The Termination

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The Termination

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Ali Muhammad

4/19/2016

Executive Summary

The purpose of this paper is to highlight the issues and decisions that led to Gary Allison’s termination as a project manager. He faced an arduous task of completing a project that faced numerous issues from its inception. The project faced technical, ethical, legal, as well as contractual problems. An experienced project manager would have walked away from this project, and opted for another. However, Gary dealt with the budget constraints, poor staffing, and a non-disclosure of information to the customer. He had no support from his company, and in the end he was held responsible, and terminated as a project manager.

Introduction

The purpose of this paper is to explore the technical, ethical, legal, and contractual issues Gary Allison faced while working on the Orion Shield Project, and whether or not he should have been held accountable. Gary discovered the raw materials used for the project did not provide the needed results per the contractual agreement. He told management, but was advised that he should not disclose this information to the customer. Coincidentally, the customer revealed to Gary that they did not trust Scientific Engineering Corporation (SEC) and requested additional details about the project’s processes. Due to budget constraints, these micro details placed more administrative constraints on Gary, and jeopardized the project’s scope. Needless to say, Gary performed poorly on the project, and was told he would no longer have a job as a project manager after the Orion Shield Project.

Body

From the start of the project Gary should have used his better judgement and focused on the fact that something was not right when he was chosen to head the Orion Shield Program. Not only did he know that there were more highly qualified project managers than him; but, he quickly recognized there were going to be technical difficulties with the raw materials being used. According to the contract the equipment needed to function above 145 degrees Fahrenheit; but it did not. The equipment failed at around 130 degrees. He concluded that the original design would not work, and he knew right away that it had to be redesigned using a new type of material.

Gary revealed this information to Henry Larsen; and, Henry called Gary’s integrity into