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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?
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