2. What aspects of Wilma’s style do you think are typical of good project managers?

Wilma Keith had worked for over 20 years as a successful project manager. But even with that background, she found the Wiseteam Project frustrating and overwhelming. Soon after being assigned to the project, she met with Cappun Queeg, the VP of communications. “Wilma,” he said, “the long and short of it is that the Wiseteam Project must be completed and operational inside six months.” She had already estimated the project would take about a year and protested. Queeg became annoyed and said, “Just do it!” Wilma scoured the company for the best people she could find, settling on four young technical analysts from different departments. None of them were people oriented or very good at communicating; technically, however, they were the best. Upon reviewing the project requirements, they all agreed: it would take a year—at least. When Wilma reported back to Queeg, he said, simply, “If you don’t finish in six months, you’re fired. That’s a promise!”