You should NEVER write a case study report by answering the questions one by one. ANSWER THE QUESTION IN OWN WORDS

Based on the case study provided below please answer the question in own words and do your analysis based on the points provided below . DONT FORGET TO PROVIDE REFERENCES AND ANSWER THE QUESTION IN OWN WORDS

Question -

1. Assuming you are the project manager, prepare a business report to Executive Meeting, outlining the key issues with the project and present your recommendation to restore the relationship with ASL with an objective to win back the business in the future
2. You should apply the PMBOK guide to identify 3 knowledge areas where key issues exist and prepare your recommendations to fix these issues

Analysis / Discussion

1) Analysis of relevant facts and numbers of the case

2) Identification of key issues and root causes base on the analysis

3) Theoretical implications, could include:

• a) Assumptions / hypothesis
• b) Justification/Predicted Outcome

4) Application / relevance of course material - ability to apply course material to identify the root causes and analyze the key issues

Case study

Case study - Agile Security Ltd. Agile Security Lid. (ASL) was awarded a ten-year contract to provide an IT system used in the detection and prevention of computer related offences used by specialist divisions of police forces. To the public and the media the contract was described as being won by 'Cyberia' a consortium of internationally respected security organization who would be working with the police in a partnership to counter 'cyber crime'. The consortium was actually ASL acting as the prime contractor with a number of sub- contractors covering facilities management, building construction, software development, data centre management, and systems integration. Twelve months into the contract, it has become clear that the relationships between all the parties are failing. ASL has deliberately kept the police representative and the sub-contractors apart from each other, despite their requests to involve each other in resolving technical issues. No payments had been made by the police for 6 months, using the reasons that contractual performance is not being achieved. Following a crisis meeting with the police, ASL's Managing Director, Geoff Agile, agreed to remove the current project manager and the police agreed to provide a new Senior Responsible Officer (SRO) who would manage the contract to eliminate any personality issues that may be at the root of the relationship problems. The police issues were: Milestones were late or inadequately completed Costs of contract changes were excessive Agile responses to contract changes always sought relaxation on previously agreed service levels ASL complaints included: The police moving the contract "goal post' by changing the acceptance criteria Decision making was excessively long and impacted on deliverables The number and volume of contract changes required large amounts of rework for which the police refused to pay. The sub-contractors complaints included: ASL were not communicating the police requirements adequately ASL were late in paying invoices (often 60 days late) Too short notice giving approval for work done and for any changes in requirements. You have been appointed the new Project Manager for ASL, and you have invited the Police and the sub- contractors to separate meetings to discuss a way forward