Read the case study below and answer the questions that follow Project Management at City Green Books Publishing City Green Books was started two years ago by two friends, Lucinda Bosman and Brad Mount, who met in college while studying in Cape Town, SA. In the new business Lucinda focused on editing, sales and marketing while Brad Mount did the electronic assembly and publishing of books for City Green Books. Their business was successful and profitable in the first two years, largely due to contracts from two big businesses. In their third year they got very busy thanks to their third major customer, a local university in Cape Town that needed customised eBooks. They hired several part-time employees to help them with their publishing business. But by the end of third year of operation, City Green Books started experiencing critical problems. They were: City Green Books saw a significant rise in issues, a lot of unpleasant surprises were becoming a common thing the business was going down as new resources were hired, also some of the projects were poorly estimated. The local university was unhappy as their eBook products reached campus late for use by professors and student. In some cases, the books were a week or two late. Since the courses must start on schedule and students need their books at the beginning of their courses, the customer was unhappy. One of the new part-time employees hired by Lucinda and Brad, Samantha, had taken a project management course from Management College of Southern Africa (Mancosa). Samantha was excited about the discipline of project management and had intentionally selected a job with City Green Books Publishing as she saw an opportunity to polish her project management skills. One day, Lucinda invited Samantha, for a lunch meeting. He was aware that Samantha was familiar with project management, and wanted to hear what she had to say about the problems he and Brad were facing. Over lunch he questioned why their small business which had operated and implemented projects so successfully over the first two years was suddenly being challenged significantly now. He specifically listed the problems they were facing and asked for Samanthas input to solve them. Samantha asked for more time to research all the issues but noted that City Green Books, while being innovative, completed projects without a roadmap or a project plan and lacked a disciplined approach to project management. She noted that Lucinda and Brad did not use any project scheduling tools or techniques to estimate, budget or to communicate with stakeholders. Finally, they had no strategies in place to manage project risks and quality. Impressed with this and other conversations, Lucinda Bosman asked Samantha if she would consider joining them as a project coordinator or project manager on a full-time basis to help them introduce project management practices and help them solve their current crises and improve as a business. Samantha accepted the offer! To utilise her several key skillsas she is an excellent communicator with very good interpersonal skills and detail-oriented. Within the first three months in her new role as PM, she introduced formal project management processes and trained other employees of the business. Within nine months Samantha had fully turned things around. Due to proactive risk analysis and risk response planning, surprises and issues reduced. Communication with stakeholders was enhanced. Brad and Lucinda noted this incredible change and customers were happy again. Answer ALL the questions in this section. 1u.nable to leverage all the new employees effectively 2u.nable to deliver eBooks to their customers on schedule 3u.nable to provide quality texts - time and money was being spent fixing defects in their products 4un. able to control costs - their business was not profitable in the third year. Question 1 In a world that is complex and unpredictable, and where resources are scarce, management is expected to deliver on its mandate either to produce goods and services within set budgets, quality standards and time frames irrespective of this volatility. This means that various activities and tasks which have a clear objective have to be executed and completed within certain parameters 1.1 (20 marks) as specified by the customer to their satisfaction. Referring to the case study, identify and discuss 10 (TEN) determinants of project success Projects are characterised by typical constraints of scope, cost and time which are the triple constraints. With and aid of an example discuss the relationship between these.