...encounter. One Goddess that I have always admired is Artemis, she is brave, kind and self-made, all qualities that I hope to possess. Unlike the other God and Goddesses Artemis preferred solitude in the forest to life on Mount Olympus with the other Gods and Goddesses. The myth that has always so spoke to me is the myth about Artemis and Orion, today known as the consolation in the sky. In the story Artemis has sworn to remain and virgin and never marry, although she never vowed not to fall in love from time to time. Orion was a talented hunter, very handsome and famous young man who one day, during a hunt saw Artemis and the two fell madly in love. During the following weeks the two dined, hunted together but never slept together, as Artemis still held her oath regarding her virginity her scared duty. Apollo, her twin brother, grew fearful that their relationship would soon make her break her oath. Apollo was the god of the sun and would ride through the sky during the day to bring light to the world. From his chariot he was able to see everything happening below on Earth. One day as he was riding through the sky, he looked down and saw Orion swimming in the ocean below and his sister lying on the beach. Troubled by their actions he formed a plan so he drove his chariot to the beach to speak with Artemis. After greeting her, Apollo suggested a contest to test if she was truly skilled with her bow. It was well known that Apollo was the most skilled archer but Artemis had proven...
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...CONSTELLATIONS and ASTROLOGICAL SIGNS * What is a Constellation? * A constellation is a group of stars that appears to form a pattern or picture like Orion the Great Hunter, Leo the Lion, or Taurus the Bull. Constellations are easily recognizable patterns that help people orient themselves using the night sky. * In modern astronomy, a constellation is an internationally defined area of the celestial sphere. These areas are grouped around asterisms, patterns formed by prominent stars within apparent proximity to one another on Earth's night sky. * The constellation Orion is one of the most recognizable in the night sky. * There are 88 standard constellations recognized by the International Astronomical Union (IAU) since 1922. The majority of these go back to the 48 constellations defined by Ptolemy in his Almagest (2nd century). The remaining ones were defined in the 17th and 18th century; the most recent ones are found on the southern sky, defined in Coelum australe stelliferum by Nicolas Louis de Lacaille (1763). * There are also numerous historical constellations not recognized by the IAU, or constellations recognized in regional traditions of astronomy or astrology, such as Chinese, Hindu or Austral Aboriginal. * Are the Stars in a Constellation near each other? * Not necessarily. Each constellation is a collection of stars that are distributed in space in three dimensions – the stars are all different distances from Earth. The stars in a...
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...In the case of the Orion Shield Project, which is an R&D, 10 Month, Fixed Price Incentive Fee (FPIP), 2.2 Million contract most of those facets ended up resulting in failures completed not only by the sub-contractor, Scientific Engineering Corporation (SEC), but by the prime contractor, Space Technology Industries (STI), as well. Primarily the Orion Shield Project case follows that of Gary Allison, an inexperienced project manager with SEC who follows the corrupt advice of Henry Larson, an SEC executive. With an inexperienced project manager, and a corrupt advisor the Orion Shield Project has multiple problems to include those of technical, ethical, legal, contractual, and managerial. Introduction In order to be a well-rounded project manager one must not only have the technical, but administrative and organizational background. Another imperative characteristic a project manager, especially those in the research and development (R&D), is that they “work well under pressure and are comfortable with Change and complexity in dynamic environments (Who are Project Managers, pmi.org).” A good outline to follow in project management is known as the project management triangle, consisting of scope, cost, and time, and in the instance of the Orion Shield Project, all three areas were botched. In order to understand the points of failure, one must have a background of the project. Space Technology Industries (STI) won a contract from NASA called the Orion Shield Project, in turn...
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...Orion Shield Project Analysis AMBA 640 Michael Muscenti Executive Summary The Orion Project was a doomed endeavor for Gary Allison from the start, as it was proposed via a fabrication that was schemed at the director level of SEC’s leadership. The fact that SEC’s senior leadership can operate so unethical leaves into the doubt the company’s integrity as a whole. Although SEC managed to pull off the contract, it left a strained relationship with its prime and damaged the moral of its employees. Gary’s lack of managerial experience and weak leadership abilities made him perfectly malleable towards Director Henry Larson’s schemes. Despite a solid education and engineering background, Gary was nonetheless naïve to the politics and cultural components involved in appeasing the stakeholders. He never followed his intuition, but instead allowed himself to be played by his bosses and micromanaged by STI. He disregarded the ethical and legal ramifications of his decisions and dismissed prioritizing the customer’s contractual protocols. Gary did not have a full understanding of the three constraints facing a project: time, cost, and scope. Gary was told upon promotion that most trained managers care most about time and cost. He assumed that his main focus should be on the scope. In actuality, all three constraints must be adhered to. The contract was poorly timed-managed, causing his team to work overtime while he failed to properly juggle his assigned duties. Cost overruns...
