While Primavera specializes in project management software, it appears they were not well versed in the true art of project management themselves. To begin, the team was suffering from low morale. Even working professional adults thrive on the praise of others, yet the upper management at Primavera was tearing up even the best efforts of the group. Management was growing increasingly frustrated at the slow response to needed software updates and upgrades. This is most likely a result that can be directly attributed to inadequate workflow. The group was under the impression that if they worked harder and longer hours, then their efforts would be rewarded by the release of quality software updates that the owners and customers alike would be proud of. In the end, they failed to realize a lasting principle of software development: It is important to work smarter, not harder (Vijayasarathy amp. Turk, 2011, p. 137). By working long hours, the team was arriving at the office tired and with a lack of focus each day. The scrum technique described in the case study went to great lengths to eliminate this part of the organizational culture. In essence, the current project management system at Primavera is inherently flawed. Instead of embracing the team-oriented approach, individuals are given up to 100 tasks or more to complete over a 9-12 month time period. There is little collaboration and the team does not realize until it is too late that certain elements of a software update are far behind schedule. Each member of the group was working at their own cubicle, with no spirit of cooperation amongst team members until working on critical components of the program that had to be put together over massive amounts of overtime and weekend work.