GETTING STARTED WITH THE COURSE

Introduction to Course 2
Hi there, welcome. This course is all about initiating a project successfully. If you haven't gone through
our foundational course yet, we recommend checking it out. It covers the foundations of project
management and contains lots of helpful information for anyone wanting to start a career in this field.
There are lots of people around the world like you who are hoping to learn the skills to get a project
management role. Maybe you prefer to take a specialized certification rather than a four-year degree.
Maybe you're looking for an affordable way to stand out among competition. Maybe you are interested in
changing your career. Whatever your reason for being here, we're glad you've joined us. This program is
rooted in the belief that a strong foundation in project management can help anyone start a great career as
a project manager.
Before we begin this course, let me introduce myself. My name is JuAnne, and I'll be your instructor for
this course. As a Senior Program Manager at Google for the past eight years, I have worked on cross-
functional projects involving product managers, software engineers, user experience designers,
network operations, customer support, and more to build software used at Google and used by Google
Cloud customers. I began my career working as a liaison between customers and engineers,
documenting requirements on software development projects. As I became involved in larger projects,
I started to manage the timelines of the projects and coordinate the work of the different teams that had to
get involved to finish the project. Before I knew it, I was the de facto project manager. I have
accumulated my knowledge through formal and informal training, finding practical application in finance,
insurance, and tech companies. I'm super excited to be sharing with you more about the project
management discipline. During this course, you'll learn all the steps for kicking off a project. We'll start
with an overview of initiation, which is the phase that allows ideas to come together and form the
beginnings of a plan for a project. You identify the individual components of initiation like the project
scope, goals, and deliverables. You'll also learn how to measure the success of a project. This is a
super important piece of the puzzle. After all, you want to be able to meet or exceed all of the
requirements for a successful project, right? Later, we'll talk about how to identify stakeholders.
Stakeholders have a direct interest in the project's completion and success. We'll teach you about
some really helpful tools you can use to define project roles and responsibilities and more tools and
resources you typically need to complete the work of a project. Finally, we'll introduce
documentation that can help your team prepare for project kickoff. Exciting, right? The skills you
learn in this course will help you start projects of your own. We can't wait to get into these topics with
you. So let's get started. Meet me in the next video.

Course 2 overview
Hello! Welcome to the second of the six courses in the Google Project Management Certificate
program.
This course will teach you how to set the stage for a successful project. You will learn about
stakeholders, their level of influence, and how to mobilize and manage them, as well as tackle tasks
to identify project scope, goals, deliverables, and success criteria. You will learn how to use tools like
RACI (Responsible, Accountable, Consulted, and Informed) charts, stakeholder analysis, and
project charters to help you set project expectations. You will also familiarize yourself with setting
SMART (Specific, Measurable, Attainable, Relevant, and Time-bound) goals to help you see the full
scope of a project, determine its feasibility, and clearly define what project success will look like in
concrete terms. Current Google project managers will continue to instruct and provide you with hands-on
approaches for accomplishing these tasks, while implementing the right tools and resources for the job.
In this reading, you will learn about the Project Management Certificate program structure and course
functionality. If you already read this in the last course and don't need a refresher, feel free to skip it. If
you’re new to the program, welcome! We’ve specifically designed the program you’re about to explore to
help every type of learner successfully finish the certificate and get ready for a role in project
management. No previous experience is required.
Become job-ready
In this Google Project Management Certificate program, you will learn the foundations of traditional
project management and gain insight into Agile project management. According to the Project
Management Institute, the project management labor force in seven project-oriented sectors is
expected to grow by 33 percent, or nearly 22 million new jobs, by 2027*. We are excited to join you
on this journey as you learn the skills to begin a career in one of today’s most in-demand professions.
Course 2 covers four modules of material. Each module includes a series of lessons with many types of
learning opportunities, such as:
 Videos with a Google employee as your instructor.
 Readings to introduce new ideas and case studies and to build on the concepts from the videos.
 Discussion forums to explore course topics for better understanding and chat with peers in the
program.
 In-video questions that will pop up from time to time. They’re designed for you to check your
learning as you go!
 Practice quizzes to check your understanding and give you valuable feedback. Practice
activities will provide you with a hands-on opportunity to apply skills you are working to master.
You will assess your work by answering quiz questions about it or by comparing it to an
exemplar built by our course team. Note: these activities will not count towards your final course
grade, but you are strongly encouraged to complete them as they will help prepare you for the
graded quizzes and peer reviews.
 Graded quizzes on video and reading content to measure your progress.
 Ungraded peer-review activities on video and reading content that provide you the opportunity
to practice applying skills you are working to master. Other learners in your course will see the
work you submit and give you feedback based on a rubric.
 Graded peer-review activities on video and reading content that assess your ability to apply
skills you are working to master. Other learners in your course will grade your work and give you
feedback based on a rubric.
Everyone learns differently, so we designed this program to let you work at your own pace. Although
your personalized deadlines start when you enroll, they’re just a guide. Feel free to move through the
program however it works best for you. Keep in mind, you can always reset your deadlines by clicking
the blue reset my deadlines button. There’s no penalty for late assignments. To earn your certificate, all
you have to do is complete all of the work.
Tips
 We strongly recommend you take all six courses—and complete the items in each lesson—in the
order they appear, as new information and concepts build on previous ones.
 Make the most of the readings and additional resources throughout the program. They’re
designed to support your learning.
 If something is confusing, don’t hesitate to rewatch a video, go through a reading again, or ask
your classmates for advice in the discussion forum.
 Take part in all learning opportunities to gain as much knowledge and experience possible.
Congratulations on choosing to take this first step toward becoming a part of the wonderful world of
project management. Enjoy the journey!
*Source: PMI (2017). Project Management Job Growth and Talent Gap 2017–2027.

