case study of successful project management

Project Management Examples: Success Stories Case Studies, and Examples

By Kate Eby | January 3, 2023

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The best real-world project management starts with meticulous planning and ends with achieving goals. Take charge of your next project with the techniques and tools that experts use to avoid failure and deliver stellar results.

In this article, learn about eight real-world project management examples , project success criteria , five famous project management failures , and how modern project management software supports success .

Successful Real-World Project Management Examples

Successful real-world project management examples have one thing in common: they support company strategy. Examples show how detailed research, planning, and organization of resources helped real-world project managers achieve a particular aim that moves the organization forward.

Successful project management examples reveal that, in order to reach the final goal, you must have and maintain a big-picture view. Other success factors include involving stakeholders, reviewing multiple frameworks and solutions, and keeping the lines of communication open.

Henry Mayo Newhall Hospital Case Study: Increased Outpatient Surgical Center Performance

Henry Mayo Newhall Hospital is a 357-bed not-for-profit community hospital and trauma center in Santa Clarita, California. Jay Arcilla, Director of the Performance Excellence Office, is charged with studying and adapting the functions and processes to increase the achievement of desired outcomes, better meet patients' needs, and assure quality. 

• Challenge: In every hospital, starting the day's first scheduled in-patient or out-patient surgery on time has a knock-on effect on subsequent surgery timelines. Meeting schedules can always be challenging. The pandemic created even more hurdles, from having the right supplies and equipment on hand to keeping up with documentation and ensuring the right personnel are available to cover every patient's needs. Arcilla focused on raising surgery on-time start times to 70 percent. 

• Work Sessions: A team work session helps frontline staff analyze the root cause and create a consensus-driven, interdisciplinary team.

•  Communication: Disseminating information and encouraging discussion for all stakeholder groups.
•  Accountability: The operating room executive leadership created and enforced an Outpatient Surgery Center First Case On-Time Start (OPSC FCOTS) Escalation Plan, holding all staff accountable for showing up to first cases on time.
• Takeaway: In complex, multi-layered project situations, there is often no single silver bullet. Instead, results manifest over time. In this case, within seven months, monthly performance went past the 70 percent target to 89 percent for April 2022.

Behr Process Corporation Case Study: Paving the Way for Road Show Marketing Achievement 

Behr is one of the largest purveyors of architectural paint and exterior wood care products in the United States and Canada. Lisa Kudukis, Director of Professional Products and Services for the Behr Process Corporation , oversees promotions, including a major road show.

• Challenge: Kudukis created the BehrPro Experience Tour to connect with U.S. contractors. The annual event employs five tour teams covering 75 markets and 500 Home Depot locations in 34 states. Initially, each manager used different tools and organizational tactics to run their activities. Supervising people and processes and collaborating to maximize efforts was challenging. The Behr marketing team needed a way to operate more efficiently and stay on task. 
• Solution: After an exhaustive review, Kudukis chose Smartsheet as the group's project management tool. Everyone on the team now uses a single, custom template. A master dashboard relays information about key initiatives and features a drill-down menu so anyone with access can check on small details.  
• Takeaway: For the team, it is a huge time and money saver since anyone can view the project status and provide assistance if necessary. It also helps the team identify new business development opportunities or obstacles to inform future promotions and projects.

Successful Software Project Examples

Software projects involve generating an overall plan, scheduling, allocating resources, executing, tracking, and delivering quality software and apps. These examples show that successful software projects deliver the product with the pre-agreed level of quality within the given time and cost. 

Software companies create, change or maintain valuable products. Software project management is one of the most complex and fastest-growing endeavors in business today.

Hyland Software: More Responsive Updates and Website Requests

Jacob Huston-Lowery manages web operations at Hyland Software , a content services platform and developer of Onbase, an enterprise content management (ECM) and process management software suite. Hyland cuts dozens of hours from the website request process while capturing data to drive ongoing improvement for its clients. Clients include insurance, manufacturing, higher education, and finance businesses that provide web-based services to their customers.

• Challenge: Providing efficiency and seamless services is paramount to maintaining Hyland's standards. Service requests from internal staff who noticed system issues, along with those on behalf of customers, created log jams and confusion. When Huston-Lowery came on board, there were five different contact forms, and some requesters were bypassing the process and sending emails. 
• Solution: Huston-Lowery turned to Smartsheet to find an easy-to-use solution for the critical challenges his team faced. Using project messaging and alerts within the app helped eliminate email delays. When users complete an online form with an alert for urgent projects, Smartsheet routes website requests to a sheet Huston-Lowery manages. As requests come in, all projects are prioritized, scheduled, and assigned to team members or third-party website management agencies.
• Takeaway: By replacing email trails with built-in alerts and update capabilities, the Smartsheet solution saves communication time and eliminates duplication. The ability to handle requests strategically helps the team implement a support program that runs 24 hours a day, 5 days a week – a process that was impossible before instituting the new project management process.

Examples of Successful IT Projects

Information technology (IT) projects ensure that software, devices, and systems work together to help people get things done. 

Managing IT projects and creating efficient IT project plans involve all aspects of planning, design, implementation, project management, and training.

Convergint: A Single System of Record Improves Processes and Customer Service

Jenn Hilber is the Business Architect, Operations for Convergint , the largest privately held security integrator in the United States. Convergint has more than 175 locations worldwide, providing a range of services, including installation and management of card readers and cameras, alarm systems, fire systems, building controls, and more.

•  Challenge: The company prides itself in creating an outstanding customer experience, but managing all the details seamlessly was difficult. Convergint relied on manual practices and printed playbooks, with no single unified process for most of its activities.
•  Solution: Convergint turned to Smartsheet to capture all of its data, best practices, and resources in a single place. As a result, teams can make strategic decisions and act on customer priorities with confidence knowing that they have the most current and accurate information at their fingertips.
• Takeaway: Convergint teams now enjoy better cross-team and global communication, a clearer insight into customers' needs and status, and greater accountability for internal processes. Customers also experience quicker turnaround time for requests.

Exoft: Shifting to Mixed Methodologies Rescue an IT Project Management Client Relationship

Bohuslava Zhyvko is Head of Marketing for Exoft , a software development services company located in Lviv, Ukraine. Exoft builds robust web and mobile solutions with a focus on increasing clients' efficiency and solving technology challenges. 

• Challenge: Zhyvko began a new assignment with an IT client previously managed by another project manager. Zhyvko learned the IT client didn't want to hear about Agile methodology or process at Exoft; he simply wanted to complete his project ASAP. 
• Solution: Zhyvko immediately requested a kick-off conference call. During the call, she discussed the goal and purpose of the project and clarified the main issues that were creating stress points. After the call, Zhyvko gathered the team and included Exoft's CTO. The weaknesses of the client's planning and reporting systems became apparent, and Zhyvko offered the solution: Agile, after all. The team used a mix of Scrum and Kanban to replace Waterfall , which wasn't the right approach for the nature and goals of the project. They divided the project's scope into milestones and sprints, then switched the look of the workboard in Jira. Zhyvko supplied the client with a process improvement proposal and SOW with all the features he wanted. Zhyvko explained how the project's formal change request procedure worked and shared the documentation, so the client could clearly understand the development process, which they accepted and signed.
• Takeaway: After three months, when two milestones were closed, the client was pleased with the deliveries and the Scrum working process. The project concluded after milestone 11 with a client who was pleased with the outcome. His startup is growing extremely fast, and the company and Zhyvko have an excellent relationship. Solid planning, reporting, and communication can turn around even the most complex project management challenge.

Examples of Successful Completed Business Projects

Efficiently reaching project objectives is a key element of project management success. Efficiency relates to how the project’s limited resources are managed to meet its goals while building good relationships with internal and external stakeholders.

Whirlpool: Regional Alignment for Smoother Operations

Thiago Zapparoli is a Senior Planning Engineer at Whirlpool Corporation . The global home appliance company relies on regional project managers to manage its extensive portfolio.

