CASE name:

THE PROJECT MANAGER/CUSTOMER INTERFACE* by E. Filliben and J. L. Colley, Jr.

Please answer all the questions. Thank you

QUESTIONS 1. What did Brown and BWNS do well in this situation? What could have been done better? 2. What factors outside Brown's control interfered with his efforts to work with the utility? 3. What skills does it take to be an effective interface with the customer? Has this project been successful for BWNS? 4. In what ways was the project scope expanded? Would you consider this to be "scope creep" (see Chapter 11)? How can a company control scope creep when the customer is so casual about the project, until it comes time to pay the bill? 5. Is the customer always right? Do you think any of the "common reporting problems described in the chapter may have occurred here? 6. Should BWNS try to win back NLP's business at this time? How could Brown eventually win back NLP's business? What should he do