Helpful resources to get started

The Google Project Management Certificate will provide you with new lessons in each module. As
you’ve learned, each lesson includes a series of videos, readings, activities, in-video questions,
practice quizzes, and graded quizzes. In this reading, you’ll learn about providing feedback on
course content, obtaining the Google Project Management Certificate, and acquiring helpful habits
for successfully completing this certificate program.
Providing feedback on course content
Please remember to give feedback on videos, readings, and materials. Just open the resource and
look for the thumbs-up and thumbs-down symbols.
 Click thumbs-up for materials that are helpful.
 Click thumbs-down for materials that are not helpful.
If you want to flag a specific issue with the item, click the flag icon, select a category, and then
optionally type an explanation in the text box.
This feedback goes to the course developers, not other learners, and helps create even better
programs in the future.
For technical help, visit the Learner Help Center.
Obtaining the Google Project Management Certificate
To receive your official Google Project Management Certificate, you must:
 Pass all graded assignments in all 6 courses of the certificate program. Each graded
assignment is part of a cumulative graded score for the course, and the passing grade for
each course is 80%.
AND one of the following:
 Pay the course certificate fee,
 Be approved for Coursera Financial Aid, or
 Complete the certificate through an educational institution, employer, or agency that's
sponsoring your participation.
Helpful habits to successfully complete the certificate
As a learner, you’re bringing all of your past experiences and best learning practices to this program.
The designers of this course have also put together a list of helpful habits that they believe will help
you to be successful:
1. Plan your time: Setting regular study times and sticking with them each week can help you
make learning a part of your routine. Use a calendar or timetable to create a schedule, and
 list what you plan to do each day in order to break your work down into achievable goals.
Create a quiet place to watch the videos, review the readings, and complete the activities so
you can really focus on the material.
2. Be curious: If you find an idea that gets you excited, act on it! Ask questions, search for more
details online, check out the links that interest you, and take notes on your discoveries. The
little things you do to support your learning along the way will take your knowledge even
further, open more doors in this high-growth field, and help you qualify for jobs.
3. Take notes: Notes are useful-to-remember information that you think might be important in
the future, especially as you’re preparing to enter a new job field. In addition, taking notes is
an effective way to make connections between topics and gain a better understanding of
those topics.
4. Chat (responsibly) with other learners: If you have a question, chances are, you’re not alone.
Reach out in the discussion forum to ask for help from other learners taking this program.
You can also visit Coursera’s Global Online Community. Other important things to know
while you’re making friends can be found in the Coursera Honor Code and Code of Conduct.
5. Update your profile: Consider updating your profile on Coursera. This link appears in the
menu when you click on your name at the top-right corner of this screen. When classmates
find you in the discussion forums, they can click on your name to view your profile and get to
know you more.
Finding more information
Throughout this course, you will learn the basics of project management. We will provide a lot of
information through videos and readings. But sometimes, you may need to look things up on your
own for additional learning. Things change fast in this growing field, so it is critical to do your own
research so you can stay up-to-date on what is new.
Here are some helpful project management resources available online:
 The Project Management Institute is the leading association for those in project, program, or
portfolio management professions. Their website provides guides, industry standards,
articles, templates, job boards, certifications, and more to help support professionals in these
careers.
 The Scrum Guide defines Scrum, a technique used in Agile project management. You’ll learn
about this framework later in the program. This guide describes Scrum’s roles, events,
artifacts, and the rules that bind them together. You can also find hundreds of free resources
to learn more about Scrum at Scrum.org Resources.
 PRINCE2 is a project management method and certification that teaches the skills to be an
effective project manager. Along with their certification services and subscription products,
they also offer free resources like blog posts, case studies, webinars , whitepapers and
podcasts.
Digital documents, spreadsheets, and presentations
You will complete activities using a variety of digital documents, spreadsheets, and presentation
templates. These templates align with the document types that project managers often use to create,
edit, and collaborate with their team and organization. Digital documents make it easy to collaborate
in real time and stay organized.
If you’re not familiar with these types of tools, check out the course Resources.
Glossary
This course will cover a lot of terms and concepts, some of which you may already know and some
of which will be new. To remind yourself about what a term means, refer to this Glossary.
Accessibility guidelines
When you create written or visual content or plan a meeting or event, follow these Accessibility Tips
to make it more accessible to everyone, including people with disabilities.
Meet and greet