• Challenge: When you're responsible for managing a project portfolio of a global home appliance company — including approximately 400 individual projects across five worldwide regions — you need a comprehensive system to keep everything on track. That's why Zapparoli looked for a way to get project managers, leadership, and other stakeholders on the same page with the laundry and dryer portfolio he manages.
• Solution: Zapparoli knew he needed an effective and unique system for all project managers to aggregate the 400 projects that covered multiple regions around the globe. At a minimum, the project management system needed to identify responsibilities for each project and task; key performance indicators; and open, completed, and delayed tasks. Smartsheet offered an all-up view of an entire region, providing real-time visibility into the overall project status and numerous tasks. First deployed in Brazil, the holistic tracker transformed how the 10 project managers and cross-functional leaders in that region approach their daily work and stay in sync.
• Takeaway: After implementations in Brazil and the United States, Zapparoli’s Smartsheet trackers are used in all three remaining regions and assisted deployment in four other Whirlpool internal organizations. Project managers are engaged because they have control over projects. Cross-functional leaders are satisfied with the visibility, and senior leadership can now see how they can help.

Simplus: Improved Sales Process

Katherine Albiston is a Content Manager for Simplus , an Infosys company that provides a strategic, industry-focused digital transformation for customers in the Salesforce ecosystem. She shares how Simplus’ customer Ziehm Imaging needed to improve its sales process to garner maximum efficiency and profits, as well as the company’s solution for them.

• Challenge: Simplus customer Ziehm Imaging, Inc. was using a legacy configure, price, quote (CPQ) system process for defining new products or modifying bundles. As a result, it took up to a week to go to market. A Microsoft Excel-based process further complicated managing market-specific annual pricing updates, which required a manual price override to apply pricing for each segment. The manual work increased errors, eroded margins, and led to customer communications about pricing adjustments – not good for relationships. 
• Solution: Simplus simplified Ziehm's bundle configuration process and centralized compatibility management rules. It now uses a lookup-based rules setup for products that enforces business policies in real time as sales reps interact with the CPQ system. 
• Takeaway: Streamlining and installing coherent systems decreased Ziehm's quote creation time by 93 percent, troubleshooting time by 87 percent, and the time to add products by approximately 87 percent. The lesson is clear: A holistic approach to process improvement can reap impressive benefits.

designdough: A More Refined Recruitment Process

Molly Govus is the Marketing Manager of designdough , a full-service U.K. design firm. The company tightened its use of project and time management tools to run projects and realized it needed to do the same for managing internal projects.

• Challenge: designdough audited its recruitment process and discovered four key issues: Permanent and temporary staffing ebb and flow was always in flux depending on client project demands. There were no clear start-to-finish timescales, and they lacked transparency with staff regarding project timescales. Staff capacity related to assigned tasks was unclear. Finally, the firm lacked designated client communication points.  
• Solution: They started by planning and documenting every resource and task using a project management tool that provided visibility for all team members. They wanted to clarify the audit's issues and organize information and project processes around recruiting by implementing clearly delineated stages (Administration, Interview, Offer, Induction, and Confirmation). Now, they set start dates for each step and complete tasks before moving to the next stage. Additionally, they add relevant tags, such as meeting , to tasks so they can easily identify who is assigned the task assignment and dates attached to every job. 
• Takeaway: Thanks to a straightforward process and an efficient project management tool, the team met its recruitment project goals. They now encounter fewer bottlenecks and have an easier recruitment process that has improved staff and client satisfaction and relationships.

What Is the Measure of Project Success?

The measure of project success is meeting the initial criteria established by the internal or external client and the project team. Teams use these specs, milestones, and deliverables to evaluate a project after it closes. 

“Project managers are experts at helping people define problems,” notes J. Scott, CEO of 120VC and author of The Irreverent Guide to Project Management . “Data drives and measures success to control the outcome and move the project forward as aggressively as possible, leaving no time or money on the table.”

In its 2020 report, “Ahead of the Curve: Forging a Future Focused Culture,” the Project Management Institute (PMI) found that organizations that operated from mature ROI capabilities geared toward meeting strategic goals, working within predetermined budgets, delivered segments and the entire project on time with limited scope creep . High-maturity companies had 50 percent fewer project failures than low-maturity organizations.      

A success measurement framework includes:

• Buy-In: Worthy projects and outstanding ideas can fail if critical stakeholders aren't behind the effort. With buy-in, resources will be available, and you can move the project forward.
• Strategic Approach: One of the best ways to guarantee buy-in is to make a business case that shows how the project fits into overall company goals and will positively impact the organization’s future. According to an article on the six questions to ask before starting a big project in the Harvard Business Review, a good distribution of resources is 60 percent in support of the core business, 30 percent in the adjacent business area, and 10 percent unrelated to your core business.
• Meticulous Planning: Completing projects on budget and on schedule relies on thorough advanced planning. Professional planning includes defining the scope and objectives of the project and operating from an understanding of the resource and budget limitations that affect your project. 
• Continuous Monitoring: Once the project begins, it's essential to monitor all activities, resources, and expenditures almost constantly. You will likely find that you’ll need to make adjustments to some elements in every project. You will want to monitor the execution of tasks against milestones, keep an eye on quality, track whether you are on schedule, and verify money is spent according to plan. 
• Make Relationships a Priority: Stay in touch with clients, vendors, and internal team members to stay informed about project status and build relationships. Once the project concludes, check in with stakeholders to see what worked and what didn't so that you can apply winning strategies and tactics to subsequent projects.

Setting Success Metrics

For the best results, the only way to measure project failure or success is by collecting and tracking data from the first day until the project closes. "You can't manage what you don't measure" is Peter Drucker’s time-honored adage for setting project success metrics. 

Management consultant Drucker's gold standard in project management metrics is his specific, measurable, achievable, realistic, and time-bound goals framework, known as SMART . To start setting those strategic types of project metrics, the Performance Management Institute (PMI) suggests asking three questions to inform the metrics you will use to measure the success of your project .

 The key questions to help set metrics are the following:

• Why is the project needed? Understand the purpose or goal of the project or work.
• What are the success factors? Determine what critical success factors are mandatory for you to succeed and achieve the goal.
• What are the metrics? Identify how you will measure the fulfillment for each critical success factor for the project or program, and collect and share data.

Common Project Management Success Metrics

Metrics for on-target project management track productivity, assess resource utilization, monitor the scope of work changes, and measure quality. Assuring a low number of defects throughout the project and providing a quality deliverable at its end should be a metric for any project. 

Examples of crucial project metrics include the following:

• Resource Utilization: This metric assesses how individual team members or the project team spend their time against the total number of hours allocated for the project. Periodically checking time spent on the project can help assess how human energy is being used. For organizations that bill hours, this is an important metric to monitor and review at the end of a project.
• Schedule Variance: This metric helps project managers determine if projects are running according to the planned budget or ahead of it. A negative schedule variance means the project is behind schedule.
• Cost Performance: This metric measures efficiency. Divide the work performed or earned value by how much money it took to accomplish tasks. Accurate budget estimates rely on forecasting cost performance. 
• Cost Variance: This metric pinpoints how you are operating within a planned budget. The purpose is to see if you are running below or within budget. If cost variance is negative, the project is over budget. If it’s under budget, that means you are achieving budget and project success.
• Gross Margin: A strategically planned project aims to contribute to the company by increasing profits. The gross margin is the difference between the total income and total project spend. It’s best to establish the gross target margin before a project begins and measure it on an ongoing basis. Achieving or exceeding a gross margin is the primary mark of project management excellence.

With project metrics in place and the right tools to track that data, it is easier to crunch the numbers on previous projects to see what went right and what task ended up causing a significant delay.

What Skills and Tools Support Project Management Success?

You need various tools and skills to guide projects to the desired goal. Soft skills are people skills or emotional intelligence. Hard skills are specific to project managers and can be learned through formal training or on the job. 

The exact project management techniques and tools you need depend on your industry, company, and team preferences. The vital foundation for success is to create your project plan and lean into best practices that focus on organization, communication, and team leadership. "There are many methodologies project managers employ," says 120VC’s J. Scott. "Waterfall, Agile, Lean, and more – but the most important skill to have is leadership and a people-centric framework since it is people that get [expletive] done.”

Project management skills and tools to help you meet project management challenges – and win –  include the following:

• Soft Skills: Soft skills are interpersonal skills such as communication, flexibility, leadership, teamwork, and time management.
• Project Management Tools: Tools is another word for software. Purpose-built project management software supports teams in the planning, tracking, and managing of projects to meet stated goals on time and within budget. These also serve as a repository for data that will inform the post-project analysis.
• Project Management Methodologies and Frameworks: The Project Management Body of Knowledge (PMBOK) Guide describes all the PM methodologies and techniques available to manage projects. Project managers choose frameworks such as Critical Chain Project Management, Lean, Scrum, and Waterfall for their projects.

