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 then moving into a deeper discussion of every one of the previously mentioned issues. Due to the individuals he works with and the differing situations he is placed, Mr. Allison must make difficult decisions at every corner. After
If Mr. Allison got better with technology interdependencies, he would have been able to establish a more effective test matrix. Technology novelty is one of the biggest culprits for the technical issues Mr. Allison faced in The Orion Shield Project. Technology novelty refers to the idea that “no matter how much planning you do beforehand, when you assemble a final product – or even a part of it – testing will always reveal problems” (Hussein, Pihahaite & Silva, 2014, p. 706). In production, you should always assume that something can, and will go wrong. In reading The Orion Shield Project case, its glares out that Mr. Allison does not have a contingency plan built it, and did not allow himself enough time to tinker with the project to get it right. This in turn led to a lot of sleepless, stressful nights and still an insufficient, unacceptable product and project. The final sources of technical issues which are found to be relevant to Mr. Allison’s management case are external factors. Factors such as pressure from Mr. Larsen to force SEC into The Orion Shield Project and pressure from Ms. Sarah Wilson, a representative from STI, to stick to the schedule SEC proposed, led to many of the poor technical decisions Mr. Allison makes. Mr. Larsen’s pressure on The Orion Shield Project leads to Mr.