1. Why did Prylon give Mannix corporation a third chance? 

2. Do projects go from green to red overnight? If they do, then what is the most likely cause? 

3. Should a firm-fixed-price contract have been awarded from the ErP effort? 

4. Is it reasonable to expect that requirements will change during recovery? 

5. What is the ultimate goal of a recovery project? 

6. Do stakeholders expect trade-offs during recovery? 

7. What generally happens to constraints such as time and cost during recovery? 

8. Why was morale low when Jerry first took over the project? 

9. What are the characteristics of a death spiral on a failing project? 

10. What was Jerry’s intent in cancelling overtime and asking the team to stop working on the project for a few days? 

11. What were the risks in Question 

10? 12. As identified in the case, what were the life-cycle phases for recovery, and what is accomplished in each phase? 

13. Suppose that during the audit phase, Jerry discovered that one of the team members, who was a close friend of his, was the cause of most of the issues. How should Jerry handle the situation? 

14. What should Jerry do during the negotiation phase if Prylon corporation comes up with its own recovery plan and the plan is unacceptable to Mannix?