The Scientific Engineering Corporation (SEC) submitted an RFP to Space Technology Industries to complete Phase I of its Orion Shield Project. SEC was awarded the contract, and subsequently began to staff the team. Staffing the team is one of the most important aspects of project management, because and inefficient team produces poor results. SEC selected a project manager that was inexperienced and resulted in a number of ethical, legal, technical, and contractual dilemmas.
At project inception, it was clear that the project manager and project sponsor did not properly plan the entire project, or make a plan for risks. Project management was unethical on a number of ...view middle of the document...
According to the Orion Shield Project case, Gary questioned why Henry felt he would be an effective project manager when SEC already had several program managers with proven track records of successful project management from beginning to end of the project life-cycle.
Schwalbe (2012), states that there are ten areas that a project manager should be proficient in to be successful, which are integration management, scope management, time management, cost management, quality management, human resource management, communications management, risk management, procurement management and stakeholder management. Gary struggled in all of these areas from project inception to project end, even though the ultimate goals were achieved.
When Gary went to the first technical interchange meeting SPI was not thrilled with the information that was presented. As a result, he was swamped with requests of meeting minutes and administrative work. The administrative workload was so much that he spent all his time preparing paperwork, that he was not available when the customer (SPI) attempted to contact him, or when his team was presenting the administrative data that had been collected. It was clear that Gary was overwhelmed, and one of the primary duties of project management is to provide scope statements, work breakdowns, requirements analysis in addition to project network diagrams, critical path analysis, and quality management specs such as checklists and quality control charts. Gary was not able to manage time, and communicate effectively.
Ethical and Legal Issue
The first ethical issue that Gary Allison faced was that in the project proposal he was aware that the design SEC presented would not meet the project specifications. Instead of divulging this information, Gary listened to Larsen when he said “the truth doesn’t win proposals…I could have just as easily selected an ethical project manager.” He advised Gary that they could get SPI to change project specifications when they are so deep into the project, that they are left with no choice but to continue with the recommendations of SEC. The second unethical decision made by Gary was when he accepted the job as project manager, when he knew that he did not have the experience to manage the life-cycle of the project. According to PMI, Gary did not take accountability for his actions.
The third unethical decision is that of the project sponsor, Henry Larsen. Larsen, encouraged Gary to withhold information from the customer that could have been a major determining factor when awarded SEC the Orion Shield contract. The fourth unethical decision is that Larsen misappropriated funds by using materials that were not in the scope of the Orion Shield project.
The fourth unethical decision came when Larsen requested that Gary omit the funding source of the new material with Chief Project Engineer advising Gary to inform other team members to keep quiet about the funding as well.