An Analysis of the Orion Project

An Analysis of the Orion Project

University of Maryland University College

Executive Summary

        The Orion Project was a disaster to the credibility of the Scientific Engineering Corporation. In its reentry attempt into the market of Research and development, the project’s sponsor Henry Larsen, the director of engineering failed to name an experienced or knowledgeable project manager.  While his work has been admirable as a lead project engineer, Gary Allison did not have the tools or project manager experience to successfully meet the goals of the company and the needs of the company. A closer analysis must be made into the contract types we accept as the contract type that was accepted for the project, a firm fixed price contract, did not adequately meet the company’s financial goals. Additionally, Gary’s lack of experience highlighted a need for the company to invest in more project manager training for its staff as the project team for the Orion Project was not adequately staffed, planned or developed. Finally, the lack of integrity shown by Henry Larsen and Gary was alarming and should be investigated further to ensure that it is not a systemic problem as this lack of integrity could open the company up to litigation and a loss in customer confidence.

Analyzing the Project Management Issues with the Orion Project

Project Management, when effectively utilized has produced many advantages to companies such as effective utilization of resources, lower costs, shorter development times and improved productivity (Schwalbe, 2010, p.4). Had the principles of project management been employed effectively in the Orion Shield Project, the Scientific Engineering Corporation would have positioned itself as a leader in its market and paved the way for new contracts. From its conception, the Orion Shield Project was doomed to fail due to a lack of leadership and skill from the project manager Gary Allison and the project’s sponsor, director of engineering, Henry Larson.

Analysis

The Scientific Engineering Corporation began specializing in Research and Development (R&D) but as time went on, chose to focus entirely on low cost production as it was more profitable and exposed the company to less risk. A shift in industry practices, however, gave companies with the R&D contract an advantage in the bidding for the production contracts.  This shift in the market place led Scientific Engineering to believe that the Orion Shield Project would be its reentry into this sector of the market and would have a great impact on the company’s business going forward. Charged with naming the project manager for this project and setting it’s course was the company’s Director of Engineering, Henry Larson. His choice for project manager was Gary Allison, a project engineer with 14 years of experience, but none as a project manager. Gary’s nomination and his acceptance to the position of project manager ultimately tainted his reputation and that of the company, and although the contract was awarded, the product did not meet the specifications requested by the customer.