Essay on Orion Shield Project

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1 Running Head: CASE STUDY 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

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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 ……………………………………………………………………………..… 4 4.0 Project Cost Management …………………………………………………………………………….….. 5 5.0 Project Quality Management ………………………………………………………………………….… 5 6.0 Project Human Resource Management
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The same can be said of Allison. As a result, the project was doomed to fail from the beginning since there was a definite absence of integrated project management. 2.0 Project Scope Management In reference to the PMBOK (2008), project scope management is used for the purposes of detailing exactly how the project scope will be defined, what means will be undertaken to develop the project scope, how the project scope will ultimately be verified and how any and all components of the work breakdown structure will be created and defined. In the assignment, there is some vagueness in the actual scope of the project other than some brief technical specifications in relation to specific operable temperature environments which SEC’s current design did not adhere to. Gary Allison, the program manager already knew this and wanted to make a material change. He then discussed these issues with Larsen. Unfortunately Larsen did not have a proper project scope management plan. Thus, he had no controls in-place and no plan for changes. Instead, Larsen chose to lie on the proposal to the customer Space Technology Industries (STI) convincing Allison that ethics did not win proposals and that SEC could ultimately make STI change the proposal specs. As a result of this cavalier attitude, Larsen believed he could arbitrarily change the scope of work and never took into consideration the risk he was bringing to the project, such as serious cost and time overruns. 3.0 Project Time Management
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