The Orion Shield Project - Essays - Sampad
The Orion Shield Project Case Analysis - Essay - Chinexcodo
The Orion Shield Project
• After studying The Orion Shield Project, each student critically discusses the technical, ethical, legal, contractual, and other project management issues that faced program manager Gary Allison.
The Orion Shield Project - Research Paper by Dhstsa12
The purpose of this paper is to analyze the implications that Gary Larsen was faced with as project manager in the Orion Shield Project Case Study. Gary Larsen, who was chosen as project manager was faced with many hurdles and his inexperience as the project manager definitely had negative implications on the triple constraints of the project: scope, time and cost. In this paper, I will address the problems Gary Allison faced: contractual, legal, ethical, technical and project management. Henry Larsen chose Gary Allison to be project manager, knowing full well he did not have the knowledge, nor the know-how to be a project manager, especially of such a big project. I will address Henry Larsen’s unethical behavior and poor leadership skills as well. Henry Larsen tried to put all the blame on his project manager, but he as a sponsor was practically absent and let the project get totally out of control.
With emphasis on ethics, ethics has been defined as “a set of principles that guide our decision making based on personal values of what is right and wrong.” Within the same context, the importance of ethics in project management is discussed here. In addition, an analysis from the case study “The Orion Shield Project”, which shines a light on several issues ranging from ethical, to technical, to contractual, to legal issues is examined. The analysis focuses primarily on the designated project manager Gary Allison whose leadership, actions and decision making is criticized having been faced with an ethical dilemma.The Orion Shield Project is a practical story of a newly appointed project manager whose poor leadership, unbalanced actions and unethical decision resulted in almost failing a project of manufacturing a Shuttle Launch Booster component for NASA. While the project was originally subcontracted by another company, it eventually produced a product that met most of the requirements, but the project was overwhelmed by many technical, ethical, legal, contractual and other project management challenges that could have resulted to fail it. However, it did result in demoting the project manager to his previous job as he failed to demonstrate his management skills and qualifications. This paper identifies and analyzes the challenging issues of this project and discusses the project manager’s overall performances.