You are a project manager for a 2-year project now beginning its second year. Changes have occurred in some project roles and responsibilities since the project began. Some team members have left the project, and others have been added. In addition, several of the completed work packages have not received the required sign-offs. Some team members believe they should be reviewing certain work packages or at least providing input. With the unplanned departure of one key team member, three work packages are 5 weeks behind schedule. What did you do to get this project back on schedule?

You are the project manager for a new information systems project. Management wants your project to yield high-value results at a low cost. What would you do to determine if this project would provide the value that management wants? Why should a project manager never begin a project without an approved project charter? How can the project charter be used during the completion of project work? Discuss the different types of project feasibility factors. Is any factor most important? Why or why not?