The Orion Shield Project

Project managers must understand and work with various stake holders while monitoring and controlling projects (Schwalbe, 2009, p. 280). Best Practices Gary should have followed: Understanding and applying best practices can help improve the management of projects. Gary should have completed project management training and worked as an Assistant Project Manager before taking up the role of Project Manager. Project Manager must consider scope, time, cost, and balance these three oftencompeting goals (Schwalbe, 2009, p. 6). Involve key stakeholders including shareholders, customers, and employees in making major decisions. Be clear and honest in communicating project status information, and share the responsibility for project communications with the entire project team (Schwalbe, 2009, p. 308). Roles and responsibilities need to be clearly defined by Project Manager. This is especially true for staff being brought in from other departments. Document action items at meetings, meeting minutes, focusing on key decisions and send them out quickly. Project schedule must be realistic and risks need to be managed. Conclusion: As successful completion of this project was critical to SEC, top management should have selected an experienced Project Manager and Gary as an Assistant Program Manager. Also this project is related to R&D work so SEC should have negotiated for cost reimbursable contract instead of fixed price contract. None of the top management was following ethics and ethical tone at the top should be set up. References: AMBA 610 Course Pack: Jennings, M.M. (2009). Business ethics: Case studies and selected readings (6th ed.). Mason, OH: Southwestern-Cengage Learning. 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.

Executive