Reasons Projects Fail and How Modern Project Software Supports Success

Projects fail for many reasons. Those include inadequate preparation, poor documentation and tracking, and poor communication. Modern project software can help solve those problems and support success. 

"Project management, particularly at the enterprise scale, is about getting to desired outcomes as efficiently as possible under any conditions," says 120VC's Scott. "You must be agile (with a lowercase a) to get things done to reach those outcomes." Modern software is the way forward.

“IT projects have an exceptionally high failure rate of 44 percent,” says Scott. “These projects fail due to a lack of alignment between business and project objectives. As software project failure statistics show, the lack of alignment of projects with the business objectives is why nearly half of the strategic initiatives fail.”

5 Famous Project Management Failures and How They Could Have Been Solved

Project management failures are part of most projects. The key is to learn from past failures and track projects closely to get back on track when things go awry. 

1. Citibank Interest Payment Failure Citibank intended to make a $7.8 million interest payment to creditors of its client Revlon. Instead, the company paid $900 million because of errors due to aging software. Citibank's employees set up a transaction as if they were paying off the entire loan to calculate the interest correctly, then check numerous boxes to deliver the majority of the sum to an internal Citibank account. Three different people signed off on this transaction, most of which wasn't due to creditors until 2023, but the Citibank employees didn’t check all the proper boxes. Creditors kept more than $500 million of the payment. A judge ruled that they didn't have to return the money because he said it was not believable that one of the largest and most sophisticated financial institutions on earth could make such a mistake. 

• Takeaway: The big lesson is to modernize your software and user interfaces, so employees can perform their duties in a streamlined, logical fashion. Remember: You might suffer less when you make mistakes if people aren't angry enough to take advantage of those errors.

2. J.C. Penney Rebrand Failure Ron Johnson, who has a successful branding track record, took over as J.C. Penney's CEO in 2011. Johnson's "cheap chic" rebranding for Target was enormously successful, as was his previous work with Apple to generate its outstanding and consistent brand experience. Defying expectations, Johnson's rebrand for Penney's was a dismal failure. His goal was to revitalize the chain by making "hip" changes. He wanted to shake things up at the company by doing away with sales and coupons, nixing some of the legacy merchandise, and modernizing the store’s physical layout. It failed miserably. Revenues dropped from an already low level, and after 17 months, Johnson was out.

• Takeaway: No matter how cool or innovative a new brand concept seems, robust market research is mandatory. J.C. Penney's poor financial state forced Johnson to act too quickly. As such, he failed to align the likes and dislikes of J.C. Penney's loyal existing customer base with new tactics. That's not to say the change involved in rebranding has to be totally at the mercy of your customers' extant preferences. When a brand has long-standing customer favorite factors such as discounts and coupons, it may be best to roll out changes slowly rather than all at once to acclimate existing customers to a new direction.

3. McDonald's Arch Deluxe Burger The fast food giant put an unprecedented $150 million into advertising for the Arch Deluxe Burger, only to discover its customers weren't interested in the sophisticated, ”gourmet” menu option. Mistakes include marketing to a new, disinterested Gen X demographic while neglecting the brand's core audience, overpricing the burger to cover the additional costs it took to create, and franchisee disinterest. 

• Takeaway: The message is to never ignore your buying base and pick the right metrics when you start and run a project. If McDonald's had a more accurate picture of what its customers wanted and conducted more testing with existing customers, the company could have saved its money, resources, and reputation. 

4. Dyson Electric Car James Dyson spent a small fortune – more than $600 million – on a seven-seat electric car with a 600-mile range. Then Dyson scrapped it before the prototype ever hit the road. Electric vehicles are costly, and the battery, battery management, electronics, and cooling system are much more expensive than an internal combustion engine. Tesla — hailed as a success by many — has burned through $19 billion of investor cash and is still not profitable. It turned out that each Dyson would have had to fetch roughly $183 million to break even. 

• Takeaway: The British government wants to ban sales of all fossil-fuel cars by 2035, so Dyson shifted its focus. The company continues to work on solid-state battery manufacturing. Solid-state batteries are the key to making electric vehicles functional and desirable. Highly efficient, as well as smaller and lighter than ion batteries, solid-state batteries generate less heat and are easier to recycle. Dyson says he could return to electric vehicle production when commercial and financial circumstances change.

5. Coca-Cola and New Coke The company tested New Coke with 200,000 consumers. Most people who tried it preferred New Coke over the traditional product. Based on that information, Coca-Cola launched New Coke in 1985. But the new product did not sell, and product loyalty and people’s old-fashioned habits got in the way. The cost to the company was $30 million in unsellable backstock and $4 million lost to development. New Coke remains one of the most famous failures in marketing history.

• Takeaway: While Coca-Cola researched the market, it missed the mark when assessing the power of brand loyalty. Understanding customers is imperative in product development. Ensure your information is comprehensive and those insights are realistic and accurate.

How Modern Project Management Software Cures Common Project Woes

Modern project management software provides real-time visibility into work conducted across projects, programs, and processes. Store, track, manage, and automatically report on all work, so you can save time and help your team focus on the work that matters most.

Take Charge of Your Next Project with Real-Time Work Management in Smartsheet

From simple task management and project planning to complex resource and portfolio management, Smartsheet helps you improve collaboration and increase work velocity -- empowering you to get more done. 

The Smartsheet platform makes it easy to plan, capture, manage, and report on work from anywhere, helping your team be more effective and get more done. Report on key metrics and get real-time visibility into work as it happens with roll-up reports, dashboards, and automated workflows built to keep your team connected and informed.

When teams have clarity into the work getting done, there’s no telling how much more they can accomplish in the same amount of time. Try Smartsheet for free, today.

Discover a better way to streamline workflows and eliminate silos for good.

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 Study: Successful Project Management in the Construction Industry

Project management is a critical component in the construction industry, where large-scale projects often involve multiple stakeholders, extensive budgets, and tight deadlines. This case study examines the successful project management of the “Skyline Towers” project, a high-rise residential development in an urban area. The project was lauded for its adherence to timelines, budget management, and quality standards, showcasing the effectiveness of robust project management practices.

Project Overview

Key Project Management Strategies

CLICK HERE TO DOWNLOAD 300+ PROJECT MANAGEMENT TEMPLATES & DOCUMENTS IN EXCEL

• Stakeholder Engagement: Successful management of Skyline Towers involved active and continuous stakeholder engagement. Regular meetings were held with investors, city officials, contractors, and future residents to ensure transparency and address any concerns promptly. A dedicated stakeholder management plan helped in mapping out the interests and influence of all parties involved, facilitating smooth communication and collaboration.

• Resource Management: Effective resource management was crucial for the timely completion of Skyline Towers. The project manager ensured that the right resources, including skilled labor, materials, and equipment, were available as needed. A resource allocation plan was put in place to optimize the use of resources, avoid bottlenecks, and manage costs effectively.

Implementation and Results

The implementation phase of Skyline Towers saw the effective application of these project management strategies. The project management team utilized a combination of traditional and agile methodologies to stay adaptable to changes. This hybrid approach enabled them to maintain control over the project while remaining flexible to adjustments as needed.

As a result, Skyline Towers was completed two months ahead of schedule and within the allocated budget. The final product exceeded quality expectations, earning praise from stakeholders and future residents alike. The proactive risk management strategies ensured that potential disruptions were mitigated effectively, and resource optimization led to significant cost savings.

The Skyline Towers project stands as a testament to the power of effective project management in the construction industry. By employing comprehensive planning, active stakeholder engagement, robust risk management, efficient resource management, and stringent quality control, Urban Developments Inc. successfully delivered a complex project. This case study underscores the importance of these strategies in achieving project success and highlights the potential for these practices to be replicated in similar large-scale construction projects.

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Project Management Case Study Examples

Anshita Singh

By Simpliaxis

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In this article

Case study studies for project management present and contrasts actual project management scenarios and procedures. Project managers often face similar difficulties, which these studies have illuminated. To overcome challenges and produce successful outcomes, this aids project managers in creating methods that work.

