The Orion Shield Project Case Executive Summary In this paper, The Orion Shield Project is critically analyzed to determine how effective the project manager, Mr. Gary Allison, is in operating as leader. Specifically, the paper focuses on what technical, ethical, legal, contractual, and other managerial issues plague the success of The Orion Shield Project. The paper attempts to analyze these issues by first introducing the reader to background about the project, and
ANALYSIS OF THE ORION SHIELD PROJECT Case Study Analysis of the Orion Shield Project Mark H. Komori University of Maryland University College M. Komori- Orion Shield Project 2 Table of Contents Executive Summary ………………………………………………………………………………………………………… 3 Section One: Technical Issues ………………………………………………………………………………………… 3 1.0 Project Integration Management …………………………………………………………………….. 3 2.0 Project Scope Management ……………………………………………………………………………... 4 3.0 Project Time Management ……………………………………………………………………………
Phase I of the Orion Shield Project. Henry Larsen, the Director of Engineering insisted on having an engineer as the Program Manager. This led to Gary Allison taking the role of Project Manager without any prior experience. Gary had previously earned the reputation of a respected and talented employee with over 14 years of experience as Project Engineer. Henry Larson wanted an inexperienced Project Manager who could be easily manipulated and who would accept his unethical management standards. This
The Orion Shield Project: Doomed from the Get-Go Executive Summary “Projects account for about one fourth of the U.S. and the world’s gross domestic product” (Schwalbe 2012). With that said, there are many challenges and issues that hinder the ultimate success or completion of a project. So is evident in the case of the Orion Shield Project, whose execution faced issues of technical, ethical, legal, contractual and interpersonal natures. Taking on a role that assumes responsibilities in stark
Assignment Orion Shield Project Executive Summary: Scientific Engineering Corporation (SEC) had decided to compete for Phase I of the Orion Shield Project. The Director of Engineering Henry Larsen, wanted to employ an engineer to the role of project manage instead of an experienced project manager. Enter Gary Allison an experiences Project Engineer with absolutely no formal Project management experience. Gary was known around the organization as a knowledgeable with numerous years of Project Engineer
The Orion Shield Project Case Study Executive Summary Project management is the science of planning, organizing, executing, and managing the resources needed to achieve a specific goal. Effective project managers (PM) strategically facilitate the entire project management process to ensure the project’s success. To do this the PM must adequately meet the specific requirements (i.e., time, scope, quality, and cost) set forth by the project and its stakeholders. It is theorized that PM must possess
T. GLENN/AMBA 640/WEEK 2 Project Mismanagement How miscommunication and lack of ethics almost destroyed a project Timothy Glenn 7/17/2011 T. Glenn/AMBA 640/Week 2 Executive Summary Hiring Gary Allison as the Project Manager for the Orion Shield Project was a big mistake. One must question both the judgment and ethics of Henry Larson in hiring an inexperienced person to lead such an extensive project. Many erroneous decisions were made by Gary as he erroneously heeded the poor and unethical
There are five processes associated with project management and they are project initiation, project planning, project execution, project monitoring, and project closure. Gary Allison was selected by Henry Larsen as the project manager for the Orion Project. This was Gary’s first time serving as a project manager. Gary had no prior experience as a project manager. Because of Gary’s inexperience as a project manager he failed in most of the project processes. During the planning phase Gary failed
Executive Summary The Orion Shield scenario presented a novice project manager’s actions, inactions and subsequent results during a project to produce materials for an orbiter’s launch booster rocket. While the contracted company eventually succeeded in producing a product, the project was plagued with numerous challenges that could have resulted in failure and did indeed result in the demotion of the project manager. There were business strategy, structural, contractual, ethical, and communication
Solutions Manual for COST ACCOUNTING Creating Value for Management Fifth Edition MICHAEL MAHER University of California, Davis Table of Contents Chapter 1 Cost Accounting: How Managers User Cost Accounting Information Chapter 15 Using Differential Analysis for Production Decisions Chapter 2 Cost Concepts and Behaviour Chapter 16 Managing Quality and Time Chapter 3 Cost System Design: An Overview Chapter 17 Planning and Budgeting Chapter 4 Job Costing Chapter