So far, we've been introducing you to the world of project management. Now, it's your turn to
introduce yourself to your classmates! Your intro should give your fellow learners a good idea of who
you are and should be 5-10 sentences long. If you don't know what to write, here are a few
suggestions:
Suggested Topics
 Where are you from? Share with others which part of the world you're from or where you
currently live. If you wish to include this information in your post, it's a good idea not to give
away specific details like your personal mailing address.
 Why did you decide to enroll into the Google Project Management Certificate? Share any
passions for organizing projects, working with people, planning events or anything else
relevant from your background.
 What are your expectations of this course? Are you excited to learn about project
management? What do you hope to put into place in your life the day this course is over?
 What are your other interests? Put something in your post that will help others relate to you.
Then, visit the discussion forums to check out what others have shared about themselves. Say “hi”
to at least two of your fellow classmates and make connections with them.

UNDERSTANDING THE KEY COMPONENTS OF PROJECT

INITIATION
Why is project initiation essential?
Welcome back! In the last course, you learned that initiation is the first phase within the project life
cycle, followed by planning, executing, and closing. Makes sense, right? Regardless of your chosen
methodology, all projects have to start somewhere. Let's talk more about initiation and why it's important
for the success of a project.
Because initiation is the first phase of the project, it's really important to get it right. A well-planned
initiation results in a strong foundation for your project, and sets it up for success.
Initiation begins after a problem or opportunity has been identified within an organization.
Often, stakeholders like senior leaders at a company will initiate a project to address a specific need
for the business. For example, perhaps the company would like to roll out a new product, improve
employee well being, or reduce costs in a certain department.
It's your responsibility as the project manager to help identify the project goals, resources, and other
details based on initial discussions with the project stakeholders. Even though someone else might
come up with an idea for the project, it's still your job to figure out all the important pieces that
need to come together in order to get the work done.
The initiation phase is a crucial time for asking stakeholders the right questions, performing
research, determining resources, and clearly documenting the key components of a project. Doing
this will help you solidify the scope, or the boundary, of the project. If this seems a bit overwhelming,
don't worry. We'll talk more about project scope later on in this course. If the project isn't initiated
properly, things can go wrong pretty fast. For example, without sufficient understanding of the
project's goals, you might underestimate what resources you need or how long the project might
take. Or, without agreeing with stakeholders on what success looks like, you might think the project
was completed successfully, while the stakeholders might think it didn't accomplish their goals.
Getting on the same page and gaining clarity during the initiation phase can save a lot of time and
extra work for everyone throughout the project. Proper initiation also helps ensure that the benefits
of the project outcomes will outweigh the costs of the project. To determine this, you'll do what's
called a cost benefit analysis, which is the process of adding up the expected value of a project (the
benefits) and comparing them to the dollar costs. To do this, you will work with stakeholders to
consider a few questions. To determine the benefits of a project, those questions might include: What
value will this project create? How much money could this project save for our organization? How
much money will it bring in from existing customers? How much time will be saved? How will the
user experience be improved? And to determine the costs of the project, those questions might include:
How much time will people have to spend on this project? What will be the one-time costs? Are
there any ongoing costs? What about long-term costs? The benefits of a project should always
outweigh the costs, so it's really important that you consider these questions early on. Coming up, we'll
talk more about the initiation phase and explore the key components of initiating a project.
Bye for now!