Organisations may improve their operations using project management case studies, which offer insights into the most practical strategies. Providing a successful project completion is attainable with the appropriate application of these case studies, tactics, and procedures. These case studies provide an example of project management in action. You will be able to understand how theory and practice come together to address project management problems by studying actual instances.

What Is A Project Management Case Study?

A case study on project management is a written article showcasing a project the company has effectively managed. It displays the company's difficulties, strategies, and outcomes. Businesses typically use case studies in the proposal stage. They are often included on business websites to give customers a quick overview of the brand's capabilities. It can even be a valuable tool for generating leads. 

Project Management Case Studies With Examples

Taylors uses mavenlink to increase utilisation rates by 15%.

It is an excellent example of a case study on construction project management. Taylor Development Strategists is one of Australia's top urban planning and civil engineering firms. The company's problem was that the systems it was using could not keep up with the company's expansion. There were numerous shortcomings and inefficiencies. Making the move to Mavenlink was the answer to the problem. The outcomes were better international cooperation, a 15% increase in utilisation, consistent timesheet entry, and comprehensive insights on utilisation and project goals.

Billable Utilisation Rises by 37% with TeleTracking and Mavenlink

Healthcare institutions nationwide turn to TeleTracking Technologies as a top supplier of patient flow automation systems. Using many platforms, including Jira, Netsuite, Microsoft Project, Sharepoint, and Excel, presented a hurdle for the organisation. The organisation faced several issues as a result of using different solutions. Its ineffective time monitoring system, imprecise resource utilisation, and poor forecasting capacity were all present. Migrating to Mavenlink was the solution. Improvements in time tracking compliance of 100%, hours worked to date up 18%, and billable utilisation up 37% were the outcomes.

Butterfly Uses Mavenlink to Increase Billable Time by 20%.

Butterfly is a top digital agency offering businesses across Australia digital strategy, website design and development services, and continuous support. The issue was that the agency's capacity to manage projects and provide reports effectively was constrained by the various old systems it was using. The systems required a lot of time and effort. Better Jira integration, faster reporting insights, a 16% increase in productive utilisation, and a 20% increase in billable time were the outcomes.

CBI's PMO Uses Mavenlink To Increase Billable Utilisation By 30%

CBI's primary concerns are its clients' reputations, information, and brands. The company's problem was that the employed solutions couldn't keep up with the expanding demands of the corporation. There needed to be more data sharing, unreliable time tracking, and antiquated technology. Using Mavenlink was the answer to the problem. The outcomes were improved departmental coordination, improved time monitoring to facilitate business expansion, a 30% rise in chargeable utilisation, and comprehensive project success insights.

PlainJoe Studios Increases Projects Closing With Mavenlink Within Budget by 50%

Strategic and digitally immersive storytelling is the primary focus of PlainJoe Studios, an experimental design studio. The organisation employs a group of strategists, architects, and problem solvers to generate value for its clients. It needed to be more apparent because its manual procedures hindered its expansion and poor project management. They needed to be more transparent regarding the requirements and profitability of their project. Making the move to Mavenlink was the answer to the problem. As a result, there was a 15% increase in billing rates, a 50% improvement in project completion within budget, more significant data insights for various projects' success examples , and a quicker transition to remote work.

Optimus SBR Uses Mavenlink to Increase Forecasting Horizon by 50%.

Optimus SBR is one of North America's top professional services providers. Businesses across various industries, such as healthcare, energy, transportation, financial services, and more, can benefit from its finest outcomes. The problem was that the company's outdated software tools led to problems with project management. The business could not obtain a real-time revenue projection or financial performance predictions for the future. The company decided to go with Mavenlink as a solution. The outcomes were better data-driven employment decisions, more effective remote work delivery, and a 50% longer forecasting horizon.

CORE Business Technologies Uses Mavenlink to Increase Billable Utilisation by 35%.

CORE Business Technologies is a reputable single-source provider of back-office, in-person, and self-service processing for clients. It is respected. Clients can get SaaS-based payment solutions from it. The company's problem was that many disjointed systems caused a busy work schedule because of its tools, which included Microsoft Project, Zoho, and spreadsheets. Using Mavenlink was the answer to the problem. The end outcome was a 50% increase in team productivity, 100% compliance with time entry, and a 35% increase in the billable utilisation rate.

RSM Uses Mavenlink to Enhance Global Business Processes and Customer Satisfaction

RSM is a tax, audit, and consulting firm that offers clients in the US and Canada a broad range of professional services. The company's problem was that its old system needed the functionality to support their labour- and time-intensive projects or provide insights into project management trends . Making the move to Mavenlink was the best way to overcome this difficulty. The outcomes were better risk minimisation in tax compliance, more client-team communication, templated project creation, and more effective utilisation of KPIs and project status.

Appetize Uses Mavenlink to Double Forecasting Outlook Length

Appetize is a highly reputable cloud-based platform for digital ordering, enterprise management, and point of sale (POS) systems. The company needed assistance because its outdated project monitoring tools could not meet its growing needs. They needed help with manual data analysis and growth. Making the move to Mavenlink was the answer they discovered. The outcome included extending the forecast period to 12 weeks, facilitating efficient scaling throughout the entire organisation, simplifying the management of more than 40 significant projects, and integrating Salesforce to facilitate project execution.

Metova Uses Mavenlink to Increase Billable Utilisation by 10%.

Metova may be the ideal example for a case study on project planning that you are searching for. Metova is a technology company that is a consulting partner of AWS and a Gold Partner of Microsoft. The company's ability to manage multiple projects at once presented a hurdle. However, the organisation's capacity to grow by its excessive reliance on programmes like Google Sheets. As a result, the business turned to Mavenlink for a solution. As a result, it was able to standardise its project management procedure, raise portfolio visibility, and enhance billable utilisation by 10%.

How Do You Create Your Project Management Case Study?

A brief overview of the client's business with a focus on its size, industry, and unique issues can help you build a well-written and handy case study template for project management. Add a thorough project management challenge piece highlighting the unique features and difficulties. The solution should then be described, including the tactics, procedures, and equipment you would need, which would be necessary to showcase the outcomes, emphasise the goals reached and measure advancements. Ultimately, kindly provide a summary of the case study highlighting the main lessons learned, the project's accomplishments, and its implications for future work. 

If you follow this format, you can give a thorough but concise analysis that highlights your knowledge and ideas about project management. You may also use the project management case study template found at Template for writing case studies to help you write a better one.

Tips And Best Practices For Case Studies

If you plan to make a successful case study, here are some tips to help. 

• Get your clients involved in the creation of the case study. 
• Make use of data and graphs. 
• Effectively combine text, graphs, photos, and white space.

Understanding Project Management Techniques across various industries is possible with the help of Simpliaxis' project management training programmes . This certification gives you the skills to tackle any situation with real-world case studies demonstrating effective techniques and solutions. This course includes all the skills you need to succeed in technology, finance, construction, and pharmacy: strategic planning, innovation, and adaptation. Seize the chance to improve your project management abilities and establish yourself as a highly sought-after expert. Start your journey to project management excellence by enrolling with Simpliaxis today!

FAQ’s 

• What format does a case study follow?

Reports and essays are the most common formats for case studies. If the latter, you will typically discover that your work is easily navigable by headers and subheadings.

• What are the ways to analyse a case study?

Carefully read the case and any related questions. Draw attention to the primary arguments made in the case and any problems you see. Analyse the tasks that the questions ask you to perform after carefully reading them. Reread the case, making connections between the details that pertain to each question posed to you.

• What goals does the case presentation want to achieve?

The following are the goals of the case presentations: 1) Encourage interns to approach daily clinical practice using an evidence-based, scientist-practitioner model. 2) Get comfortable with presenting. 3) Sharpen your clinical abilities. 4) Address inquiries and criticism professionally.

     4.  Which are the best-case studies on project management?

The Apollo 11 moon landing project, the construction of the Sydney Opera House, and the Panama Canal project are a few of the best case studies for project management. These well-known projects provide examples of creative problem-solving, efficient planning, and good project management.

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Case Studies

Learn about the people behind the projects, the projects they deliver and the organisations raising the bar of project professionalism. We recognise what people can achieve through project management, and have been celebrating excellence in the profession for over 20 years.

