STUDY ANALYSIS OF THE ORION SHIELD PROJECT Case Study Analysis of the Orion Shield Project Mark H. Komori University of Maryland University College M. Komori- Orion Shield Project 2 Table of Contents Executive Summary ………………………………………………………………………………………………………… 3 Section One: Technical Issues ………………………………………………………………………………………… 3 1.0 Project Integration Management …………………………………………………………………….. 3 2.0 Project Scope Management ……………………………………………………………………………... 4 3.0 Project Time Management ……………………………………………………………………………
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Assignment Orion Shield Project Executive Summary: Scientific Engineering Corporation (SEC) had decided to compete for Phase I of the Orion Shield Project. The Director of Engineering Henry Larsen‚ wanted to employ an engineer to the role of project manage instead of an experienced project manager. Enter Gary Allison an experiences Project Engineer with absolutely no formal Project management experience. Gary was known around the organization as a knowledgeable with numerous years of Project Engineer
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resulted in slowing down of decision-making process. In addition‚ people referring to the Orion Shield Project as a loser and motivations are lost in some of his key employees. At the end of eighth month‚ Gary was exhausted and the budget had nearly expended. However‚ Elliot Grey agreed to provide Gary with additional corporate funding to complete the project as the company had a lot riding on the Orion Shield Project. Gary conducted a meeting with a revised schedule. Based on the new schedule‚ the
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The political and ideological background of the Golden Shield Project is considered to be one of Deng Xiaoping’s favorite sayings in the early 1980s: "If you open the window for fresh air‚ you have to expect some flies to blow in." (Chinese: 打开窗户，新鲜空气和苍蝇就会一起进来。; pinyin: Dǎkāi chuānghù‚ xīnxiān kōngqì hé cāngyíng jiù huì yīqǐ jìnlái.[nb 1]) The saying is related to a period of the economic reform of China that became known as the "socialist market economy". Superseding the political ideologies of
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Executive Summary The Orion Shield Project was analyzed‚ particularly in regard to the program manager‚ Gary Allison. Having never managed a program before‚ Gary was given an opportunity to do so on this valuable project. Several stakeholders came into play; some that helped contribute to Gary’s demise‚ and others who were often left to pick up the pieces where Gary may have failed. Ultimately‚ it was determined that in more than one way‚ Gary was not a successful program manager. Technical
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The Orion Shield Project Case Executive Summary In this paper‚ The Orion Shield Project is critically analyzed to determine how effective the project manager‚ Mr. Gary Allison‚ is in operating as leader. Specifically‚ the paper focuses on what technical‚ ethical‚ legal‚ contractual‚ and other managerial issues plague the success of The Orion Shield Project. The paper attempts to analyze these issues by first introducing the reader to background about the project‚ and
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complete phase I of the Orion Shield Project. Phase I was to identify material to meet the requirements of an expanded life cycle for NASA’s Shuttle Launch Booster. An inexperienced project manager was chosen to lead this effort. This analysis identifies the technical‚ contractual‚ legal‚ ethical‚ and project management issues experienced throughout the life cycle of the project. The analysis shows a lack of planning at the inception of the project‚ improper staffing of the project team‚ lack of communication
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The Orion Shield Project: Doomed from the Get-Go Executive Summary “Projects account for about one fourth of the U.S. and the world’s gross domestic product” (Schwalbe 2012). With that said‚ there are many challenges and issues that hinder the ultimate success or completion of a project. So is evident in the case of the Orion Shield Project‚ whose execution faced issues of technical‚ ethical‚ legal‚ contractual and interpersonal natures. Taking on a role that assumes responsibilities in stark
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Executive Summary The Orion Shield scenario presented a novice project manager’s actions‚ inactions and subsequent results during a project to produce materials for an orbiter’s launch booster rocket. While the contracted company eventually succeeded in producing a product‚ the project was plagued with numerous challenges that could have resulted in failure and did indeed result in the demotion of the project manager. There were business strategy‚ structural‚ contractual‚ ethical‚ and communication
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The Orion Shield Project Case Study Executive Summary Project management is the science of planning‚ organizing‚ executing‚ and managing the resources needed to achieve a specific goal. Effective project managers (PM) strategically facilitate the entire project management process to ensure the project’s success. To do this the PM must adequately meet the specific requirements (i.e.‚ time‚ scope‚ quality‚ and cost) set forth by the project and its stakeholders. It is theorized that PM must possess
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