I need help expanding on this essay about this case study. Here is the summary I got for you and I will also attach the reading incase you need it. Please help me get 6 references for this that tie into the point. If you need the reading please elt me know.

This case study looks at the situation of Guy, a manager at Ralston Crane, who is struggling to decide whether or not to intervene in a project led by another manager, Charyl. Guy has reservations about the project and believes that it could be more successful if it was approached in a different way. He is hesitant to intervene, however, due to his mentor's advice to not "butt in" and the fact that Charyl is protective of her project. The case study suggests that Guy should approach Ruth, the executive in charge of the project, with a different idea for the project under the same loyalty banner she has announced. This way, he can present his idea without antagonizing Charyl, and Ruth will get what she asked for. It is also suggested that Ralston Crane should adopt a road map and portfolio approach to guide their thinking about which initiatives to pursue and should make culture that lets project teams succeed.

Explanation:

• This case study looks at the situation of Guy, a manager at Ralston Crane, who is struggling to decide whether or not to intervene in a project led by another manager, Charyl. Guy has reservations about the project and believes that it could be more successful if it was approached in a different way.
• The case study suggests that Guy should approach Ruth, the executive in charge of the project, with a different idea for the project under the same loyalty banner she has announced. This way, he can present his idea without antagonizing Charyl, and Ruth will get what she asked for.
• It is also suggested that companies should establish a level of governance over their projects and use a road map and portfolio approach to guide their thinking about which initiatives to pursue. This will help them avoid launching too many projects simultaneously and developing an internal culture of competition between project teams.
• Companies should also make culture that lets project teams succeed. This includes fostering clear objectives and roles, straightforward communication, and defined decision points. This will make sense of openness and trust between employees and management.
• A study in Sweden by Sten Jnsson shows that successful managers often have experience in working on challenging and ambiguous projects early in their careers. Therefore, it is important for companies to develop a project-oriented culture that allows employees to succeed.