Ivey Systems Ltd$.($ISL$)$ was awarded a ten$-$year contract to provide an IT system used in the detectionand prevention of computer related offences used by specialist divisions of Government. To the publicand the media the contract was described as being won by Cyberia a consortium of internationallyrespected security organization who would be working with the Government in a partnership to countercyber crime. The consortium was actually ISL acting as the prime contractor with a number of sub$-$contractors covering facilities management, building construction, software development, data centremanagement, and systems integration.Twelve months into the contract, it has become clear that the relationships between all the parties arefailing. ISL has deliberately kept the Government representative and the subcontractors apart from eachother, despite their requests to involve each other in resolving technical issues. No payments have beenmade by the Government for $6$ months, using the reasons that contractual performance is not beingachieved.Following a crisis meeting with the Government, ISLs Managing Director, Geoff Miller, agreed toremove the current project manager and the Government agreed to provide a new Senior ResponsibleOfficer $($SRO$)$ who would manage the contract to eliminate any personality issues that may be at theroot of the relationship problems.The Government issues were: Milestones were late or inadequately completed. Costs of contract changes were excessive. Ivey responses to contract changes always sought relaxation on previously agreed service levels.ISL complaints included: The Government is moving the contract goal post by changing the acceptance criteria. Decision making was excessively long and impacted on deliverables. The number and volume of contract changes required large amounts of rework for which theGovernment refused to pay.The subcontractors complaints included: ISL were not communicating the Government requirements adequately. ISL were late in paying invoices $($often $60$ days late$)$ Too short notice giving approval for work done and for any changes in requirements.You have been appointed the new Project Manager for ISL, and you have invited the Government andthe subcontractors to separate meetings to discuss a way forward.Discussion questions:As the new Project Manager, in considering a resolution to the problem:$1.$ What do you believe that ISL, the Government, and the subcontractors could have donedifferently?$2.$ What other actions do you consider could help resolve the issues?$3.$ How would these other actions affect contractual matters?$4.$ How would you improve relationship management?Assignment:Your report should comply with the recommended case study report format posted in Blackboard. Thecase study report should be $4$ to $6$ pages $(11$ pointer, $1\mathrm{.}15$ line spacing$),$ excluding executive summary,conclusion and appendix$\mathrm{.}1.$ Assuming you are the project manager, prepare a business report to Executive Meeting,outlining the key issues with the project and present your recommendation to restore therelationship with ISL with an objective to win back the business in the future$\mathrm{.}2.$ You should apply the PMBOK guide to identify $3$ knowledge areas where key issues exist andprepare your recommendations to fix these issues$\mathrm{.}3.$ In addition, you should make recommendations on how to manage customer interface andenhance project partnership with customers in the future.Marking RubricSection Mark CommentsExecutive summary $/5$Background $/5$Identification of key issues in knowledge area $1/20$Identification of key issues in knowledge area $2/20$Identification of key issues in knowledge area $3/20$Project partnership $/$ customer interface issues $/15$Recommendations $/10$Conclusion $/5$TOTAL $/100$