Key components of project initiation

Hello and welcome back. You just learned about the initiation phase of the project life cycle and why it's
so important to get it right. Next, I'll teach you about the key components that make up initiation, and how
these pieces lead to the planning phase of a project. There are several key components of initiation that
you need to consider in order for your project to be successful: goals, scope, deliverables, success
criteria, stakeholders and resources. First you need to consider the goals of the project, the goal is
what you've been asked to do and what you're trying to achieve. All projects should have clear goals
and often those will be determined by senior company leaders, with your help. From there, you will
begin to consider the project scope. This is the process to define the work that needs to happen to
complete the project. You also need to think about project deliverables. They're the products and
services that you will create for your customer, client or project sponsor. Deliverables can be
anything from product features and functionalities to documentation, processes and more, anything
that enables the goal of your project to be achieved. Deliverables are submitted to help you reach
your project goals. Also, it's important to keep in mind that the deliverables can be tangible or
intangible. An example of a tangible deliverable might be submitting a chapter of a manuscript. If the
goal is to publish a textbook. Or if your project goal is to finish implementation of a new point of sale
software at a retail store, scheduling staff training sessions could be an intangible deliverable. Once the
goals, scope and deliverables are determined, you need to consider success criteria. Success criteria are
the standards by which you measure how successful a project was in reaching its goals. Another
important consideration is your stakeholders. Stakeholders are key to making informed decisions at
every step of the project, including the initiation phase. They're the people who both have an
interest in and are affected by the completion and success of a project. As a result, they're often
instrumental in determining the goals, objectives, deliverables and success criteria of the project, from
coming up with the idea to outlining the expectations of its results. As you move through the initiation
phase, it's your job to ensure that you understand the needs of the project stakeholders early on. It's
also your role to ensure that all stakeholders are in agreement on the goals and overall mission of the
project before moving on to the next phase. Now, let's talk about resources, resources generally refer
to the budget, people, materials, and other items that you will have at your disposal. It's super
important to think carefully about these pieces early on. No one wants to get started on a project, only to
realize halfway through that they don't have enough money or enough people to complete the work. That
would be a mess. Finally, once you've established your goals, scope, deliverables, success criteria,
stakeholders, and resources, it's time to create a project charter. A project charter is a document that
contains all the details of the project. Project charters clearly define the project and its goals and
outline what is needed to accomplish them. A project charter allows you to get organized, set up a
framework for what needs to be done and communicate those details to others. Once you've drafted
the charter, you would then review the document with key stakeholders to get their approval to
move into the planning stage. Coming up, you learn more about project charters and even get the chance
to create one yourself. Hopefully you're starting to see how the key components of initiation help lay the
foundation of a solid project. To quickly recap, you gather information about your goals, scope,
deliverables, success criteria, stakeholders, and resources, and you document that information in the
project charter. During the rest of this course, we'll talk more about each of the components outlined so
far. You've come so far and learned so much, keep up the great work.

Reflection: Project initiation and key components

Question 1
In this exercise, you will read a scenario and identify the six key components of project initiation:
 Goals
 Scope
 Project deliverables
 Success criteria
 Stakeholders
 Resources
Start by reading the scenario:
Imagine you are a project manager at an educational software company. You’re assigned a new
project to develop a digital grading platform for a local high school. Before beginning the project, you
meet with teachers, school administrators, the school IT department, and the district superintendent
to discuss the project and get their input.
During these meetings, you organized your thoughts by writing down project key components that
the stakeholders have requested. Your notes on the key components are:
 $150,000 maximum budget
 Team: can add one member from the school IT department
 Platform should allow teachers to enter grades and allow students/parents to view grades
 Need full teacher buy-in at high school: 100% adoption within next nine months
 Project should focus only on the digital grading platform and NOT impact other digital
platforms (ex. attendance, school lunch payments)
 Overall, the school is seeking a platform for digital grading
The next step in the project is to organize the key components into a project charter. You will then
present the charter to the individuals involved with the project. The project charter ensures everyone
is aligned before planning and then executing the project.
Question 2