• General & Introductory Industrial Engineering
• Industrial Engineering / Project Management

Project Management Case Studies, 6th Edition

ISBN: 978-1-119-82199-1

Digital Evaluation Copy

Harold Kerzner

The latest edition in the gold standard of project management case study collections

As a critical part of any successful, competitive business, project management sits at the intersection of several functional areas. And in the newly revised Sixth Edition of Project Management Case Studies , world-renowned project management professional Dr. Harold Kerzner delivers practical and in-depth coverage of project management in industries as varied as automotive, healthcare, government, manufacturing, communications, construction, chemical, aerospace, and more.

The latest edition of this bestselling book acts as the perfect supplement to any project management textbook or as an aid in the preparation for the PMP certification exam. The author includes new topics, like risk management, information sharing, scope changes, crisis dashboards, and innovation.

The Sixth Edition includes ten new case studies and a wide array of updates to existing cases to meet today’s industry standards and reflect the unique challenges facing modern project management professionals. This new edition:

• Features 10 new case studies from LEGO, NorthStar, Berlin Brandenburg Airport, and more
• Includes over 100 case studies drawn from real companies illustrating successful and poor implementation of project management
• Provides coverage of broad areas of project management as well as focused content on the automotive, healthcare, government, manufacturing, communications, construction, chemical, and aerospace industries
• Offers new topics including risk management, information sharing, scope changes, crisis dashboards, and innovation

Perfect for students taking courses on project management during their undergraduate degrees and at the graduate level as part of an MBA or graduate engineering program, Project Management Case Studies is also an indispensable resource for consulting and training companies who work with other professionals.

Harold Kerzner, PhD, is Senior Executive Director for Project, Program and Portfolio Management at the International Institute of Learning, Inc. (IIL). Dr. Kerzner’s impact on the project management industry inspired IIL to establish the Kerzner International Project Manager of the Year Award. IIL also donated $1M to the Project Management Institute Educational Foundation (PMIEF) to establish the Dr. Harold Kerzner Scholarship Fund.

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What Successful Project Managers Do

Traditional approaches to project management emphasize long-term planning and a focus on stability to manage risk. but today, managers leading complex projects often combine traditional and “agile” methods to give them more flexibility — and better results..

• Project Management

An analysis of three Mars missions undertaken by NASA’s Jet Propulsion Laboratory concluded that a key success for the Mars Pathfinder project (shown here) was a high level of collaboration.

Image courtesy of NASA.

In today’s dynamic and competitive world, a project manager’s key challenge is coping with frequent unexpected events. Despite meticulous planning and risk-management processes, a project manager may encounter, on a near-daily basis, such events as the failure of workers to show up at a site, the bankruptcy of a key vendor, a contradiction in the guidelines provided by two engineering consultants or changes in customers’ requirements. 1 Such events can be classified according to their level of predictability as follows: events that were anticipated but whose impacts were much stronger than expected; events that could not have been predicted; and events that could have been predicted but were not. All three types of events can become problems that need to be addressed by the project manager. The objective of this article is to describe how successful project managers cope with this challenge. 2

Coping with frequent unexpected events requires an organizational culture that allows the project manager to exercise a great amount of flexibility. Here are two examples of advanced organizations that took steps to modify their cultures accordingly.

A group of 23 project managers who had come from all over NASA to participate in an advanced project management course declared mutiny. They left the class in the middle of the course, claiming that the course text, based on NASA’s standard procedures, was too restrictive for their projects and that they needed more flexibility. With the blessing of NASA’s top leadership, the class members then spent four months conducting interviews at companies outside of NASA. This led to a rewriting of numerous NASA procedures. Among other things, NASA headquarters accepted the group’s recommendation to give NASA project managers the freedom to tailor NASA’s standard procedures to the unique needs of their projects. A similar movement to enhance project managers’ flexibility occurred at Procter & Gamble, where the number of procedures for capital projects was reduced from 18 technical standards and 32 standard operating procedures to four technical standards and four standard operating procedures.

About the Authors

Alexander Laufer is the director of the Consortium for Project Leadership at the University of Wisconsin-Madison. Edward J. Hoffman is NASA’s chief knowledge officer. Jeffrey S. Russell is vice provost for lifelong learning, dean of the Continuing Studies Division and executive director of the Consortium for Project Management at the University of Wisconsin-Madison. W. Scott Cameron is the global project management technology process owner at Procter & Gamble.

1. Geraldi et al. concluded: “No matter how good risk management processes are, projects will invariably face unexpected events. … Front-end thinking alone is not going to be enough to develop successful projects.” See J.G. Geraldi, L. Lee-Kelley and E. Kutsch, “The Titanic Sunk, So What? Project Manager Response to Unexpected Events,” International Journal of Project Management 28, no. 6 (August 2010): 547-558. See also I. Holmberg and M. Tyrstrup, “Managerial Leadership as Event-Driven Improvisation,” chap. 3 in “The Work of Managers: Towards a Practice Theory of Management,” ed. S. Tengblad (Oxford, U.K.: Oxford University Press, 2012); A. Söderholm, “Project Management of Unexpected Events,” International Journal of Project Management 26, no. 1 (January 2008): 80-86; M. Hällgren and E. Maaninen-Olsson, “Deviations and the Breakdown of Project Management Principles,” International Journal of Managing Projects in Business 2, no. 1 (2009): 53-69; and K. Aaltonen, J. Kujala, P. Lehtonen and I. Ruuska, “A Stakeholder Network Perspective on Unexpected Events and Their Management in International Projects,” International Journal of Managing Projects in Business 3, no. 4 (2010): 564-588.

2. S. Piperca and S. Floricel, “A Typology of Unexpected Events in Complex Projects,” International Journal of Managing Projects in Business 5, no. 2 (2012): 248-265.

3. For examples of the poor statistics of project results, see T. Williams, “Assessing and Moving on From the Dominant Project Management Discourse in the Light of Project Overruns,” IEEE Transactions on Engineering Management 52, no. 4 (November 2005): 497-508; and B. Flyvbjerg, M.K. Skamris Holm and S.L. Buhl, “How Common and How Large Are Cost Overruns in Transport Infrastructure Projects?” Transport Reviews 23, no. 1 (2003): 71-88.

4. B. Boehm and R. Turner, “Balancing Agility and Discipline: A Guide for the Perplexed” (Boston, Massachusetts: Addison-Wesley, 2004).

5. Tengblad, “The Work of Managers,” 348-350; and A. Styhre, “Leadership as Muddling Through: Site Managers in the Construction Industry,” in Tengblad, “The Work of Managers,” chap. 7.

6. T. Flores, “Earthly Considerations on Mars,” Ask Magazine 51 (summer 2003): 5-8.

7. J. Watzin, “Response #2,” in “WIRE Case Study,” NASA Academy of Program and Project Leadership, 12; also, Geraldi et al. studied the way 22 project managers responded to unexpected events and found that “the heart of successful responses … lies with people assets.” Geraldi et al., “The Titanic Sunk, So What?”

8. For the idea that building trust requires deliberate and careful choice, see R.C. Solomon and F. Flores, “Building Trust: In Business, Politics, Relationships, and Life” (Oxford, U.K.: Oxford University Press, 2001), 13-15, 153-4; the NASA and U.S. Air Force examples presented in this article are based on case studies discussed in A. Laufer, “Mastering the Leadership Role in Project Management: Practices That Deliver Remarkable Results” (Upper Saddle River, New Jersey: FT Press, 2012). Building trust was a key to the success of all eight case studies documented in this book.

9. Zand found that trust is a significant determinant of managerial problem-solving effectiveness; see D.E Zand, “Trust and Managerial Problem Solving,” Administrative Science Quarterly 17, no. 2 (June 1972): 229-239.

10. Styhre, “Leadership as Muddling Through”; and D.P. Baker, R. Day and E. Salas, “Teamwork as an Essential Component of High-Reliability Organizations,” Health Services Research 41, no. 4, part 2 (August 2006): 1576-1598.

11. A. Laufer, “Breaking the Code of Project Management” (New York: Palgrave Macmillan, 2009), 46-48; and P.G. Smith, “Flexible Product Development: Building Agility for Changing Markets” (San Francisco, California: Jossey-Bass, 2007), 186-188.

