Orion Shield Project
Lola Simpson
Week 2 Assignment Orion Shield Project
Executive Summary:
Scientific Engineering Corporation (SEC) had decided to compete for Phase I of the Orion Shield Project. The Director of Engineering Henry Larsen, wanted to employ an engineer to the role of project manage instead of an experienced project manager. Enter Gary Allison an experiences Project Engineer with absolutely no formal Project management experience. Gary was known around the organization as a knowledgeable with numerous years of Project Engineer expertise. It appears Henry intentional wanted someone with limited Project Management knowledge in the hopes of being able to easily control the situation and to get his way without much resistance. The ethical and management challenges faced by Gary in the implantation of the Orion Shield Project will be discussed in this analysis.
Gary wasted time doing administer work and did not focus enough attention on properly managing the project. Due to the poor management of time and resources benchmarks were not meet which caused production and cost delays. Henry’s decision to select new materials without consulting Gary was extremely inappropriate and caused major disruptions with the SEC and the client.
Gary should have never been offer the role of Project Manager. Project Management is a job that requires a great deal experience which Gary lacked. Henry put Gary in very difficult position when he offered him the role. If Henry truly believed Gary had the potential to be good Project Manager he should have an offered Gary an assistant project management role. This position would have allowed Gary to learn on the job and gain experience.
A Cost-reimbursable contract would have been a better option for SEC. This contract would have required detailed budgets that indicate the intended use of the funds as this detail helps define appropriate and allowable expenditures. A Cost-reimbursable contract would have better motoring,
Week 2 Assignment Orion Shield Project
Executive Summary:
Scientific Engineering Corporation (SEC) had decided to compete for Phase I of the Orion Shield Project. The Director of Engineering Henry Larsen, wanted to employ an engineer to the role of project manage instead of an experienced project manager. Enter Gary Allison an experiences Project Engineer with absolutely no formal Project management experience. Gary was known around the organization as a knowledgeable with numerous years of Project Engineer expertise. It appears Henry intentional wanted someone with limited Project Management knowledge in the hopes of being able to easily control the situation and to get his way without much resistance. The ethical and management challenges faced by Gary in the implantation of the Orion Shield Project will be discussed in this analysis.
Gary wasted time doing administer work and did not focus enough attention on properly managing the project. Due to the poor management of time and resources benchmarks were not meet which caused production and cost delays. Henry’s decision to select new materials without consulting Gary was extremely inappropriate and caused major disruptions with the SEC and the client.
Gary should have never been offer the role of Project Manager. Project Management is a job that requires a great deal experience which Gary lacked. Henry put Gary in very difficult position when he offered him the role. If Henry truly believed Gary had the potential to be good Project Manager he should have an offered Gary an assistant project management role. This position would have allowed Gary to learn on the job and gain experience.
A Cost-reimbursable contract would have been a better option for SEC. This contract would have required detailed budgets that indicate the intended use of the funds as this detail helps define appropriate and allowable expenditures. A Cost-reimbursable contract would have better motoring,
References: Jacobs, F.R & Chase, R.B. (2008). Operations and supply management: the core. New York : McGraw Hill/Irwin. PMBOK (4th ed.) (2008). Newtown Square, PA : Project Management Institute. Schwalbe, K. (2009). An introduction to project management (2nd ed.). Boston : Course Technology.