Here are some of my answers, mixed with some of my questions if anyone can help answer them. Thanks.

2. How does Alan suggest you handle IT consultants added to your project? How might you select them? What questions might you ask? What does Alan see as a critical success factor for most IT projects? How do you ensure knowledge transfer?
• Share a vision, not just a contract
• Ask the tough questions
– If we don’t choose you, who should we choose and
why?
– Tell me how you’ll leave us. How will you insure the
transfer of competence?
– Which of your customers would you not refer us to?
Why not?
• Boutique Consultants
• How do you make money? What is your business
model? What is your competitor’s business model?
• Treat consultants like employees
• Give developers access to rooms & equipment
• Give them access to the right people
• Restrict access to the wrong people
• Are they a teacher?
• Bring them in at the right time
• Know what you want from them
Training???
Knowledge Transfer: Surround outside consultant with those who have all the inside knowledge??

6. What is the Ripple Effect?
If you screw up later on in a project, and you realize your mistake and try to fix it. When you fix it, it causes many problems in other areas of the project/software etc. Then everything becomes a big mess, good idea to be fully prepare and get as much information in the beginning as possible.

Why is IT project estimation difficult?
There are a lot of unknowns
Examples:
− Requirements are difficult to capture in writing
− The act of viewing software changes the
requirements
− Stakeholder infighting changes priorities
− Developer productivity varies greatly (up to 10x) so
estimates made by one won't apply to another

QUESTION: PLEASE HELP WITH THIS ONE

State the reasons why a memo (such as you're creating for your project) is such an important document for companies? How might it have been useful to Grandma Studor's Bakery or Laughlin Logistics?