Which of the key components is the project’s goal? Write one sentence.
Which key component outlines the project’s scope? Write one sentence.
Which key component is the project deliverable? Write one sentence.
Which key component outlines the project’s success criteria? Write one sentence.
Who are the project stakeholders? Write one sentence.
Which key components outline the resources you will have at your disposal for the project?
Afsheen: Listening to learn
Hi, my name is Afsheen. I'm the Director of Core Capacity at Google, where we support some of our
key products such as Google Maps, Google Photos, Google Search, and many more. Ultimately,
what we're doing is we're managing the supply and demand for our products in the resource space,
so specifically: compute, storage, machine learning, and networking resources. Ultimately, our goal
is to provide the fuel for these products so we can support our billions of users.
I often look at establishing the project goals, and tied to the goals is discussing the criteria. What's a
successful project? What are the measurables involved in the project space? And lastly, I
always want to look at the stakeholders that are involved—maybe our clients, our key
stakeholders, and so on—and make sure that they're thought of during the formation of the
project. I'm meeting with the stakeholders, I'm trying to understand what they're trying to achieve,
what we're trying to achieve, and the goal, if you will, is a critical aspect of setting the scope. When
I'm trying to set the goals of a project, I apply very in depth, active listening. I'm doing a lot of
socializing with other stakeholders. I'm meeting a lot of players to understand what's the
landscape like. It's an active listening experience. I have a recent example of a project that in my
view did not do the proper initiation phase. Last week, in fact, a group approached me with a
process or a feature that they were going to launch. I reviewed it and immediately realized that they
were so far off. They had not discussed the topic with any of my team members or myself, and they
were day minus one from launching the feature. It was a total miss. It really illustrates the point about
when you initiate a project, you can't invest enough time in meeting with stakeholders, meeting with
your colleagues, listening to them—actively listening. Someone taught me recently the value of
building that "listening to learn" muscle. And in the project initiation phase, to me, that is such a
valuable talent, there are those that have it, there are those that have learned it, and there those
who will never do it. And I believe it's a trainable skill, but it requires you to really slow down and
look at the landscape in front of you.

Explore: Project Initiation

Establish project goals
The theme for this year’s event is “community,” so that Formation’s teams can come together
and develop stronger collaborative skills. Vinh talks to senior leadership and they agree that the
event will span three days and accommodate participatory workshops for the company’s 200
global employees.

Create the scope

The stakeholders told Vinh that they would like to hold small-group discussions, team training
sessions, and a karaoke cocktail party—and provide transportation to/from all events. Vinh
researches venues, vendors, and technology providers to ensure he has a sense of costs and
logistical needs so he can define the scope.

Provide deliverables
From the project plan, which itself was an early deliverable, Vinh has a clear set of deliverables
he needs to provide throughout the conference, including event registration, a full schedule of
events, and meal service.

Define success criteria

The goal of the conference is to connect employees. To measure that, Vinh wants to know how
many participants learned something or made a new connection. He plans to send a satisfaction
survey to gather direct employee feedback. He also arranges to promote the survey on posters
at the event and in post-conference emails.

