1. Compare Teradyne's traditional project execution strategy with the approach used at Jaguar. What was different and what was similar? In the traditional approach,1. The requirements were not well defined and stakeholders continued to add new features. During development, no clear goals were defined. This caused delay in delivery time and affected quality.2. Individual divisions and managers had the final say on the use of the tools.3. The progress and phase of the project were not clearly visible to senior management.4. The divisions were very inconsistent in project monitoring, with some using detailed project planning, a phase gate model, and after-action conduction, while the others used none.5. Each market segment used a different testing platform.6. Resource allocation was overcommitted, sometimes by as much as 300%. In the Jaguar1 approach. Adding new features during development is not allowed, thus helping to finalize the delivery date. The requirements are well defined.2. Management tools such as 3-point estimating, critical path analysis, work breakdown structure, and earned value analysis are used.3. Senior management has a clear vision of the project's progress.4. Project monitoring becomes precise with the help of tools.5. A flexible platform strategy is used for testing.6. It allowed for proper allocation of resources, but sometimes forced people to commit, which is not possible in real life.2. What impact did project management tools have on the Jaguar project? Concretely, how has this changed behavior? What impact did this have on performance?• Jack O'Brien, the manager, was confident that the tools would provide a robust way to communicate the status of the project to management and identify critical issues.• A separate “program management” function was created to facilitate the use of the tools. • Data was entered into a planning program to ensure convergence of schedules across all sub-teams. • The intertemporal relationship between each task was specified in advance so that the impact of delaying one task on other tasks could be calculated. • The tools made it possible to simulate the tasks in three different scenarios. • The management team was skeptical of the project parameters and did not pay enough attention to the data.• The hardware subsystems managed to achieve new milestones, but the software continued to fall behind.3. What were the unintended consequences of using project management tools? What lessons should Teradyne learn from the Jaguar project? Unintended Consequences of Using Project Management Tools: 1. Although the project management tools were intended to improve the process, they received mixed reactions from team members because they saw them as a distraction from their work..