$(2008),$ is everything outside of the project, such as the nature of the product, customers and competitors, poor preparation, financial difficulties, too many changes made by the project owners during the implementation phase, political situations, the economy, geographical settings, and even the climate. COVID$-19$ is the most recent external project effect $($Hall et al$.,2020).$ Bennett $(2003)$ urged construction managers to consider the external environment when planning a project so that deviations have less of an impact. Project manager's role. Crawford $(2005)$ stated that the project manager's job and talents can have a significant impact on the project's outcome and organizational success. A successful project manager must have the capabilities to deal with many parties, and foreseeing different factors in the project depends on successful project implementation. Lack of experience and expertise may have an impact on projects deviation as well. Country and workplace culture. The construction industry's project management can be influenced by a country's culture. Icelanders, according to Eyj$$lfsd$$ttir and Smith $(1996),$ are optimistic and happy people. The common Icelandic saying "things will sort itself out" reveals their approach to problem$-$solving. The Icelandic management style, according to Lad$$ttir and J$$hannesd$$ttir $(2008),$ is characterized by fast decision$-$making and a lot of labor. The ability of an organization to perform successfully and achieve exceptional results is influenced by its culture. It is based on the beliefs, attitudes, and values of the organization, as well as the connections and communication patterns that have developed inside it $($Aalsteinsson et al$.,2007).$

An "iron triangle" or "triple constraint" can be used to show project success, demonstrating that a project should be successful in terms of time, money, and scope. Balancing these three criteria, as well as ensuring stakeholder satisfaction, has an impact on project quality $($Kerzner$,2009$; Larson & Gray, $2017).$ According to Larson and Gray $(2017),$ the longer a project takes, the more expensive it becomes; therefore, it is often necessary to use less expensive equipment or people to bring the triangle back into balance. According to Tukel and Rom $(2001),$ quality is the most important factor in project success. The lack of a clear description for the project's scope, according to Mirza et al$.(2013),$ is the reason why most projects fail. Even if a project does not adhere to the iron triangle, it can still be successful, and the client still be pleased with the ultimate outcome $($Collyer & Warren, $2009).$

Source: International Journal of Economics, Politics, Humanities and Social Sciences, $2022$

QUESTION $1$

$[40$ MARKS$]$

$1\mathrm{.}1$ In the context of construction projects, critically analyze the importance of the project planning phase

$(20$ Marks$)$ within the overall project life cycle. In your response, briefly highlight the key objectives and outcomes of this phase, using relevant examples to support your discussion.