1. Read the Woody200 case available online and answer the following questions:
   1. Quote statements from the article showing how lack of proper risk planning with respect to the primary (scope, cost, schedule), embedded, and/or long-term objectives resulted in various problems during your project life cycle (from initiation, all the way to close-out)
   2. The Woody2000 Project was a big "Change" for your company. Do you think the problems you experienced during this project were temporary setbacks; a price to pay for a useful strategic change? Or was it a fundamental planning problem? Or the whole idea was a wrong strategic move; an "Undisciplined Pursuit of more"? Explain your reasons.
   3. Imaginary Scenario: When "Win" came on board, he advised you: "you should have not used Traditional Project Management technique here. You are staying behind your competitors, everyone is using Agile Project Management (APM) now a days" and then he mentions a bunch of cool terminologies "daily scrum, sprint, story, iteration plan, backlog, etc." which sound very interesting. He says you should switch to APM and, with all good intentions, offers to teach you APM in a two weeks crash course and to charge you "$50,000, only 0.25% project value". Explain why or why not you would take him up on his offer and implement Agile project Management (at the top level) in this project.

Tip: The case has a very specific example that justifies the best answer to this question, quote that.