Discuss the possible problems in using these progress measures and how they can sometimes be misleading, using your project case as an example

You have been appointed recently as a project manager in a large organisation based in Muscat, Sultanate of Oman. The company is engaged in various projects across the key economic sectors of the country, especially the priority sectors under Oman's Vision 2040. There is a wide range of projects in the organisation's portfolio, mostly initiated shortly before the COVID-19 lockdowns and precautions - for example, road development, bridge construction, sub-divisional development, power station, mobile phone network, mining development, new resort/tourist facility, real estate apartment development, software development, etc. Presently, you have been asked to evaluate the management of one of these projects, approved six months ago. For your individual assignment, you are free to nominate the organisation of your choice and a suitable project for your analysis; you are also permitted to name a fictional project. Your project is in an environmentally sensitive area and was scheduled to be completed within 12 months. The last several months were spent on designing the project, team building, and conducting other key preliminary activities towards completing the project on schedule and within the budget. However, it seems the project has started to experience some signs of delays. From the minutes of a recent project review meeting, some of the issues raised include lack of detailed schedule of activities, poor sequencing of critical activities, and cost budget as well as some laxity in the contingency planning for the project. Evidently, the cost estimation tools were not properly used. Perhaps there were also issues with retaining trained, specialized people and getting them on board on time, resulting in some delays in procuring project resources due to weak budgetary planning, as well as some communication issues with the stakeholders