Orion Shield Case Study

Executive Summary

After analyzing the Orion Shield case Gary Allison should not have been offered the opportunity to be the Project Manager. With Gary having no prior Project Management experience along with the unethical guidance provided by Henry Larsen; Gary made several mistakes managing the Orion Shield Project. While Gary made several bad decisions in his attempt to manage the project the biggest mistake that he made was not being honest in his communication with STI. Gary also failed to follow up on his ethical concerns as he did not disclose Henry Larsen's involvement and interference in the project. It is evident that Gary did not understand the duties and responsibilities of being in a Project Management position as he was not an effective Project Manager on the Orion Shield Project. The mistakes that Gary made in managing the Orion Shield Project not only affected SEC's business relationship with STI but also his personal career in the company.

Are there any valid reasons for Henry Larson to suggest that SEC's proposal should state that it expected to be able to meet the specified performance standard?

There are several valid reasons to support why Henry Larsen should suggest that SEC's proposal should state that it expected to be able to meet the specified performance standard. The technical specifications for the project required that all components of the design were able to function normally and effectively from a temperature range between -65 degrees F and 145 degrees F. One reason is that during SEC's initial testing phase the design would not function above 130 degrees F. Due to the fact that SEC was in their initial testing phase and more extensive research and development needed to occur, the proposal could only state that SEC expected to meet the specified technical performance standard. Also, projects involve uncertainty both seen and foreseen. (Schwabe, 2012) explains that because all projects are different in nature that it can be difficult to define the project's objectives clearly, to determine exactly how long a project will take to complete, or to determine the cost associated with a project. Both internal and external factors can cause uncertainty in projects. In the Orion Shield case an uncertainty in the project came to fruition. When looking at the technical aspect of the project as it related to getting the components of the design to operate normally between a range of -65 degrees F and 145 degrees F was an example of uncertainty. There was uncertainty as we see that it was possible for the components of the design not to meet the standard requirements. (Schwalbe, 2012) discusses that one of the main reasons that project management is so challenging is because of uncertainty. While SEC expected to meet the performance standard Henry Larsen should have also suggested an indication in the proposal that stated exactly where SEC was and what they expected to do to meet the requirements, even if that required SEC to change the materials. Since Gary had determined and reported from the initial testing that the only way that they would be able to meet the performance standard would be to change the materials that should have also been suggested and communicated within the proposal to STI. Although, Gary expected SEC to be able to meet the performance standard by changing the materials it did not guarantee that the standard would be met, which is why Henry Larson should have suggested in the proposal that SEC expected to meet the specified performance standard. Along with Larsen stating in the proposal that SEC's design expected to meet the specified performance standard he should have also considered the contractual obligation that SEC would be bound to with STI.

Should Gary have followed up on his ethical concerns? If so, how?

Gary should have followed up on his ethical concerns with the intended proposal and any other ethical concerns he developed throughout the completion of the project. While Larsen was the Director of engineering at SEC, Gary was assigned the responsibility of project manager on the Orion Shield Project so he would be held responsible in the respect. Gary could have informed STI that although the technical component is required to operate successfully between a range of -65 degrees and 145 degrees F, that during the initial testing the SEC design was not functioning above 130 degrees F. STI had worked with SEC before so they may have been more inclined to trust that SEC would do further research and development. With there being a working relationship established they may also trust that SEC would take the necessary courses of action that would ensure that the contractual requirements for the contract with STI were satisfied. If Gary was unable to get support for being a leader and wanting to do the ethical thing from Larsen, then he could have involved human resources with his concerns. Ultimately, it was Gary's responsibility as the project manager to follow up on any ethical concerns as Henry Larsen would not have had as much involvement and interference in the project.

Should Gary accept the position of project manager? Explain.

Gary should not have accepted the position as a Project Manager for several reasons. One reason that Gary should not have accepted the position is because he was not qualified for the position. Gary had a Ph.D. in mechanical engineering and over the past 14 years he had worked as a Project Engineer for SEC. While Gary was excited about the opportunity, he even had to consider why Larsen chose him for the position. Gary could have assisted an experienced project manager to gain some project management experience prior to getting in the position for a project of such magnitude. Training would have allowed Gary the opportunity to understand project management and what it involves as there is more to project management than Henry Larsen described. Larsen advised Gary of what he thought it meant to be a successful project manager to include writing and speaking well, knowing how to motivate people, and most importantly giving up his carpool. (Schwalbe, 2012) states that an effective project manager is influential to a project's success. (Schwalbe, 2012) also explains that good project managers work with the sponsors of the project, the internal team, as well as the other people involved to coordinate the defining, communication, and the successful completion of project goals. Project management involves the initiation, planning, assessment and control, and the completion of a project (POM BOK Guide, 2008). When managing a project it is critical to determine the requirements, to be attentive to stakeholders to include communication, and to find a way to balance any project constraints.

Why