Orion Shield Project Essay

1620 Words7 Pages
Lola Simpson

Week 2 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 expertise. It appears Henry intentional wanted someone with limited Project Management knowledge in the hopes of being able to easily control the situation and to get his way without much resistance. The
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Gary only discovered this critical change when they were weeks from a crucial milestone. SPI understandable was not pleased unexpected change in the project. No one likes being caught off guard especially when you are paying for a service. This event also made Gary seem incompetent in leading this project to completion. All this could have been avoided if Henry would have followed protocol.

Another important unethical issue is Gary had concealed the short shelf life of five years of the new material to top management of SEC and client. In essence the client is not really getting what they are paying for. PMI notes the importance of conducting work in an ethical manner (Schwalbe, 2009, p. 23). This allows workers to develop confidence in the project which increases moral and performance. (Schwalbe, 2009, p. 23). A good project manager should be transparent and exhibit truthfulness in business dealings (Schwalbe, 2009, p. 23).

Contract issues:
A Cost-reimbursable contract would have been a better option for SEC. This contract would have required detailed budgets that indicate the intended use of the funds as this detail helps define appropriate and allowable expenditures. A Cost-reimbursable contract would have better motoring, accountability and incentive to meet deadlines.
SEC was offered a fixed price contract for ten months. The fixed contract as well as mis management caused the project to go over budget. Thus the risk was on
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