Why did the "great green challenge" succeed while the energy telematics project hit road bumps right out of the gate? what are the lessons learned for joel and his team?

Joel Parson was a manager in data analysis for two different companies.

Explanation:

Joel Parson was a manager in data analysis for two different companies. First of all, he worked for UPS the shipping company that transports all kinds of packages around the world. Joel developed and implemented the "Great Green Challenge" for the UPS company, using all the data he had collected, in order to make some changes in the enterprise with the idea of having a positive impact on the environment. The project was really successful. He designed a  package flow technology that helped saving around 30 million gallons of fuel every year which reduced operation costs for the company and at the same time reduced gases emissions of gases into the atmosphere. After the great success Joel had in UPS, he was hired for CFI, Continental Furniture International. For this company, Joel was supposed to design also a great plan using data collection analysis. Nevertheless, in this case the plan did not work very well, because he and his team had decided to implement a GPS in all the trucks of the company, so they could collect data from what the drivers did in order to help saving more energy. The big problem was that Joel and his team did not communicate the idea in a clear way to the involved ones in the project, specially the president of the company and the drivers, of course. They did not take into account the drivers' perception about the project, they had announced to go on strike and the president immediately stopped the project. Joel and his team had learnt that it is always necessary to be able to sell a project, especially one of such  magnitude.

i'm pretty sure you can use the word uproar