Case name: The project Manager/Customer Interface

1: what did Brown and BWNS do well in this situation? What could have been done better?

2: what factors outside Brown's control interfered with his efforts to work with the utility?

3: what skills does it take to be an effective interface with the customer? Has this project been successful for BWNS?

4: In what ways the project scope expanded? Would you consider this to be "scope creep"(see chapter 11)?

5: Is the customer always right? Do you think any of the " common reporting problems" described in the chapter may have occurred here?

6: should BWNS try to win back NLP'S business at this time? How could Brown eventually win back NLP's business? What should he do?