We were the Neatly Broadband Team. 

It was a product with no competitor value - it had no tangible selling points and in a week of trying nobody had made a sale.

The project was then cancelled as a false start.

The team dynamics were working well - with the right product we would have been successful.

Training was minimal - training documents were removed from us and we were not allowed notes on our desk. Not the best way to operate. However - we did progress  to developing super scripts and the emphasis was given to fact finding. There was little / no opportunity to go through transition into closure.

We all worked hard and should be proud of our effort / ethics.  

Be was identified as being a resource unit as a Product Master for front end financial systems - he agreed to review Quovadiz.

Fraser was identified as a potential programmer due to his interest in The Open University.

I created an InfoNet to house documents that were sent to me by E'Mail.   Desktop, Genesis documents were distributed to the team and work was commenced on a product costing / competitor Excel spread sheet. We did not discuss - change control / disaster recovery / network services. This was planned.  

Firstly - their has to be a review of the induction process - no training was given on network usage / documentation standards / the intranet / Infonets.

It might be a great idea to have a social section with event management.

There should be consideration to a payroll front end system where employees can save for boots and shoes / make charitable donations and contribute to a social club - events.

Payslips should be distributed on time.

There should be a feasibility study created to discuss the merits of added value systems that make product purchase more attractive. Ideas such as a discount card and directory services for internet marketing should be considered.