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...Executive Summary Gary Allison had no idea what he was getting himself into when he accepted Mr. Larson’s offer to become Program Manager for the Orion Shield Project. Although Gary had a Ph. D. in mechanical engineering and 14 years’ experience as a project engineer, his education and engineering experience could not have properly prepared him for the large undertaking the Orion Shied Project turned out to be (Orion shield project, 2003, p.1). Managing a program is different and more difficult than managing one project, it is like managing multiple projects and people at once, there is much more involved. According to Schwalbe, “Many program managers worked as project managers earlier in their careers” (2012). Gary had no previous project management experience, which already put him at a disadvantage as a program manager. Had he possessed the knowledge, skills and tools required of program managers, he may have been more successful. Not only did Gary lack the knowledge, skills, and tools to properly manage the program, he also lacked the proper support from leadership. Red flags should have went off for Gary from the very beginning that Mr. Larson would not provide the guidance Gary needed to be a successful program manager. Throughout the course of the project, Orion Shield was plagued with technical, ethical, legal, contractual, and other miscellaneous program management issues. With the proper knowledge, skills, tools and support from management, these issues could...
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...The Orion Shield Project Case Study An Analysis of What Went Wrong University of Maryland University College Author Note This paper was prepared for AMBA 640, Section 113, taught by Professor Executive Summary Project management is the application of knowledge, skills and techniques to execute projects effectively and efficiently as defined from the Project Management Institute (PMI, 2008). It is a calculated proficiency for organizations enabling them to tie project results to business goals and improve chances to compete in their respective markets. Project management processes fall into five competency groups which are initiating, planning, executing, monitoring and controlling and closing that ensures a project’s success. The Project Manager must possess certain skills to manage a process. A Project manager must also be able to manage time, quality and scope resourcefully. This paper will analyze the performance of Gary Allison, an engineer whose first project as a Project manager was to head up the Orion Shield Project. There were many issues that made this project a near failure. I will address the technical, ethical, legal, and contractual issues that affect his performance and critique his reactions to these matters. I will conclude my analysis with a reasonable deduction of what competencies Gary lacks that would make him a more effective project manager. Introduction The Orion Shield Project is the creation of tiles that are part of...
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...ORION SHIELD PROJECT AMBA640, Professor Steven Versace Executive Summary “A good project manager contributes to a project’s success. Project managers work with the project sponsors, the project team, and the other people involved in a project to define, communicate, and meet project goals.” So says Schwalbe (2012). In the Orion Shield Project, we saw how a total disregard for the core attributes that define a project, stood to be the catalyst behind the demise of rising star Mr. Gary Allison. Further, the triple constraints managed closely by program managers, never once was mentioned or managed effectively through-out the duration of the project. As a result of that oversight, monies deemed as corporate profit for the company, ended being a deficit to tune of $150.000. This Orion Shield Project scenario provides a vivid picture of “what not to do” which is bound to assist ambitious new program managers to utilize tools available within the project management environment to attain the success the customer envisions. According to Schwalbe (2012), Projects have a set of attributes that helps to define it as such. They tend to have a unique purpose which accompanies well defined objectives. It appears that Gary Allison made a fatal error by first not thoroughly defining the project he was about to assume, as well as identifying resources needed to include, raw materials, people, hardware or software: resources that would ensure the project was a success...
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...ORION System (A) 1. What recommendations would you make to Rosas about organizing the Jaguar project, and why? After reading the case I have several ideas going into my mind. I think that the organization needs to adopt a strong matrix structure. By adopting a strong matrix structure, the project manager will have a border control and the functional department will execute as subcontractors. As a result, the efficiency would increase and the project deadline could be met. There should be a strong project focus within the group, so flexibility would increase. They should also establish task driven culture. According to the assessment, there was concern with project ownership. If teams are brought together earlier, with an identified time commitment that would help towards engagement of members. Also if a communication plan were in place then even members that are not involved with the project on a full-time basis would be able to stay in touch with the progress so that when they are brought back into the plan, the catch up time would not be as great. For a company to succeed they need to establish strong equality in the work place. Team emphasis is high and team member are treated equally and respected since they require assistance from each other. There should be some performance bas reward to the employees that perform a well. Finally, they should develop critical risk management programs, evaluate portfolio of projects within the organization, and audit current projects and...
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...proposal. Gary and Henry Larsen met a week before the final proposal was due to develop a company position concerning the inability of the preliminary design material to be operated above 130 F. Gary was concerned. Every approach he tried indicated that the original design wouldn't work. He didn't think the specification requirements could be met without a change in materials. Gary wanted to tell the customer the truth, let the chips fall where they may and start over, and he told Larsen this. But Larsen had a different approach. Henry Larsen. Watch Video | Read Transcript The proposal was submitted after two solid months of sixteen-hour days. On February 10, Space Technology Industries announced that SEC would be awarded the Orion Shield Project. The contract called for a ten-month effort, negotiated at a $2.2 million Fixed Price Incentive Fee...
