Project Management Case Report
Executive Summary
After working as a project engineer for 14 years at Scientific Engineering Corporation (SEC) with great success, Gary Allison accepted a position as Project Manager on the Orion Shield Project. This was one decision that would change Gary’s career at SEC dramatically, as from being the best engineer in the plant ten months ago, we would be fired from the company. Let’s take a close look at the identify and discuss the technical, ethical, legal, contractual and other project management issues that Gary faced during the Orion Shield project.
Throughout the Orion Shield project, Gary faced numerous technical, ethical, legal, contractual and other project management issues. Gary’s lack of project management experience was apparent throughout the project and several time he failed understand that the ultimate responsibility has to be with him, the program manager. As Saran Wilson complained, he spent way too much time doing and not enough time managing. The fact that his memo authorized the vice-president and general manager to book 75 percent of $200,000 profit of the program for corporate profit spending for stockholders was an amateur but costly mistake that eventually cost Gary his job.
Introduction
After working as a project engineer for 14 years at Scientific Engineering Corporation (SEC) with great success, Gary Allison accepted a position as Project Manager on the Orion Shield Project. This was one decision that would change Gary’s career at SEC dramatically, as from being the best engineer in the plant ten months ago, we would be fired from the company. Let’s take a close look at the identify and discuss the technical, ethical, legal, contractual and other project management issues that Gary faced during the Orion Shield project.
Technical Issues
Before contacting STI, Gary called a team meeting to introduce the new data to the project staff. During the meeting one functional manager was noticeably displeased that he had not
After working as a project engineer for 14 years at Scientific Engineering Corporation (SEC) with great success, Gary Allison accepted a position as Project Manager on the Orion Shield Project. This was one decision that would change Gary’s career at SEC dramatically, as from being the best engineer in the plant ten months ago, we would be fired from the company. Let’s take a close look at the identify and discuss the technical, ethical, legal, contractual and other project management issues that Gary faced during the Orion Shield project.
Throughout the Orion Shield project, Gary faced numerous technical, ethical, legal, contractual and other project management issues. Gary’s lack of project management experience was apparent throughout the project and several time he failed understand that the ultimate responsibility has to be with him, the program manager. As Saran Wilson complained, he spent way too much time doing and not enough time managing. The fact that his memo authorized the vice-president and general manager to book 75 percent of $200,000 profit of the program for corporate profit spending for stockholders was an amateur but costly mistake that eventually cost Gary his job.
Introduction
After working as a project engineer for 14 years at Scientific Engineering Corporation (SEC) with great success, Gary Allison accepted a position as Project Manager on the Orion Shield Project. This was one decision that would change Gary’s career at SEC dramatically, as from being the best engineer in the plant ten months ago, we would be fired from the company. Let’s take a close look at the identify and discuss the technical, ethical, legal, contractual and other project management issues that Gary faced during the Orion Shield project.
Technical Issues
Before contacting STI, Gary called a team meeting to introduce the new data to the project staff. During the meeting one functional manager was noticeably displeased that he had not