A project implementation plan, or roll-out schedule, must identify the tasks to be done, the order they need to be done in, and who is responsible for doing each of them. However, in real life, schedules often fall behind what is planned. Respond to the following in a minimum of 175 words: Discuss some ways for building contingency and resilience into a roll-out schedule.

Garrett is an executive vice president at samm hardware. he researches a proposal by a larger company, maximum hardware, to combine the two companies. by analyzing past performance, conducting focus groups, and interviewing maximum employees, garrett concludes that maximum has poor profit margins, sells shoddy merchandise, and treats customers poorly. what actions should garrett and samm hardware take? a. turn down the acquisition offer and prepare to resist a hostile takeover. b. attempt a friendly merger and use managerial hubris to improve results at maximum. c. welcome the acquisition and use knowledge transfer to impart sam hardware's management practices. d. do nothing; the two companies cannot combine without samm hardware's explicit consent.