What were issues with the Orion Shield Project? Solution A good project management plan takes some preparation. In the case study of The Orion Shield Project that preparation never seemed to occur. From the beginning, the project was plagued with the subcontractor, Scientific Engineering Corporation (SEC), bidding for a project that they knew their current product would not be able to do. The case study shows the actions of an inexperienced professional, his poor planning methods, unethical decision skills and inability to manage a project to completion. While the project was looked at as a success, ultimately it was doomed from the start. There was specification issues that initially concerned Gary Allison, SEC’s project manager, but he was told by the Director of Engineering, Henry Larsen, that this wasn’t a big issue. By the project manager lying to the primary contractor, Space Technology Institute (STI), this created an unethical work environment from the start. There are various issues throughout the project such as contractual, legal, technical and ethical issues. A project manager should be concerned with time and cost, however, Gary was concerned mainly about his new career and promotion. With the stakeholders waiting for a complete project and funding on the line, the project team continuously upset STI until the primary contractor made a decision to work more closely with SEC to ensure accuracy. With good project management skills, a project manager uses tools to ensure project accuracy, timeliness and has weekly status meetings with the primary contractor to keep them aware of any changes that may occur. In this paper you will see an unorganized project with overrun funding and lack of organization. Recommendations are made to enhance the performance of the project manager and the overall improvements that should have been addressed at the start..

1. What were issues with the Orion Shield Project?
Solution
A good project management plan takes some preparation. In the case study of The Orion Shield
Project that preparation never seemed to occur. From the beginning, the project was plagued with
the subcontractor, Scientific Engineering Corporation (SEC), bidding for a project that they
knew their current product would not be able to do. The case study shows the actions of an
inexperienced professional, his poor planning methods, unethical decision skills and inability to
manage a project to completion. While the project was looked at as a success, ultimately it was
doomed from the start. There was specification issues that initially concerned Gary Allison,
SEC’s project manager, but he was told by the Director of Engineering, Henry Larsen, that this
wasn’t a big issue. By the project manager lying to the primary contractor, Space Technology
Institute (STI), this created an unethical work environment from the start. There are various
issues throughout the project such as contractual, legal, technical and ethical issues. A project
manager should be concerned with time and cost, however, Gary was concerned mainly about
his new career and promotion. With the stakeholders waiting for a complete project and funding
on the line, the project team continuously upset STI until the primary contractor made a decision
to work more closely with SEC to ensure accuracy. With good project management skills, a
project manager uses tools to ensure project accuracy, timeliness and has weekly status meetings
with the primary contractor to keep them aware of any changes that may occur. In this paper you
will see an unorganized project with overrun funding and lack of organization.
Recommendations are made to enhance the performance of the project manager and the overall
improvements that should have been addressed at the start.