LifeWings AirYou are the Program Manager for a consulting company hired to improve a system for flying patients and/or transplant organs to appropriate hospital destinations. Patients may be those located in remote areas where major hospitals are not nearby, or they maybe emergency patients who just need to get to a different hospital with specialized equipment. As for transplant organs., when a match is made by UNOS, there is usually a very limited time window for getting the organ to the hospital where the patient is waiting. As you may guess, this is important work which is usually time critical. LifeWings Air was established using federal grant funds to help provide medical air transport and help lower medical costs when possible through the use of VOLUNTEER pilots. Certified pilots donate their time and aircraft to do this work. Approved hospitals and clinics make requests for transport, and area pilots are contacted so they can accept the flights. So far, this has all been done via phone calls between UNOS, hospitals, LifeWings staff and the pilots. When there is no available volunteer, the requestor must instead contact an expensive commercial air service. Given the tight time frames for certain situations, the “phone chain” does not have much time to work before the commercial service backup has to be called in. As the Program manager, you have set up two related projects to try and automate and improve the LifeWings systems. One project is to develop the “pilot side” of the system. It will provide better tools and apps for registering pilots and for sending alerts out when there is a request. The exact way that all of this will work is still evolving. But you have an experienced Agile team working it out, with a skilled Scrum Master to mentor them. The other project is the “medical system” side of the system. There are a number of established, complex systems used by hospitals and UNOS. The interfaces between them are subject to a number of oversight boards and governmental agencies. You decided to use the more traditional waterfall approach for this project, which will allow you to do the kind of progress reporting that the oversight agencies require. Both projects are about half-way through. The waterfall project is well into coding and is a bit behind schedule. Many of the basic user stories for the pilots have already been released and are in use. You are now in Week 3 of the current one-month sprint. Overall, everything seems to be going reasonably well. Suddenly there is a new requirement. Pilots need to have special Covid clearance before they can provide transport. The CDC now requires medical providers to collect pilot health status, along with contact trace data after each flight, just in case. So now the medical side has a new interface to the CDC, and a need to get additional data from the pilot side. DON’T TRY TO “SOLVE” THIS PROBLEM.What you DO need to do is describe how each project will handle the change in scope. Compare/contrast the processes and expected end results for addressing the change, using appropriate terminology for each methodology. Depth of Thought will be based on how clearly you convey your understanding of how to handle scope changes, especially how well you contrast the two methodologies.Tools and techniques will be based on using terms, models and/or tools covered in this class that are appropriate for each different project.