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The Orion Shield Case Analysis:
Introduction:
The Orion Shield Project of NASA was awarded to Scientific Engineering Company (SEC) on a contract basis. The project duration was termed as ten months and the project was signed for 2.2 million US dollars. The Scientific Engineering Company was directed by Mr. Henry Larson and was overlooking the project himself.
Henry appointed Allison Gary, who was a Project Engineer in SEC and has wide experience in handling many other projects of SEC before. Henry believed in Gary’s knowledge and expertise to work for the Orion Shield Project. Gary was promoted as a Project Manager to handle the Orion Shield project.
A close look in to the Orion Shield Project:
For every project to be successful, a few major startups have to be done and they are as below
a. Project Planning
b. Resources / Manpower Management
c. Time Management
d. Cost Management
e. Integration Management
f. Communication Management
The project was already on and when Gary took over as the Project Manager, he came to know the product worked only up to 130F, but the customers were promised that it will work in conditions between 65F – 145F. Gary highlighted the issue to Larsen and Larsen asked Gary to lie and hype to the customers regarding the performance of the product that it will work at high temperatures up to 155F which was a lie.
This is the beginning of the problems and this was ethically wrong as per the Project Management rules.
A project Manager must have informed the truth and the problem to the customer and instead Larson convinced Gary that in the later part of the project, they can convince the customer to change the specifications.
The primary problem – Staffing:
Gary faced a staffing problem amidst the technical issues which has to be solved. He wanted some technical people to solve and meet the customer’s requirements in the project.

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