Soft problems are complex, large-scale, people/culture-oriented, and long-term with ambiguous boundaries. A cultural shift affecting customer behaviour fits this, unlike the discrete, technical/operational “hard” issues in A, C, and D.

In Greiner’s growth phases , the collaboration phase addresses bureaucratic overload using teamwork, interpersonal collaboration, and flexible structures (e.g., matrix) . It follows creative → direction → delegation → coordination → collaboration .

The Goal Grid distinguishes whether outcomes are good/bad and whether they already exist or not, yielding four categories: Achieve, Preserve, Avoid, Eliminate .

A large, already-occurred external event calls for reactive response; given its magnitude, the change must be transformational rather than incremental.

These are internal negative factors , classed as weaknesses in a SWOT. Strengths/weaknesses are internal; opportunities/threats are external. Competitor advantage, though external, is perceived here as a benchmark highlighting internal weakness.

For large/complex initiatives, Senior Users and Senior Suppliers are commonly represented (e.g., via user and supplier advisory groups) to reflect those affected and those providing key deliverables.

A Project Report is concise (1–2 pages), highlighting current project status (RAG rating) and key issues/risks . The stakeholder management plan belongs in the Project Initiation Document, not in progress reports.

The Agile methodology promotes adaptability , collaboration , and iterative development . Daily “ scrum ” meetings are a hallmark of Agile. It contrasts with Waterfall , which is linear and sequential. Project Diamond concerns customer expectations, and Lean focuses on waste elimination.

The guide emphasises that an Executive role should still be assigned and engaged even on small/simple projects , maintaining communication with the Project Manager; they are jointly the most important roles.