Project Management Project Manager For The Orion Project

Legal Issues In addition to intentionally deceiving the stakeholders in various areas of the project, Gary also ran the risk of dealing with other behavior that is deemed contractually illegal. When SEC took on the obligation of the contract they agreed to fulfill the requirement set forth by the scope of work, in the time allotted, and within specific cost measures. This is the one area Gary managed to somewhat succeed. Being conscience of the project’s time and scope he performed a lot of the duties himself that should have been delegated. He also spent numerous off-peak hours ensuring duties were complete. It also appears that he possesses knowledge of quality and communications management because he was able to quickly understand and communicate the issues with the product specifications. Although there was a slight breakdown in the use of the proper program management tools and techniques. For example, he failed to deliver concise status and progress reports and did not excel in communicating managerial plans. All in all Gary’s effective display of project management knowledge areas saved SEC from having the client take legal measures to offset and recover the costs associated with a failed

Matrix – is a permanently designed to reach detailed results using employees from other areas within the company (Chand, n.d.). This structure uses a horizontal reporting within the hierarchical function structure. Some of the advantages are distributing decision making, strong project co-ordination, and there is a fast and flexible response to change. There is, however, the cost of administration is high, authority and responsibility can be confusing, and group decision making can be exaggerated. Within this structure, there are functional and product managers. The functional managers oversee the daily task of functions to keep the business going whereas the product manager oversees getting the products

Allison’s boss, Henry Larsen. Because this is a process which should occur prior to project planning, it serves as the foundation of all processes to follow. The inception of the Orion Shield project was founded on shaky ground. An ethical issue displayed itself from the very beginning when Mr. Larsen coerced, beyond comfort, Gary to accept and issue a dishonest statement regarding the successful functionality of the product. The scientific evidence, realized by Gary, suggests the inability of the Shield to operate successfully at the temperature range provided as a necessary measure by the customer, Space Technology. When a project manager does not support the project it is responsible for, the project will inevitably fail. With faith in execution comes the driving force perpetuating a project forward in compliance with milestone achievement. The process of planning seems to be almost completely non-existent in this scenario. Here is where roles of team members are defined, a scope is drafted and agreed upon by all involved stakeholders, and contractual metrics are realized and mapped out. There are various tools and techniques

Any successful project management, regardless of the organizational structure, is only as good as the individuals and leaders who are managing the key functions. Project management is not a single-person operation; it requires a group of individuals dedicated to the achievement of a specific goal.

Project Manager also plays a vital role in the initial project. The project manager is the person with the authority to manage a project. This includes leading the planning and the development of all project deliverables. The project manager is responsible for managing the budget and schedule and all project management procedures. There is also the Project Team, which consists of the full-time and part-time resources assigned to work on the deliverables of the project. There is also the Project Team, which consists of the full-time and part-time resources assigned to work on the deliverables of the project. This includes the analysts, designers, programmers, etc. organization is utilizing matrix management.

Organizational structure influences authority and how projects are conducted. Within a functional organization project authority is designated to a functional manager and in a product organization, it is designated by a project manager. A matrix organization is a mix of both functional and product but a hybrid organization can pick from other structures to create a unique type of management authority. The advantages of a functional organization are stability, development

There seems to be no any other organizational structure more efficient than matrix in this project-based business. As pointed out earlier, matrix organizational structure is most suitable for corporations which exist in environments which cannot be easily predicted, are pressurized to meet their customer needs and requirements quickly. Medical Countermeasure Systems is a good example of such companies. Furthermore, the organizational culture of MCS impels it to assume this form management form (Dartey-Baah,

This project manager determines specialists, performance requirements, etc. The company is results-oriented therefore, efficiency is imperative (Gray, & Larson, 2008). Flexibility concerning resources and expertise amongst human capital provides any employee with the right skills an opportunity to become a valuable member to the team. The matrix structure is stressful, and dysfunctional. Conflict does occur when project managers and functional management disagree. The company structure preludes to the culture of an organization and how teams work together (Gray, & Larson, 2008).

The lack of communication within a project is a form of bottlenecks. Create effective methods of communicating with parent company, staff, and customers. Individuals like a direct source for their information. In addition, when one project manager believes he is better than the other manager (Kerzner, 2006). The project entails matrix structure is a compromise in an attempt to obtain the better of two worlds. This type of management tries to achieve maximum technology, cost effectively within time and schedule constraints (Kernzer, 2006).

Unlike the functional and pure project structure the project manager reports directly to the general manger and functional manager creating more lines for communication. The matrix structure combines benefits of the functional organization with those of the pure project organization, same time eliminating the disadvantages. This structure is ideal for construction companies who tend to be project driven by nature.

Project Governance: During this activity the structure of the PMO and how it fits into the rest of the organization is defined. It must be decided of the PMO will be centralised in the organization or if it will be used in a consultative role. If it is the formed then the project managers will form part of the PMO staff, if the latter then the project managers will use the PMO to do consulting.

Under a different but equally technical guise, before accepting the position of project manager, Gary should have displayed “initiation” and “planning,” by taking time to investigate the roles, responsibilities, qualities, tools and techniques of a project manager, identifying the key attributes that define Orion Shield, and speaking with Elliott Grey to identify the standard SEC process for managing a proposal and project (B. Ingram, personal communication, October 15, 2015). Only until Gary had fully gained an understanding of his duties and those of the Orion Shield stakeholders (i.e. the customer, end user, functional areas, vendors, suppliers, general public and opponents involved in the proposal process), should Gary have accepted the project manager position (Schwalbe, 2015, p. 8).

Throughout the Orion Shield project, Gary faced numerous technical, ethical, legal, contractual and other project management issues. Gary’s lack of project management experience was

Each project has its unique characteristics and the design of an organizational structure should consider the organizational environment, the project characteristics in which it will operate, and the level of authority the project manager is given. A project structure can take on various forms with each form having its own advantages and disadvantages.

The purpose of this section is to describe a project based organization and compare it to other basic organization types: functional and matrix organizations. Many companies will not perfectly fit either of these definitions. Yet in most cases one will be able to identify the basic organization type that most closely matches a company’s structure.