1. Why is supplier and subcontractor management so important in the case of an IT infrastructure project?
2. How does the ‘vision of the project manager’ in this chapter relate to the way you see the job? Are there aspects of the job that do not appear in the vision? Why might that be?
Conflict and stress arise naturally in IS project teams. Some people argue that a little of both is useful, but everyone agrees that too much is destructive. How could you organize your project team to minimize the destructive effect of conflict and stress?