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...The Orion Shield Case had many problems from the beginning. The case demonstrates that technical expertise isn’t enough to be an effective project manager. Gary was a great engineer and proficient at Research & Development (R&D), but the lack leadership skills needed to run this project effectively. There where some ethical issues that Gary didn’t handle well and he allowed Henry Larsen, the senior executive to make up his mind. Gary should have use the public disclosure test to help guide him with his ethical dilemmas. The public disclosure test states that to image what would happen if the action you chose were made public (Browne et.al, 2004). If he is concern how others viewed him and his company then he shouldn’t have deceived the client. Part of being a great leader is standing up for yourself when conflicts arise. I suspect that is why Henry chose Gary for this project because he would be easier to manipulate. Gary went along with several deceptive practices such as falsify the upper temperature limits of the components for the booster, this false info won them the R&D bid ; which could lead to criminal charges of fraud. Gary did not establish himself as a confident leader, and his lack of management experience showed at every stage of the project. Schwalbe (20006) list nine knowledge areas that project mangers must have—which are scope, time, cost, quality, human resources, communication, risk, procurement, and integration management. Gary was lacking in several of...
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...Orion Shield Project Analysis Emoke de Kun AMBA 640 Professor Larry Williams July 16, 2013 Table of Contents Executive Summary 3 Contractual Issues 4-5 Technical Issues 5-6 Ethical and Legal Issues 6-7 Project Management Issues 8 Conclusion 9 References 10 Executive Summary The purpose of this paper is to analyze the implications that Gary Larsen was faced with as project manager in the Orion Shield Project Case Study. Gary Larsen, who was chosen as project manager was faced with many hurdles and his inexperience as the project manager definitely had negative implications on the triple constraints of the project: scope, time and cost. In this paper, I will address the problems Gary Allison faced: contractual, legal, ethical, technical and project management. Henry Larsen chose Gary Allison to be project manager, knowing full well he did not have the knowledge, nor the know-how to be a project manager, especially of such a big project. I will address Henry Larsen’s unethical behavior and poor leadership skills as well. Henry Larsen tried to put all the blame on his project manager, but he as a sponsor was practically absent and let the project get totally out of control. My recommendation would be to have a project manager with experience and proper leadership skills who...
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...The Orion Shield Project Robert E. King University of Maryland, University College DMBA 620 - Effective Financial and Operational Decision Making Professor Daniel Sersland 29 March, 2015 Orion Shield Project Robert King 2 Executive Summary Inside the Orion Shield project case study, varying degrees of issues are seen during every aspect of its existence. These include technical, ethical, contractual, as well as legal issues which ultimately limited the success of this project from the beginning. Gary Allison was the incorrect choice as a project manager for this project. His inexperience in this type of management jeopardized the contract, and has placed SEC under possible litigation by his actions throughout the project. Gary wasted valuable time and resources during his tenure as a project manager, and failed to provide himself with enough time to properly manage the technical design and development of the components for STI. As such, Gary was even blindsided when it was discovered that Henry Larson was testing new materials with Paula Arnold without Gary having approved or even known about the changes. This led to more scheduling, resting, and development issues down the road, and ultimately was the catalyst for going over budget on this product. Ethical issues persisted throughout this project, from Gary’s selection as an engineer which Henry could manipulate in order to allow Henry to run the project as his “Baby”, while leaving all liability...
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...Week 2 – Individual Assignment The Orion Shield Project Case Study Executive Summary: 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,...
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...Orion Shield Project Analysis Executive Summary The employing of Gary Allison for the Orion Shield Project as Project Manager was an immense error. Individuals have to question both the decision and morals of Henry Larson in appointing an unproven individual to pilot such a widespread venture. Gary made many incorrect judgments as he mistakenly regarded the horrible and dishonorable guidance of Henry Larson. Among the numerous bad choices and errors made by Gary was his lack of integrity and communication with the stakeholders occupied with the task. If Gary would have been more informative with all parties engaged many conflicts would have either been evaded or correctly resolved in a timely manner. A reprimand was warranted and should have been a must for the role that Henry Larson had due to the participation and involvement to the project over-run and negligence of finances. This would have been the situation if Gary would have maintained his honesty and basically communicated to the SEC about Henry’s participation from the start of the project. However, amid the numerous other incorrect choices that Gary made, he chose to be secret about Henry’s association, which definitively led to Gary assuming the total accountability and liability of all the troubles and collapses that happened during the project. His poor decision making, unprofessional conduct, and negligence of finances not only harmfully affected the stakeholders of the project; it also negatively affected...
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