo 11 handle quality assurance?
a)
No quality processes
b)
Rigorous QA with extensive reviews, inspections, and testing protocols
c)
Quality was optional
d)
Only checked at the end
42.
What role did documentation play in Apollo 11 project management?
a)
Documentation was discouraged
b)
Extensive documentation was critical for communication and compliance
c)
Minimal documentation
d)
No documentation existed
43.
How did the Apollo program structure work versus Agile teams?
a)
Exactly the same as Agile
b)
Hierarchical with specialized departments vs. cross-functional teams
c)
No structure at all
d)
Only one person worked on it
44.
What was the stakeholder involvement pattern in Apollo-style projects?
a)
Daily involvement
b)
Heavy at start (requirements) and end (acceptance), limited during development
c)
No stakeholder involvement
d)
Random involvement
45.
Why was traditional methodology appropriate for Apollo 11?
a)
It wasn't appropriate
b)
Well-defined goal, fixed deadline, life-critical needs favored detailed planning
c)
It was the only method available
d)
Random choice
46.
How did risk management work in Apollo-style projects?
a)
No risk management
b)
Extensive upfront risk identification and mitigation planning
c)
Risks handled only when they occur
d)
Risk management was forbidden
47.
What was the deployment approach for Apollo 11?
a)
Frequent small releases
b)
Single big-bang deployment after all development and testing
c)
Continuous deployment
d)
No deployment plan
48.
How did Apollo 11 handle project milestones?
a)
No milestones
b)
Formal milestone gates between phases with go/no-go decisions
c)
Informal milestones only
d)
Milestones changed daily
49.
What communication structure was typical in Apollo-era projects?
a)
Informal daily standups
b)
Formal reports through hierarchical channels
c)
No communication
d)
Only email
50.
How does Apollo's approach compare to LEGO's regarding planning frequency?
a)
Both plan continuously
b)
Apollo planned once upfront; LEGO replans every 8 weeks
c)
Neither approach plans
d)
They plan the same way
51.
What was the typical team size structure in Apollo program?
a)
Only small teams of 5-7 people
b)
Large specialized teams organized by function/discipline
c)
No teams
d)
One person teams
52.
How did Apollo handle feedback cycles compared to Agile?
a)
Faster feedback than Agile
b)
Long feedback loops - learn from mistakes late in testing phase
c)
No feedback
d)
Same as Agile
53.
What project management tools were typical for Apollo-era projects?
a)
Digital collaboration tools
b)
Gantt charts, PERT charts, critical path analysis
c)
No tools used
d)
Sticky notes and whiteboards
54.
How did Apollo projects handle uncertainty?
a)
Embraced and explored uncertainty
b)
Tried to eliminate uncertainty through extensive planning and analysis
c)
Ignored uncertainty
d)
Uncertainty was welcomed
55.
What was the success criteria for Apollo 11 mission?
a)
Flexible and evolving goals
b)
Fixed, well-defined goal: land on moon and return safely
c)
No defined success criteria
d)
Success criteria changed monthly
56.
How did budget management work in Apollo projects?
a)
No budget tracking
b)
Fixed budget allocated upfront with strict controls and tracking
c)
Unlimited budget
d)
Budget decided daily
57.
What advantage did Apollo's sequential approach provide?
a)
Maximum flexibility
b)
Clear predictability and ability to plan resources/budget in detail
c)
No advantages
d)
Faster delivery
58.
How does Apollo's documentation compare to Agile approaches?
a)
Less documentation than Agile
b)
Much more comprehensive documentation required at each phase
c)
Same amount of documentation
d)
No documentation allowed
59.
What was the timeline characteristic of Apollo 11?
a)
No timeline
b)
Fixed deadline (end of 1960s) driving all planning and execution
c)
Flexible timeline adjusted weekly
d)
Continuous with no end date
60.
How did specialized expertise work in Apollo projects?
a)
Everyone was a generalist
b)
Deep specialists worked in functional silos (propulsion, guidance, etc.)
c)
No expertise required
d)
Expertise was discouraged
61.
What was the knowledge transfer approach in Apollo-style projects?
a)
Only verbal communication
b)
Heavy reliance on detailed documentation for knowledge transfer
c)
No knowledge transfer
d)
Knowledge transfer forbidden
62.
Overall, what type of project is best suited for Apollo's traditional approach?
a)
Projects with unclear requirements that need exploration
b)
Projects with well-understood requirements, fixed scope, and high risk/criticality
c)
All projects
d)
No projects
63.
Which methodology best describes the iPhone development approach?
a)
Pure Waterfall
b)
Iterative development with rapid prototyping
c)
No methodology
d)
Traditional sequential
64.
How did Apple handle requirements for the first iPhone?
a)
Fully defined upfront
b)
Evolved through iterations and prototyping based on vision
c)
No requirements
d)
Copied from competitors
65.
What was unique about Apple's project structure for iPhone?
a)
Completely outsourced
b)
Small cross-functional team with direct executive involvement
c)
Large separate departments
d)
No structure
66.
How did Apple approach innovation in the iPhone project?
a)
Avoided innovation
b)
Encouraged experimentation and iteration to achieve breakthrough innovation
c)
Only copied existing products
d)
Innovation was forbidden
67.
