Measurable quality critera for each deliverable were properly set up in the beginning of the project. During the project execution the quality criteria were kept in mind by the project team.

At project start we have looked for a specialist in a particular IT area. The project owner found one (using his managerial channels) – the specialist was persuaded to work at the project for half an year ( as “temporary solution” for starting the project). We were not informed about his interim acting, he was not direct member of project team. After one year he stand up and announced to stop.

Is there any point in investing resources (human, financial, .

We needed to deliver a small boxes to all the location of our customer. We were obliged to ensure the delivery of the boxes in the agreed date and sort time slot. We contracted a world-known shipping company. As the life showed us the shipping company was not able to keep the dates and time preciously and unfortunately it was also not exactly mentioned in our contract with them. We had to cancel the contract and hire another shipping company with precious define obligation.

Hi, I have a slight issue at work.

Hi guys, I feel like my team does not understand the project.

The preparation of new project has started before signing of contract. Unfortunately the contract was not signed, sales and customer decided to make only an addendum to the existing service contract instead. Contract documents were elaborated well, but were not valid, thus the addendum was too short and vague.

What level of PM knowledge and how many years of experience should I have before taking PMI/Prince/IPMA exams? Is it standardized?

The list of desired benefits from future activities is missing. Top Management does not make a decision (to approve/challenge) based on the listed measurable benefits.