Within the project, there was a lack of thorough investigation and assessment, although the important processes were identified. It can be said that the project sponsor (TIE) followed a conventional project management approach. Upon evaluating the project's results, it is evident that the project manager could have employed the critical path technique to ensure timely completion of tasks and meeting deadlines. This was evidently missing from the project's approach and execution. The project's extent was not completely comprehended, and there were considerable ambiguities. Consequently, the project was unable to adjust and react to current developments, such as environmental changes. Nevertheless, the project seems to be employing a waterfall methodology. The evidence supporting this conclusion is the absence of significant flexibility and the presence of severe limitations. Due to the decreased scope, there was a lack of future planning and no documentation of the lessons learnt from the project's lifespan and duration. Regarding the positive aspect, the project held a revered status inside the SNP. Consequently, the SNP will own the power to unilaterally end the initiative according to their discretion, considering the results. A crucial element of successful project management is the ability to facilitate the smooth advancement of tasks through a forward-thinking and positive attitude. compress the above