The Orion Shield Project Analysis
The Orion Shield Project: Doomed from the Get-Go
Executive Summary
“Projects account for about one fourth of the U.S. and the world’s gross domestic product” (Schwalbe 2012). With that said, there are many challenges and issues that hinder the ultimate success or completion of a project. So is evident in the case of the Orion Shield Project, whose execution faced issues of technical, ethical, legal, contractual and interpersonal natures. Taking on a role that assumes responsibilities in stark contrast to newly appointed project manager Gary Allison’s professional background and experience doomed the project from the start. Not only did Gary not have the experience, he failed to research and prepare himself, prior to the project’s inception, with the proper project management tools and techniques that are pertinent to the success of a project. The ethical issue of false promise, regarding the maximum temperature at which the shield could operate successfully, was apparent before planning had begun and the role of project manager was officially accepted by Gary Allison. This dishonest proclamation was unsettling to Mr. Allison but he failed to voice his concerns, therefore perpetuating his anxiety and lack of confidence of the projects success. Technical issues, straying from strictly scientific measures which were Mr. Allison’s sole forte, existed in the execution (or lack thereof) of project milestones. Contractual issues arise when Gary and is team failed to follow contract protocol and policy, regarding problems with communication and weekly data share amongst all stakeholders as well as manufacturing delay demands, and cost overruns. Legal issues tie into the contractual breaching that served as a continuous theme of Gary’s non-cohesive managerial process. Interpersonal or social issues continued to surface and resurface with the lack of initiated data share, communication, and responsiveness amongst all the project stakeholders. While, ultimately, Gary
Executive Summary
“Projects account for about one fourth of the U.S. and the world’s gross domestic product” (Schwalbe 2012). With that said, there are many challenges and issues that hinder the ultimate success or completion of a project. So is evident in the case of the Orion Shield Project, whose execution faced issues of technical, ethical, legal, contractual and interpersonal natures. Taking on a role that assumes responsibilities in stark contrast to newly appointed project manager Gary Allison’s professional background and experience doomed the project from the start. Not only did Gary not have the experience, he failed to research and prepare himself, prior to the project’s inception, with the proper project management tools and techniques that are pertinent to the success of a project. The ethical issue of false promise, regarding the maximum temperature at which the shield could operate successfully, was apparent before planning had begun and the role of project manager was officially accepted by Gary Allison. This dishonest proclamation was unsettling to Mr. Allison but he failed to voice his concerns, therefore perpetuating his anxiety and lack of confidence of the projects success. Technical issues, straying from strictly scientific measures which were Mr. Allison’s sole forte, existed in the execution (or lack thereof) of project milestones. Contractual issues arise when Gary and is team failed to follow contract protocol and policy, regarding problems with communication and weekly data share amongst all stakeholders as well as manufacturing delay demands, and cost overruns. Legal issues tie into the contractual breaching that served as a continuous theme of Gary’s non-cohesive managerial process. Interpersonal or social issues continued to surface and resurface with the lack of initiated data share, communication, and responsiveness amongst all the project stakeholders. While, ultimately, Gary
References: Schwalbe, K. (2012). An introduction to project management, 4e. Chapter 1. Versace, S. (2011). Introduction to project management. Retrieved from http://polaris.umuc.edu/mba/public/AMBA640/video/AMBA640ProjMgmtVersaceVid_a03.swf.