12. A.C. Edmondson, “The Competitive Imperative of Learning,” Harvard Business Review 86, no. 7-8 (July-August 2008): 60-67.

13. A.C. Edmondson, “Teaming: How Organizations Learn, Innovate, and Compete in the Knowledge Economy” (San Francisco, California: Jossey-Bass, 2012), 115-148.

14. M.P. Rice, G.C. O’Connor and R. Pierantozzi, “Implementing a Learning Plan to Counter Project Uncertainty,” MIT Sloan Management Review 49, no. 2 (winter 2008): 19-22.

15. J. Collins and M.T. Hansen, “Great by Choice: Uncertainty, Chaos and Luck — Why Some Thrive Despite Them All” (New York: Harper Collins, 2011), 26-30; and G. Klein, “Streetlights and Shadows: Searching for the Keys to Adaptive Learning” (Cambridge, Massachusetts: MIT Press, 2009), 147-163. On the importance of discovering a problem early on, see W.A. Sheremata, “Finding and Solving Problems in Software New Product Development,” Journal of Product Innovation Management 19, no. 2 (March 2002): 144-158.

16. Organizational researcher Karl E. Weick stresses that the ability to notice disruptions early on is not detached from the ability to cope with these disruptions. As he puts it: “When you develop the capacity to act on something, then you can afford to see it.” K.E. Weick, “Drop Your Tools: On Reconfiguring Management Education,” Journal of Management Education 31, no.1 (February 2007): 5-16.

17. L.R. Sayles and M.K. Chandler, “Managing Large Systems: Organizations for the Future” (New York: Harper and Row, 1971), 218-219; B.K. Muirhead and W.L. Simon, “High Velocity Leadership: The Mars Pathfinder Approach to Faster, Better, Cheaper” (New York: Harper Business, 1999), 76-77; Styhre, “Leadership as Muddling Through”; and Laufer, “Breaking the Code of Project Management,” 104-105.

18. For the importance of fast response to implementation problems, see C. Sicotte and G. Paré, “Success in Health Information Exchange Projects: Solving the Implementation Puzzle,” Social Science & Medicine 70, no. 8 (April 2010): 1159-1165.

19. A.J. Nurick and H.J. Thamhain, “Developing Multinational Project Teams,” chap. 5 in “Global Project Management Handbook: Planning, Organizing and Controlling International Projects,” second ed., eds. D.I. Cleland and R. Gareis (New York: McGraw-Hill, 2006). Nardi and Whittaker concluded that engaging attention is crucial for effective communication, and that it can be facilitated by face-to-face communication; see B.A. Nardi and S. Whittaker, “The Place of Face-to-Face Communication in Distributed Work,” in “Distributed Work,” eds. P. Hinds and S. Kiesler (Cambridge, Massachusetts: MIT Press, 2002), 95-97.

20. In a study of project managers on construction sites, it was found that moving about at the on-site production areas occupied 28 percent of their time. See A. Laufer, A. Shapira and D. Telem, “Communicating in Dynamic Conditions: How Do On-Site Construction Project Managers Do It?” Journal of Management in Engineering 24, no. 2 (April 2008): 75-86.

21. A.P. Snow, M. Keil and L. Wallace, “The Effects of Optimistic and Pessimistic Biasing on Software Project Status Reporting,” Information & Management 44, no. 2 (March 2007): 130-141.

22. H. Mintzberg, “Managing” (San Francisco, California: Berrett-Koehler Publishers, 2009), 89-91; H. Mintzberg, “Managers, Not MBAs: A Hard Look at the Soft Practice of Managing and Management Development” (San Francisco, California: Berrett-Koehler Publishers, 2004), 238-275; and Boehm and Turner, “Balancing Agility and Discipline,” 25-57.

i. For examples of the poor statistics of project results, see Williams, “Assessing and Moving on From the Dominant Project Management Discourse”; B. Flyvbjerg, M.K. Skamris Holm and S.L. Buhl, “How Common and How Large Are Cost Overruns?”; and K.A. Brown, N.L. Hyer and R. Ettenson, “The Question Every Project Team Should Answer,” MIT Sloan Management Review 55, no. 1 (fall 2013): 49-57. For examples of discussions regarding the gaps between research and practice, see M. Engwall, “PERT, Polaris, and the Realities of Project Execution,” International Journal of Managing Projects in Business 5, no. 4 (2012): 595-616; S. Lenfle and C. Loch, “Lost Roots: How Project Management Came to Emphasize Control Over Flexibility and Novelty,” California Management Review 53, no. 1 (fall 2010): 32-55; S. Cicmil, T. Williams, J. Thomas and D. Hodgson, “Rethinking Project Management: Researching the Actuality of Projects,” International Journal of Project Management 24, no. 8 (November 2006): 675-686; and L. Koskela and G. Howell, “The Underlying Theory of Project Management Is Obsolete,” in “Proceedings of PMI Research Conference 2002: Frontiers of Project Management Research and Application” (Newtown Square, Pennsylvania: Project Management Institute, 2002), 293-301.

ii. M.S. Feldman and W.J. Orlikowski, “Theorizing Practice and Practicing Theory,” Organization Science 22, no. 5 (September-October 2011): 1240-1253; and S. Tengblad, ed., “The Work of Managers,” 337-354. Our research approach was influenced in many respects by management scholar Henry Mintzberg’s approach. That includes viewing management as a practice (not as a profession) and stressing the use of systematic observations of managers. In particular, it involves the use of “rich description,” about which Mintzberg writes: “I need to be stimulated by rich description. … Tangible data is best … and stories are best of all. …Anecdotal data is not incidental to theory development at all, but an essential part of it.” See H. Mintzberg, “Developing Theory About the Development of Theory,” in “Great Minds in Management: The Process of Theory Development,” eds. K.G. Smith and M.A. Hitt (New York: Oxford University Press, 2005): 355-372.

iii. See, for example, E. Wenger, R. McDermott and W.M. Snyder, “Cultivating Communities of Practice” (Boston, Massachusetts: Harvard Business School Press, 2002), 49-64; and J.S. Brown, “Narrative as a Knowledge Medium in Organizations,” in J.S. Brown, S. Denning, K. Groh and L. Prusak, “Storytelling in Organizations: Why Storytelling Is Transforming 21st Century Organizations and Management” (Burlington, Massachusetts: Butterworth-Heinemann, 2005), 53-95.

iv. D. Lee, J. Simmons and J. Drueen, “Knowledge Sharing in Practice: Applied Storytelling and Knowledge Communities at NASA,” International Journal of Knowledge and Learning 1, no. 1-2 (2005): 171-180.

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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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Top Scrum Case Study Examples in Real-life 2024

Home Blog Agile Top Scrum Case Study Examples in Real-life 2024

Scrum has gained significant traction as a widely adopted and successful framework for the efficient execution of intricate projects within project management. Real-life case studies provide valuable insights into how organizations successfully implement Scrum methodologies to overcome challenges and achieve their project goals. In 2024, several notable Scrum case studies have emerged, showcasing the practical application of Scrum in diverse industries and contexts. These case studies demonstrate the versatility of Scrum and its ability to drive efficiency, collaboration, and innovation. 

By examining these real-life examples, we can gain inspiration and learn from the experiences of organizations that have leveraged Scrum to navigate complex projects and deliver exceptional results. Also, by incorporating  Agile training online, we can drive successful Agile transformations.

What is the Importance of Case Studies in Scrum?

Case studies play a crucial role in Scrum as they provide valuable real-world examples and insights into the practical implementation of the framework. 

• Learning from Experience: Scrum master case study examples offer an opportunity to learn from the experiences of others who have already implemented Scrum. They provide valuable insights into the challenges faced, solutions implemented, and the overall journey of organizations in adopting Scrum.
• Practical Application: Scrum case study examples demonstrate how Scrum principles and practices can be applied in real-world scenarios. 
• Identify Challenges: Scrum case study examples can also help teams to identify potential challenges and pitfalls that they may face when implementing Scrum. This can help them to plan and develop strategies for addressing these challenges.
• Best Practices and Lessons Learned: Case studies often share best practices, lessons learned, and success stories. They provide valuable guidance on what worked well and what pitfalls to avoid during the Scrum implementation.
• Inspiration and Motivation: Scrum master case study examples can inspire and motivate teams and organizations by showcasing the positive outcomes and benefits achieved through Scrum adoption. 
• Continuous Improvement: Scrum case study examples contribute to the continuous improvement of Scrum practices by providing feedback and insights to the Scrum community.

