Orion Shield Project

Orion Shield Project

[Author name]

11-5-2013

Executive Summary

The Orion Shield case presented several situations for an inexperienced project manager and showcased appropriate and inappropriate actions with associated results for the production of a material used for an orbiter’s launch booster rocket. In the end, SEC produced a successful product but the challenges that occurred throughout the project for the project manager could have been a disaster and ultimately resulted in him being relieved of his responsibilities as PM. There were contractual, ethical, communications, technical, legal, structural, and training issues that impacted the performance of the project, being over budget, relationship strains, and a lack of trust by the customer. Solutions are recommended to minimize the reoccurrence of these issues in future projects, such as strategic planning, frequent meetings throughout the project, use of project management software, and progress reporting to the customer. Lastly, the project manager’s performance is critiqued and comments made on how he could improve as a project manager.

Introduction

Introduction

This paper will examine the challenges that Gary Allison faced as the project manager in the Orion Shield Project. There were many issues such as contractual, ethical, communication, technical, legal, structural, and training that played a role in the struggles of the project. The project was to improve NASA’s launch rocket booster’s structure. The paper discusses the situations Gary faced as project manager for phase one of the Orion Shield project.

Project Analysis

The decision on who will be the project manager will determine the direction a project follows. If the wrong person is selected, then the tome is set for the events to follow. Gary was very comfortable and confident with his work as a project engineer. When he was offered the position of project manager by Henry, Gary was persuaded to accept based on his MBA and Henry’s insurance that he would have plenty of help and the best personnel on the project. Gary’s should have expressed his inexperience and asked for someone to work with him as project manager. Henry set up Gary for failure from the start. There should have been a more experienced project manager working with Gary to provide guidance throughout the project. Henry knew Gary’s inexperience would allow him to control the project and manipulate him into unethical standards to get the contract for the company. This set the tone for the project and the issues that Gary faced.

The first challenge Gary came across was the technical specification of the material.