Performing a cost-benefit analysis

Previously, you learned that a cost-benefit analysis is the process of adding up the expected value of
a project—the benefits—and comparing them to the dollar costs. In this reading, we will discuss the
benefits of conducting a cost-benefit analysis, guiding questions to help you and your stakeholders
conduct one, and how to calculate return on investment (ROI).
The benefits of a cost-benefit analysis
A cost-benefit analysis can minimize risks and maximize gains for projects and organizations. It can
help you communicate clearly with stakeholders and executives and keep your project on track.
Because this type of analysis uses objective data, it can help reduce biases and keep stakeholder
self-interest from influencing decisions.
Comparing a project’s benefits to its costs can help you make a strong business case to
stakeholders and leadership and ensure your organization pursues the most profitable or useful
projects. Organizations use cost-benefit analysis to reduce waste and invest their resources
responsibly.
Guiding questions for a cost-benefit analysis
When you’re pursuing a project, the benefits should outweigh the costs. It’s important for you and
your stakeholders to consider questions like the ones that follow early on, while you prepare the
proposal.
To determine the benefits of a project, you might ask:
 What value will this project create?
 How much money could this project save our organization?
 How much money will it bring in from existing customers?
 How much time will it save?
 How will it improve the customer experience?
And to determine the costs of a project, consider questions such as:
 How much time will people have to spend on this project?
 What are the one-time costs?
 Are there any ongoing costs?
 What about long-term costs?
You might also consider questions about intangible benefits. These are gains that are not
quantifiable, such as:
 Customer satisfaction. Will the project increase customer retention, causing them to spend
more on the company’s products or services?
 Employee satisfaction. Is the project likely to improve employee morale, reducing turnover?
 Employee productivity. Will the project reduce employee’s overtime hours, saving the
company money?
 Brand perception. Is the project likely to improve the company’s brand perception and
recognition, attracting more customers or providing a competitive advantage?
You can also flip these questions to consider intangible costs. These are costs that are not
quantifiable. For example, might the project put customer retention, employee satisfaction, or brand
perception at risk?
When assigning values to tangible or intangible costs and benefits, you can reference similar past
projects, conduct industry research, or consult with experts.
Calculating costs and benefits
The process of calculating costs and benefits is also called calculating return on investment, or ROI.
There are many ways to determine a project’s ROI, but the easiest way is to compare the upfront
and ongoing costs to its benefits over time.
One common ROI formula is:

In this formula, G represents the financial gains you expect from the project, and C represents the
upfront and ongoing costs of your investment in the project.
For example, imagine your project costs $6,000 up front plus $25 per month for 12 months. Twenty-
five dollars for 12 months equals $300 per year, meaning your total cost is $6,300. You estimate that
the project will bring in $10,000 in revenue over the course of that year. That leaves you with:
 G = $10,000
 C = $6,300
Now, using the formula above, you plug in the amounts as follows:
 ($10,000 - $6,300) ÷ $6,300 = ROI
Then you proceed with the calculation:
 First, inside the parentheses: 10,000 - 6,300 = $3,700
 Next, $3,700 ÷ $6,300 = 0.5873
 Finally, 0.5873 x 100 = 58.7%
The ROI comes to 0.587, or 58.7%. Given a strong ROI tends to be anything above 10%, you find
58.7% to be a strong ROI, so you decide to pursue the project.
Key takeaway
Performing a cost-benefit analysis can help you and your stakeholders determine if it makes sense
to take on a new project by evaluating if its benefits outweigh its costs. When conducting cost-benefit
analyses for your prospective projects, you can use the guiding questions and ROI formula provided
in this reading as a reference.
To learn more about performing a cost-benefit analysis, check out these articles:
 Cost Benefit Analysis for Projects – A Step-by-Step Guide
 Cost Benefit or Benefit Cost Analysis

Wrap-up
Nice work! You're on your way to becoming a great candidate for roles in project management.
We're so glad you've stuck with us, and we hope you're proud of the progress you've made so far.
In the last few videos, we've given you a primer on kicking off a project successfully. To recap, you
learned more about initiation,the first phase of the project life cycle. Hopefully, you're starting to see
how important this phase is for the overall health of a project. As we talked about earlier, a lack of
preparation during the initiation stage can lead to problems later on in the project life cycle, like a
budget shortage, a missed deadline, or too few teammates to complete the work. But with early
planning, you can set your team up for success. We also introduced you to the major factors you
should consider during the initiation phase, including goals, scope, deliverables, success criteria,
stakeholders and resources. All of these come together in the early plans for a project and are
documented in a project charter. Now that you understand the basic elements of initiation, let's dive
deeper. Next up, we'll talk about identifying goals and deliverables and learn more about
measurement and success criteria. You're doing great, and we'll see you soon.

Think back on a project you completed recently. It could be a work project (like adopting a new
software) or a personal one (like moving to a new city). Consider the challenges you faced while
carrying out the project. Then, select up to three issues that impacted your project from the list
below. After you submit your response, you will be able to see results from you and your peers.
The project went over budget.
The project went over time.
The project went out-of-scope.
Key stakeholders had different expectations and they did not agree on the project goals.
The project benefits were less than expected.
Key stakeholders did not complete their tasks.
Project documentation was difficult to manage.
Project communication was lacking and some questions went unanswered.