- . What is the context (or background) of the report? (What has prompted this report?) What is the problem? (Answer this in one clear statement if possible.) What factors (eg, stakeholders, timelines, underlying issues) should be considered in developing a recommendation? What recommendation(s) are you making How will you support your recommendations in your report? (Give us a roadmap of the sections your report) . "My, my, how tiny you are! You must be the smallest woman on earth. Hello, Tinkerbell!" These were the first words Bill spoke to Georgina. Georgina, an accounts manager at the Dutch-Canadian financial services consultancy Gust- Dickenson, had recently transferred from the Amsterdam office to headquarters, in Vancouver, Bill, the executive vice president for special projects, was her new boss. He, too, had just been relocated - from Manchester, England, where he'd been a Vice President of sales. They were meeting for the first time at the kickoff for a big project which they'd both been assigned. Georgina was completely taken aback by Bill's remark. Though she was barely five feet tall and weighed just under 45 kilos, she had never been given her petite build a second thought at the office. For a few seconds, as Bill and the other around the table chuckled, she sat speechless. But then she looked the six-foot-five potbellied Englishman in the eye and, without really thinking, replied "Hello, Big Tinkerbell," which made every one laugh even louder. "Well, she's got a sense of humor - nice one!" Bill said, clapping his large hands. "I'm dead chuffed you're on our team, Georgina. I've heard only good things about you." He moved to the head of the table and asked all the others in the room to introduce themselves. Then he outlined the task that lay ahead. Their goal was to create a common platform for all the various back-office and client-facing computer and network systems used by the company's international offices. This would both improve customer service globally and greatly enhance Gust-Dickenson's ability to manage enterprise risk. Code named- "Toom," the Dutch word for team," the project would affect some 600 employees in 40 offices across the 28 countries where Gust-Dickenson had a presence. It was a gigantic undertaking. However, Bill said, Ipoking pointedly around the room, every person there had been handpicked by management in the knowledge that he or she could get the job done. By the time he'd finished speaking, everyone could see why Bill himself had been appointed the project leader. - . What is the context (or background) of the report? (What has prompted this report?) What is the problem? (Answer this in one clear statement if possible.) What factors (eg, stakeholders, timelines, underlying issues) should be considered in developing a recommendation? What recommendation(s) are you making How will you support your recommendations in your report? (Give us a roadmap of the sections your report) . "My, my, how tiny you are! You must be the smallest woman on earth. Hello, Tinkerbell!" These were the first words Bill spoke to Georgina. Georgina, an accounts manager at the Dutch-Canadian financial services consultancy Gust- Dickenson, had recently transferred from the Amsterdam office to headquarters, in Vancouver, Bill, the executive vice president for special projects, was her new boss. He, too, had just been relocated - from Manchester, England, where he'd been a Vice President of sales. They were meeting for the first time at the kickoff for a big project which they'd both been assigned. Georgina was completely taken aback by Bill's remark. Though she was barely five feet tall and weighed just under 45 kilos, she had never been given her petite build a second thought at the office. For a few seconds, as Bill and the other around the table chuckled, she sat speechless. But then she looked the six-foot-five potbellied Englishman in the eye and, without really thinking, replied "Hello, Big Tinkerbell," which made every one laugh even louder. "Well, she's got a sense of humor - nice one!" Bill said, clapping his large hands. "I'm dead chuffed you're on our team, Georgina. I've heard only good things about you." He moved to the head of the table and asked all the others in the room to introduce themselves. Then he outlined the task that lay ahead. Their goal was to create a common platform for all the various back-office and client-facing computer and network systems used by the company's international offices. This would both improve customer service globally and greatly enhance Gust-Dickenson's ability to manage enterprise risk. Code named- "Toom," the Dutch word for team," the project would affect some 600 employees in 40 offices across the 28 countries where Gust-Dickenson had a presence. It was a gigantic undertaking. However, Bill said, Ipoking pointedly around the room, every person there had been handpicked by management in the knowledge that he or she could get the job done. By the time he'd finished speaking, everyone could see why Bill himself had been appointed the project leader