Overall, Scrum master case study examples serve as a valuable resource for Scrum practitioners, helping them gain knowledge, inspiration, and practical guidance for successful Scrum implementation and continuous improvement. Combining case studies with KnowledgeHut Agile training online allows a holistic understanding of Scrum and its practical implementation.

Top Scrum Case Study Examples

1. mayden’s transformation from waterfall to scrum.

The scrum master case study example below showcases the need for embracing agile methodologies:

Mayden, a small and innovative company in the U.K. that develops managed web applications for the healthcare sector was facing challenges with their traditional waterfall approach to software development. They encountered difficulties in delivering projects on time, meeting customer expectations, and responding to changes in requirements.

How it was solved:

Mayden recognized the need for change and the opportunity to develop a new product using new technology. The company decided to transition from Waterfall to the Agile framework, specifically adopting Scrum. The following solutions were implemented:

• Agile Training: A member of the development team, Rob Cullingford, attended a Certified ScrumMaster (CSM) course and became an advocate for Agile. Mayden brought in Agilify and Paul Goddard to provide CSM training to the entire team, fostering a shared understanding of Scrum principles and practices.
• Management Support: Mayden's management team embraced the concepts of Scrum and recognized its potential to transform project delivery. Their support and foresight were instrumental in driving the adoption of Scrum throughout the organization.
• Enthusiastic Embrace: The development team, along with managers and support staff, enthusiastically embraced Scrum. The decision to pursue Scrum training was made quickly, and 20 people attended the ScrumMaster training within a week.

2. Scrum Methodology as Used by a Capstone Team

Below is a scrum master case study example that shows the effectiveness of forming a scrum team:

Problem: 

The capstone team faced the challenge of managing their project effectively and maximizing their velocity. They needed to find a way to improve their project management processes to increase productivity and ensure successful project completion.

How it was Solved: 

The team decided to adopt the Scrum methodology to address their project management challenges. They implemented specific process modifications and utilized Scrum practices to improve their velocity. Some key solutions they implemented include:

• Scrum Framework: The team embraced the Scrum framework, which provided a structured approach to project management. They defined roles (Scrum Master, Product Owner, Development Team) and implemented Scrum ceremonies (Daily Stand-ups, Sprint Planning, Sprint Review, Retrospective) to facilitate effective communication and collaboration.
• Asynchronous Daily Meetings: Instead of traditional synchronous daily stand-up meetings, the team conducted asynchronous daily meetings. This allowed team members to update their progress and communicate asynchronously, reducing scheduling conflicts and improving flexibility.
• Sprint Reviews: The team conducted regular sprint reviews to showcase their work and gather feedback from stakeholders. These reviews helped ensure that the project was on track and met the expectations of the stakeholders, leading to course corrections and improvements.
• Velocity Tracking: The team tracked their velocity, which is a measure of the amount of work completed in each sprint. They analyzed their velocity at different points in the project and compared it to the process modifications they made. This analysis allowed them to identify correlations between their process modifications and improvements in velocity.

3. Increasing visibility and cross-product alignment at Radware

This scrum case study example shows how adopting scrum brought more visibility and collaboration at Radware.

Radware, a global leader in cybersecurity and application delivery solutions, faced several challenges in its development and delivery processes:

• Waterfall-like Processes: Radware followed development processes with long handoffs between product, development, and QA teams, resulting in extended cycles, low visibility, and predictability. This approach did not align with the fast response time required in the security market.
• Dependencies and Product Lines: Radware had dependencies on hardware and interdependencies between its five distinct product lines. This created complexity and posed challenges in the release and delivery processes.

How was it Solved: 

To address these challenges, Radware implemented the following solutions:

• Management Workshop: Conducted workshops within each product line to analyze organizational-level challenges and identify necessary change management strategies. This involved engaging top management to understand the requirements for successful Agile transformation.
• Global Engagement: Collaborated with Radware managers and teams worldwide to ensure consistent adoption of Agile practices and principles. This involved creating a shared understanding of Agile and aligning processes across different locations.
• ALM Tool Adoption: Utilized the Application Lifecycle Management (ALM) tool, Rally, as the central source of truth for all participants. This helped provide visibility, transparency, and collaboration across teams, ensuring everyone had access to accurate and up-to-date information.
• Training: Conducted comprehensive training sessions for Product Owners, Scrum Masters, and all teams involved in the Agile transformation. This enabled individuals to understand their roles and responsibilities within the Agile framework and equipped them with the necessary knowledge and skills to implement Agile practices effectively.
• Agile Release Trains (ART): Designed and launched five Agile Release Trains, one for each product line. Agile Release Trains provided a structured and synchronized approach to product development, ensuring alignment and coordination across teams working on different products.
• Program Increment Planning: Implemented Program Increment Planning, which allowed for the alignment of priorities and synchronization of work across teams. This provided a clear roadmap and facilitated better planning and execution of development efforts.
• Stabled and Synchronized Cadence: Established a stable and synchronized cadence across the entire company. This involved implementing regular Agile ceremonies and ensuring consistent timelines and iterations for planning, development, and review activities.

4. Blue Flash Conversion to Scrum Practices 

The scrum master case study example presented here is highly compelling as it revolves around the remarkable achievement of a student team named "Blue Flash," who employed Scrum and Kanban methodologies to construct a race car for a prestigious international competition.

The Blue Flash team, consisting of volunteers and sponsors, faced several challenges. These challenges included the need for improved cross-team collaboration, empowerment of teams, adapting to changing conditions, and addressing the impact of the COVID-19 pandemic on team composition and priorities.

How it was solved: 

To address the challenges, the Blue Flash team implemented the following solutions:

• Adoption of Agile and Scrum: In March 2020, the team decided to adopt the Agile way of working and specifically chose Scrum as their framework. This decision aimed to improve cross-team collaboration and empower the teams to work more effectively.
• Agile Kick-off Meeting and Agile Coach: The team's sponsor organized an agile kick-off meeting where they met their Agile coach, who agreed to assist them. Over a period of six months, the Agile coach dedicated his spare time to working with the team, conducting workshops, and providing guidance on Scrum practices and principles.
• Formation of Scrum Teams: The team formed two Scrum teams, with each team consisting of a Scrum Master, developers, and a shared Product Owner. This enabled the teams to work autonomously and become self-organized, promoting efficiency and collaboration.
• Remote Work and Reduced Team Size: Due to the COVID-19 pandemic, the team had to adapt to remote work and reduce the number of team members. By selecting fewer team members with the necessary skills and compatible personalities, the teams were able to maintain productivity and cohesiveness despite working remotely.
• Use of Kanban for Backlog Management: To manage their Product Backlog, Sprint Backlog, and Daily Scrum, the team utilized the Kanban methodology. This provided visual clarity and transparency, helping the teams stay organized and focused on their work.

5. Agile Project Management at Intel – A Scrum Odyssey

Here is a scrum case study example that shows how applying scrum master led to effective project management.

Microprocessor giant Intel faced several challenges in its engineering development process, including a waterfall culture, functional silos, overburdening of teams, missed schedules, poor morale, and high turnover rates. They also encountered difficulties due to a lack of off-the-shelf software validation solutions and a proprietary language environment. These issues hindered their ability to deliver high-quality products efficiently.

How it was Solved:

Intel decided to implement Scrum in its engineering development process to overcome these challenges. They adopted Scrum in three phases, each addressing specific issues and gradually transforming their work culture.

