ABSTRACT
The climate survey asked respondents about their personal beliefs concerning the success of the recovery project. Respondents the overwhelmingly DHS would fall short, exceed the original scope, fail to deliver on time, and surpass the planned budget. Targets maintained Department of Health Services' (DHS) leadership had yet to commit to and communicate about the recovery project, including limited demonstration and reinforcement of their support. Similar situations and problems occur in projects with considerable frequency. There are known proven practices available to solve them. Feedback flows up the chain of command, informing leadership about frontline reactions to directives and task performance that serve as the basis for ongoing improvement. It also reveals the organizational parameters of the project scope, including the directors of functional areas, subordinate functions, and implied positional roles and responsibilities.
