Project Management Case

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Executive Summary: Scientific Engineering Corporation (SEC) had decided to compete for Phase I of the Orion Shield Project. Henry Larsen, the Director of Engineering insisted on having an engineer as the Program Manager. This led to Gary Allison taking the role of Project Manager without any prior experience. Gary had previously earned the reputation of a respected and talented employee with over 14 years of experience as Project Engineer. Henry Larson wanted an inexperienced Project Manager who could be easily manipulated and who would accept his unethical management standards. This paper explores the technical, ethical, legal, contractual and other project management issues faced by Program Manager Gary Allison in the execution of Orion Shield Project. Gary had spent way more time doing research rather than managing the project. There were series of small oversights and failures by Larson and Gary that had lead to a delay in project timelines and cost over runs. Henrys personal involvement in specifications and selecting new raw material caused project delays and trust issues between client and SEC. The project should have been handled by an experienced Program Manager with Gary as an Assistant Program Manager for successfully balancing the triple constraints scope, schedule, and cost. SEC should have negotiated for cost reimbursable contract instead of fixed price contract. Top management commitment is key to successful completion of any project in SEC. SEC should also set up ethical tone at the top. Introduction: Scientific Engineering Corporation (SEC) had changed its corporate strategy to meet the recent NASA contracting criteria. Henry Larsen, the Director of Engineering considered Orion Shield Project as his pet project and appointed Gary Allison as a Project Manager even though he had other experienced Program Managers. This paper is going to discuss in detail about technical, ethical, legal, contractual and other project management issues faced during...
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