Project managers can learn as much, if not more, from failed projects as they can from successful ones. An infamous failed project is the Stretch project initiated in $1956$ by a group of computer scientists at IBM who wanted to build the world$$s fastest supercomputer. The result of this five$-$year project was the IBM $7030,$ also known as Stretch. It was the company$$s first transistorized supercomputer.

Though Stretch could handle a half$-$million instructions per second and was the fastest computer in the world up to $1964,$ the project was deemed a failure. Why? The project$$s goal was to create a computer $100$ times faster than what it was built to replace. Stretch was only about $30-40$ times faster.

The planned cost was $$13\mathrm{.}5$ million, but the price dropped to $$7\mathrm{.}8$ million; so$,$ the computer was at least completed below cost. Only nine supercomputers were built.

Research the Stretch project and the lessons learned.

How would you have managed the Scope, Quality, and Time constraints as a project manager on the project to maintain the balance?