Essay on The Orion Shield Project Analysis

is introduced to the project with a significant amount of experience working with NASA and

The A/P outsourcing project failed miserably, as an outcome of multiple mistakes from both the companies, this case explores major mistakes an organization can make to cause such a fiasco. Below are the causes which contributes to this failure.

Three factors define the success of any project; these are time, cost, and quality (Wysocki and RK 2013: 4). This paper identifies three main facets of project management that were inappropriately implemented, namely; Resourcing, Stakeholder Management, and Risk Management and how their improper implementation led to the violation of the three constraints (i.e. time, cost, and quality).

Along with the technological advances and new theories of the last century, humans have developed a need to explore beyond the known of the final frontier. This resource of knowledge has led to superstitions and concerns about what could happen if people pursue this want of space exploration. Among these concerns are national finances, the world’s health, and ethical standpoints of what really could be waiting on the other side for those who dare venture into the unknown.

The Virginia Space Grant Consortium VASTS program is part of NASA’s youth education initiative. It began with a six-month online class followed by a week-long summer camp after passing the class. The mission at the camp was to design a mission to Mars in four days. Everyone’s first thought was “NASA hasn’t been able to do this in thirty years, how are we supposed to do this in four days?” The task as a whole was daunting and insurmountable, but the people who designed the program are smarter than we are and divided the task into individual parts and overlapping roles. My job was to develop a communications network between Mars and Earth. It seemed simple enough when I started, just launch a satellite or two around the sun and everything should be fine. Everything was not fine. I thought the rockets cost $760 million, but it turns out the satellite was that expensive. The actual rocket cost a few billion which broke the budget. The next few days involved plenty of screaming, bribing, “peaceful” negotiations, and coffee. All of which lead me to a conclusion that either the ground base was going to have a massive antenna, or something was going to be slapped onto the side of a supply rocket. Then Joseph reminded me of something Jeff Jones had told me.

Orion stuck out his arm and his bo staff appeared, composed of pure energy. Darkness did the exact same stance and formed a bo staff, but it was composed of dark energy. Both, Orion and Darkness, used their super-speed ability to fight around the volcano in and out. Orion pummeled Darkness with his bo staff, sending him halfway across the field. Darkness fell down on his knees and felt more weak, but then he recovered his strength and healed himself. Darkness then teleported to where Orion was and punched

There is NO real qualified Project Manager to oversee the entire project and bridge the gap between DIA and their top Carriers United & Continental, City Council and BAE. We have been expected to manage the project with everyone working in their silos with no real support or team goal or management as a whole.

The Orion Nebula contains one of the brightest star clusters in the night sky. With a magnitude of 4, this nebula is easily visible from the Northern Hemisphere during the winter months. It is surprising, therefore, that this region was not documented until 1610 by a French lawyer named Nicholas-Claude Fabri de Peiresc. On March 4, 1769, Charles Messier inducted the Orion Nebula, M42, into his list of stellar objects. Then, in 1771, Messier released his list of objects for its first publication in Memoires de l'Academie.1

When my training began with Wrightbus to become a first line manager in total there were six people setting out on the journey to lead teams on the production floor. As part of the ten week training programme the operations director handed us a group project where he wanted us as a group to introduce a new system to manage and maintain small tools owned by the company throughout the factory. This would obviously test our skills as team players and was obviously a massive challenge as the issues with tools

The Trophy Project was fundamentally mismanaged from the start. The management functions of planning, organizing, staffing, controlling and directing personnel and resources were poorly executed by both senior and project level management. Customer expectations were not well defined and scope creep was allowed to take place without proper administration. There did not appear to be a corporate champion for this project who could mentor and resolve conflicts that were beyond the authority of the project manager. Plus, the project manager appeared to be inexperienced and was not very adept at negotiating with upper level and functional management to obtain the proper resources necessary to achieve the project

Firstly, R.Ryan Nelson (2007) referred to 10 of the most infamous IT projects to assert the importance of making a careful analysis of projects that have occurred to help future projects. In order to attest this opinion, he illustrated the case of United Kingdom’s

Initial projections show that the current schedule will take 50 weeks to finish with a final budget estimate of $3.152 million. Although the project estimate comes in under budget, the time frame for completion extends beyond the acceptable 45 weeks. Before deciding which activities should be crashed, Bjorn and his team first need to have a clear understanding of the project’s priorities. To do this the team has first defined the project’s scope and decided to develop a project priority matrix. Defining the project scope sets the stage for developing a plan and its primary purpose is to define as clearly as possible the deliverables and to focus project plans (Gray & Larson, 2005).

Besides, regarding to the clients, the JVI had never build up a connection with the client until the surprisingly got the contract, the existence of hierarchy and non-trust between client and project team lead to the inefficiency of obtaining client information, later resulted in Jack’s misleading proposal for market research. Also, because in the concept of high power distance, decision making process is limited one-way participation and communication (In the Eye of the Beholder, cross cultural lessons in leadership from project GLOBE, Mansour Javidan, Peter W. Dorfma, etc), Jack’s own lack of experience on project management made it is possible for the project to diverge from previous direction under one person’s leadership.

o There is only a 10% chance the entire project will fail; therefore, Orion should take the risk in developing the product.

5. What is the next step the team members must take in order to complete their project plans?