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Question 2:1--....- Please read the following case study and answer the questions below. DUBAI ELECTRICITY & WATER AUTHORITY (DEWA) PROJECTS CASE Background Dubai Electricity and Water Authority (DEWA) delivers world-class services of electricity and water that meet the highest standards of availability, reliability and efficiency. DEWA serves over 800,000 customers across Dubai, a flourishing global city considered as a leading hub of business activity in the Middle East and Northern Africa regions. Since its inception in 1992, DEWA has evolved and grown, measuring and adjusting the ways it serves its customers and integrating project management across the organization. The Challenge Dubai has experienced an unprecedented growth over the last two decades that transformed the city and propelled its gradual rise to global business prominence. This growth added complexity to the already daunting task of providing water and electricity services to consumers and businesses in a region with a population that exceeds two million. In 2014 alone, water connections increased nearly 30 percent, rising from 23,350 in 2013 to 30,000. The power demand increased another five to six percent in 2015. "To keep pace with this growing demand for water and electricity services, the advent of green technologies, and the push toward renewable energy, DEWA strives to achieve the leadership vision which was translated into the federal and local strategies. These include the UAE Centennial 2071, the UAE Vision 2021, the Dubai Plan 2021, and the Dubai Clean Energy Strategy 2050, ensuring the sustainable development of Dubai, to make it the happiest and smartest city in the world," said His Excellency Saeed Mohammed Al Tayer, Managing Director and CEO of DEWA. The Issue As more and more projects were initiated, DEWA's leadership discovered that standard project management practices were not being observed across the organization. 1. Identify and describe the multiple range of problems that DEWA would have faced due to standard project management practices not being followed. . . What can be the most possible outcomes of initiating multiple mega projects without following the project integration management processes? In your opinion, how can these issues be solved? If you were one of the project managers of DEWA, what actions would you propose to the top management