What was Apple's approach to secrecy during iPhone development?
a)
Completely open development
b)
Extreme secrecy with compartmentalized teams and NDAs
c)
No secrecy
d)
Published everything online
68.
How did prototyping feature in iPhone development?
a)
No prototypes made
b)
Rapid, iterative prototyping was central to refining the design
c)
Only one prototype made
d)
Prototypes were optional
69.
What role did user testing play in iPhone development?
a)
No user testing
b)
Internal user testing and iteration before public release
c)
Only tested after release
d)
User testing was forbidden
70.
How does iPhone's development compare to Apollo 11's approach?
a)
Identical approaches
b)
iPhone used iteration and emergence; Apollo used sequential planning
c)
Both were purely waterfall
d)
No comparison possible
71.
What was the testing strategy for iPhone development?
a)
Testing only at the very end
b)
Continuous testing throughout iterations
c)
No testing
d)
Random testing
72.
How did Apple handle design changes during iPhone development?
a)
Changes were not allowed
b)
Design changes embraced through iterative refinement
c)
Only one design was ever considered
d)
Changes required government approval
73.
What was the team composition for iPhone development?
a)
Hundreds of separate departments
b)
Cross-functional team with hardware, software, and design experts
c)
Only hardware engineers
d)
Only software developers
74.
How does iPhone's approach compare to LEGO's Agile methodology?
a)
Completely different with no similarities
b)
Both use iterative cycles, but iPhone had smaller team and longer cycles
c)
Identical methodologies
d)
No comparison possible
75.
What was the deadline approach for iPhone release?
a)
No deadline
b)
Target date but quality/innovation took priority over fixed date
c)
Released randomly
d)
Deadline changed daily
76.
How did Apple manage dependencies in iPhone development?
a)
No dependency management
b)
Tight integration through small cross-functional team collaboration
c)
Dependencies were ignored
d)
Used only documentation
77.
What was Apple's philosophy on perfection for iPhone?
a)
Ship first, fix later
b)
Iterate until achieving excellent user experience before release
c)
Perfection was not important
d)
Released whatever was ready
78.
How did stakeholder feedback work in iPhone development?
a)
No stakeholder involvement
b)
Direct involvement of executive stakeholders (Jobs) throughout iterations
c)
Only at the very end
d)
Stakeholders were excluded
79.
What was the documentation approach for iPhone?
a)
Extensive formal documentation like Waterfall
b)
Working prototypes over comprehensive documentation
c)
No documentation at all
d)
Only user manuals
80.
How did iPhone development handle the "unknown"?
a)
Avoided unknowns entirely
b)
Embraced unknowns through exploration and iterative learning
c)
Unknowns caused project cancellation
d)
No unknowns existed
81.
What was the risk management approach for iPhone?
a)
No risk management
b)
Iterative de-risking through prototyping and testing
c)
Only upfront risk planning
d)
Risks were ignored
82.
How did integration work in iPhone development?
a)
Integration only at the end
b)
Continuous integration of hardware and software throughout iterations
c)
No integration needed
d)
Integration was optional
83.
What best describes Apple's decision-making for iPhone?
a)
Decisions made by committee
b)
Rapid decisions by small empowered team with executive vision
c)
No decisions were made
d)
Only customers made decisions
84.
How did the iPhone project balance innovation and practicality?
a)
Only focused on innovation, ignored practicality
b)
Iterations allowed exploring innovation while testing practical viability
c)
Only focused on practicality, avoided innovation
d)
No balance needed
85.
What was the competitive strategy in iPhone development?
a)
Copy competitors exactly
b)
Create breakthrough differentiation through innovation and design
c)
No competitive strategy
d)
Avoid competition
86.
How did quality assurance work in iPhone development?
a)
No quality assurance
b)
Quality verified through each iteration before moving forward
c)
Only checked after release
d)
Quality was optional
87.
What enabled Apple to pivot during iPhone development?
a)
They never pivoted
b)
Iterative approach allowed changing direction based on learning
c)
Government mandated pivots
d)
Random decisions to pivot
88.
How did Apple handle technical feasibility questions?
a)
Assumed everything was feasible
b)
Proved feasibility through rapid prototyping and testing
c)
Never questioned feasibility
d)
Only relied on analysis
89.
What was unique about Apple's user requirements process for iPhone?
a)
Gathered requirements from surveys
b)
Vision-driven with requirements emerging from what users didn't know they wanted
c)
No requirements process
d)
Copied requirements from focus groups
90.
How did collaboration work in iPhone development team?
a)
No collaboration
b)
Intense cross-functional collaboration in small co-located team
c)
Only worked separately
d)
Collaboration was forbidden
91.
What was the deployment/release strategy for iPhone?
a)
Continuous releases of features
b)
Single big-bang release after extensive iteration and polish
c)
Never released
d)
Released without testing
92.
What project management lesson does iPhone development teach?
a)
One methodology fits all projects
b)
Match methodology to project context - iterative for innovation, waterfall for known solutions
c)
Methodology doesn't matter
d)
Never plan anything
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