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Orion Shield Project Case

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Orion Shield Project Case
The Orion Shield Project Case

Executive Summary In this paper, The Orion Shield Project is critically analyzed to determine how effective the project manager, Mr. Gary Allison, is in operating as leader. Specifically, the paper focuses on what technical, ethical, legal, contractual, and other managerial issues plague the success of The Orion Shield Project. The paper attempts to analyze these issues by first introducing the reader to background about the project, and then moving into a deeper discussion of every one of the previously mentioned issues. Due to the individuals he works with and the differing situations he is placed, Mr. Allison must make difficult decisions at every corner. After examining the project, it is found that Mr. Allison can improve his responses to these issues by accounting for the complexities of dealing with technology, becoming more solid in his ethical stance, understanding law and contracts and how they relate to the project, and connecting better with his team.

Introduction
There are many nuances to project management which can negatively affect a manager or project. The Orion Shield Project exemplifies why proper management is integral to any successful project. The project is a venture that NASA is promoting in order to improve the structural capabilities of the Shuttle Launch Booster. The prime contractor that NASA is using for this project is the Space Technologies Institute (STI), who put out a request for proposal (RFP) for a subcontractor to help with this project. SEC won the bid to become the subcontractor on this project, and the Director of Engineering, Mr. Henry Larsen, appointed Mr. Gary Allison as the project manager (The Orion Shield Project, 2003). As The Orion Shield Project advances, many issues arise which forces Mr. Allison to make difficult decisions. In this paper, I will critically analyze the issues Mr. Allison faces while managing The Orion Shield Project. In


References: Boyde, J. (2012). A down-to-earth guide to SDLC project management: getting your system development life cycle project successfully accross the line using PMBOK-- in an adaptive way. S.l.: CreateSpace Independent Pub. Platform]. Brenner, D. A. (2007). Achieving a succesful project by motivating the project team. Cost Engineering, 49(5), 16-20. Retrieved from http://eds.b.ebscohost.com.ezproxy.umuc.edu Hussein, B. A., Pigagaite, G., & Silva, P. P. (2014). Identifying and dealing with complexities in new product and process development projects. Procedia Social and Behavioral Sciences , doi: 10.1016/j.sbspro.2014.03.078 Kendall, F. (2013). Use of fixed-price incentive firm (fpif) contracts in development and production. Defense AT&L, 42(2), Retrieved from http://eds.b.ebscohost.com.ezproxy.umuc.edu Legal Implications of Issuing RFP. (2012, January 1). Rss. Retrieved April 16, 2014, from https://www.winwithoutpitching.com/legal-implications-of-issuing-rfp Mengel, T. (2006). Project management ethics: Responsibility, values, and ethics in project environments. AMA Handbook of Project Management, 227-235. Retrieved from http://eds.b.ebscohost.com.ezproxy.umuc.edu/eds/pdfviewer/pdfviewer?sid=1ba019be-81fb-4f39-8ccd-06cfe83e33b1@sessionmgr114&vid=5&hid=107 R. (Ont.) v. Ron Engineering, (1981) 1 S.C.R. 111. Retrieved from: http://scc-csc.lexum.com/scc-csc/scc-csc/en/item/2504/index.do Russell Jr., C. A., & Moser, S. J. (2009). Firm-fixed-price contracting: The time and materials requirement dilemma. Contract Management, 49(8), 44-49. Retrieved from http://eds.a.ebscohost.com.ezproxy.umuc.edu The Orion Shield Project -- HOME. (2003, January 1). The Orion Shield Project -- HOME. Retrieved , from http://polaris.umuc.edu/cvu/orion/home.html
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