• Phase 1: Preparing for Silicon - In this phase, Intel hired an external company for Scrum training and coaching. They formed a Process Action Team (PAT) to monitor progress and implemented Scrum in six teams. They focused on scaling work across teams, sharing best practices, and establishing Scrum as the standard means of managing requirements.
• Phase 2: Surviving Silicon - During this phase, the Scrum teams focused on debugging Scrum events and maintaining Scrum artifacts. Some teams initially struggled and reverted to old habits, but through perseverance and collaboration, the surviving Scrum teams emerged stronger. They reintroduced two-week Sprints and improved their ability to identify and prioritize business value.
• Phase 3: Preparing for Manufacturing -To further enhance their progress, Intel identified the handoff between functional groups as a significant issue. They ran a pilot test on cross-functional teams to minimize handoffs and influence the organization's leadership for better Scrum implementation.
• Reduced Cycle Time: Scrum was instrumental in achieving a remarkable 66 percent reduction in cycle time. 
• Performance to Schedule: The implementation of Scrum resulted in the establishment and maintenance of capacity-based planning and a two-week cadence for over a year.
• Improved Morale: Scrum brought about improved communication and job satisfaction within the organization.  
• Increased Transparency: The adoption of Scrum led to the implementation of formal standards, such as CMMI-style VER (Verification) and VAL (Validation).

6. Scrum Boosts Productivity at BBC  

The following scrum master case study example looks at how agile methodologies improved productivity at BBC.

The New Media division of BBC was grappling with significant challenges stemming from a high degree of uncertainty and an emergent software process. The lack of flexibility and adaptability posed significant challenges in meeting the division's evolving needs.

• Introducing Scrum Framework: Andrew Scotland, as a certified Scrum Master, recognized the need for a more collaborative and flexible approach. He initiated the introduction of the Scrum framework across the division's development teams. Scrum provided a structured framework for iterative and incremental development, fostering better communication and encouraging cross-functional collaboration.
• Formation of Cross-Disciplinary Scrum Teams: Andrew facilitated the formation of cross-disciplinary Scrum teams, ensuring representation from Software Engineering, User Experience, Information Architecture, Editorial, Product Management, and Project Management. This approach promoted shared ownership, increased collaboration, and enhanced transparency throughout the development process. 
• Scrum Master Training and Support: Andrew provided Scrum Master training and ongoing support to team members responsible for leading the Scrum teams. This empowered the Scrum masters to guide their respective teams through the Agile transformation effectively and address any challenges that arose.
• Adoption of Agile Practices: The teams embraced Agile practices, including daily stand-up meetings, sprint planning, backlog refinement, and sprint reviews. These practices facilitated regular communication, prioritization of work, and continuous feedback, enabling faster response to change requirements and delivering value incrementally.
• Continuous Improvement and Learning: Andrew fostered a culture of continuous improvement by encouraging regular retrospectives where teams reflected on their processes, identified areas for improvement, and implemented changes to enhance productivity and efficiency.

7. Effective Practices and Federal Challenges in Applying Agile Methods

Numerous examples of lengthy IT projects in the federal government have experienced cost overruns, schedule delays, and limited mission-related outcomes. This has prompted the need for a more effective approach to software development. In response, the Office of Management and Budget (OMB) recommends the use of Agile practices, which advocate for modular software delivery and iterative development, to mitigate risks and improve project outcomes.

The case study conducted by the Government Accountability Office (GAO) focuses on the effective practices and challenges in applying Agile software development methods to IT projects in the federal environment. 

• Agile guidance and adoption strategy: Clear guidelines and a well-defined strategy were provided for adopting Agile practices within the organization, ensuring that teams understood the principles and values of Agile and how they aligned with the organization's goals.
• Migration with Agile terms and examples: The transition to Agile was facilitated by using Agile terminology and providing practical examples to help teams understand and apply Agile concepts in their work, fostering a common language and understanding across the organization.
• Continuous improvement: A culture of continuous improvement was encouraged by regularly evaluating and refining Agile practices at both the project and organizational levels, seeking feedback, and implementing changes that enhanced efficiency and productivity.
• Identified and addressed impediments: Any obstacles or impediments that hindered the adoption of Agile practices were actively identified and addressed, whether they were at the project or organizational level, ensuring smooth progress and removing barriers to Agile success.
• Obtained frequent stakeholder/customer feedback: Regular engagement with stakeholders and customers was conducted to gather feedback on the product or project, ensuring that their needs and expectations were met and leveraging their input to guide iterative development and improvement.
• Empowered small, cross-functional teams: Small, self-organizing teams were formed and empowered to make decisions, fostering collaboration, accountability, and efficient delivery of value.
• Risk Mitigation: Security considerations and monitoring requirements were incorporated as part of the backlog, ensuring that they were prioritized and addressed throughout the Agile development process to mitigate risks and maintain a secure product.
• Demonstrated value at the end of each iteration: A tangible, working product or a valuable outcome was delivered at the end of each iteration or sprint, providing stakeholders with a clear demonstration of progress and ensuring that the product continuously evolved based on their feedback.
• Application of Tools: Appropriate tools and metrics were utilized to track and visualize progress, such as burndown charts or velocity charts, enabling teams to monitor their performance, identify areas for improvement, and make data-driven decisions.
• Monitoring Progress: Progress was tracked and visualized on a daily basis, fostering transparency and accountability. Daily stand-up meetings or team boards were used to ensure that everyone was aware of the status and any potential issues that needed to be addressed promptly.

Key Takeaways from the Case Study

1. Mayden's Transformation from Waterfall to Scrum:

Transitioning from Waterfall to Scrum enabled Mayden to overcome the challenges of inflexibility and lack of customer engagement. Scrum facilitated iterative development, increased collaboration, and improved customer involvement.

2. Scrum Methodology as Used by a Capstone Team:

The Capstone team's use of Scrum methodology resulted in effective project management. Iterative planning, cross-functional collaboration, and quick decision-making were key factors in their success.

3. Increasing visibility and cross-product alignment at Radware:

Radware enhanced visibility and cross-product alignment by implementing regular communication channels, cross-functional collaboration, and centralized project management tools. Leadership support played a significant role in driving this transformation.

4. Blue Flash Conversion to Scrum Practices:

Blue Flash's successful conversion to Scrum practices involved training, team restructuring, and the implementation of Scrum ceremonies. Continuous improvement was emphasized throughout the process.

5. Agile Project Management at Intel - A Scrum Odyssey:

 Intel's adoption of Agile project management, specifically Scrum, improved project execution. Iterative development, cross-functional teams, stakeholder engagement, and continuous learning were key aspects of their success.

6. Scrum Boosts Productivity at BBC:

The BBC experienced increased productivity by embracing Scrum. Streamlined workflows, cross-functional collaboration, continuous improvement, and customer-centricity were significant contributors to their success.

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Benefits of Using Scrum in the Project

• Flexibility: Scrum allows for flexibility and adaptability throughout the project lifecycle. It embraces changing requirements and promotes incremental and iterative development.
• Increased collaboration: Scrum fosters collaboration among team members and stakeholders.
• Transparency and visibility: Scrum provides transparency into project progress, work completed, and upcoming tasks.
• Quick value delivery: Scrum emphasizes delivering value early and regularly. By breaking the project into smaller, manageable units called sprints, the team can prioritize and deliver the most valuable features incrementally.
• Risk mitigation: Scrum helps to mitigate risks by focusing on short development cycles and frequent inspection and adaptation.
• Enhanced customer satisfaction: By involving the customer or product owner throughout the development process and regularly seeking their feedback.
• Continuous improvement: Scrum promotes a culture of continuous improvement and innovation.

In conclusion, Scrum case studies serve as invaluable resources for teams contemplating the adoption of Scrum or facing difficulties in its implementation. They offer profound insights into successful applications of Scrum within various organizations, shedding light on potential obstacles and pitfalls while fostering inspiration and motivation. These case studies provide teams with the necessary confidence to persist in their Scrum endeavors by showcasing how other teams have surmounted challenges and achieved notable accomplishments. By delving into these resources, teams can enhance their comprehension of Scrum's multifaceted aspects and gain practical knowledge on its effective implementation.

Frequently Asked Questions (FAQs)

The Scrum values consist of commitment, courage, focus, openness, and respect. Team members commit to sprint goals and delivering value. They exhibit the courage to tackle challenges and make collective decisions. The team stays focused on the sprint goal, avoiding distractions. Openness is fostered through transparent communication. Respect is shown for each other's skills and contributions, promoting a collaborative environment.

An example of applying Scrum is in software development, where a cross-functional team collaboratively works in short iterations called sprints to deliver increments of working software, following Scrum ceremonies and utilizing the product backlog for prioritization.

• Transparency: All aspects of the Scrum process are visible to all team members.
• Inspection: Scrum team regularly checks to see if the project is on track.  
• Adaptation: Scrum team is willing to change the project plan if necessary.

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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