$1.$Why did Prylon give Mannix Corporation a third chance?

$2.$ Do projects go from green to red overnight? If they do$,$ then what is the most

likely cause?

$3.$ Should a firm$-$fixed$-$price contract have been awarded from the ERP effort?

$4.$ Is it reasonable to expect that requirements will change during recovery?

$5.$ What is the ultimate goal of a recovery project?

$6.$ Do stakeholders expect trade$-$offs during recovery?

$7.$ What generally happens to constraints such as time and cost during recovery?

$8.$ Why was morale low when Jerry first took over the project?

$9.$ What are the characteristics of a death spiral on a failing project?

$10.$ What was Jerry$$s intent in canceling overtime and asking the team to stop

working on the project for a few days?

$11.$ What were the risks in Question $10?$

$12.$ As identified in the case, what were the life$-$cycle phases for recovery, and what is

accomplished in each phase?

$13.$ Suppose that during the audit phase, Jerry discovered that one of the team

members, who was a close friend of his, was the cause of most of the issues. How should

Jerry handle the situation?

$14.$ What should Jerry do during the negotiation phase if Prylon Corporation comes

up with its own recovery plan and the plan is unacceptable to Mannix?