Running head: The Orion Shield Project The Orion Shield Project Executive Summary Henry Larsen and Scientific Engineering Corporation (SEC) recommended Gary Allison with 14-years of project engineering experience and a PH.D in mechanical engineering for Project Manager of the Orion Shield Project. Gary accepted the Project Manager position and within ten months of acceptance Gary was reprimanded and demoted from his position. Mr. Larsen challenged Gary with unethical decision, which undermined Gary’s integrity and his ability to become an effective project manager. Leadership is defined as the ability to influence others to accomplish a mission, project, or task. Although, Gary is an accomplished project engineer, the transition from employee to manager is not as easy as he thought.
Peter’s view was that we reach a peak not because of gender or race, but a ceiling of mental competence. It became aware to him that some people shouldn’t advance in their field because of their inability to be competent in the position that awaited them when the promotion came. While this defect may not show up immediately, it became apparent that sooner or later a problem would arise and then it became evident that advancing so far up the corporate ladder so to speak was not the best course of action for that particular person. The modes of narration and exemplification are used in this essay by the author to get express his idea of the challenges that are faced by employees of all industries of business that are in the world’s economy. This idea becomes explained with the case of J. S. Minion.
I guess I could have saved myself a lot of grief and aggravation had I not accepted the promotion to project manager." II. Project Proposal Henry Larsen, the director of engineering, called Gary into his office. “Gary, I just heard that Space Technology will be putting out an RFP for Orion Shield by the end of this month with a thirty-day response time. I've been waiting a long time for this to come along so I can experiment with some ideas of my own.
Henry Larsen, the director of Engineering at SEC suggested to Gary that he state in the final proposal to STI that the design, in fact, does meet the temperature specification and that the design will be operative in a temperature up to 155 degrees F just to please them. However, in the field of project management, it is always important to open and honest with the customer. Gary ended up taking Larsen’s advice when he should have followed up with his ethical concerns. Taking his concerns to a higher level of management would have been the correct approach in dealing with this ethical issue. Gary should have also referred to the Project Management Institute’s (PMI) Code of Ethics and Professional Conduct which states in section 4.3.1 that project managers are to “proactively and fully disclose any real or potential conflicts of
The problems faced currently are: a. Information Systems at IW have developed into system with “niche” (exception to current standards) and “sunset” (outdated) technologies, leading to higher IT costs. b. Because of the lack of sustainable coordination, “Shadow IT groups” have been developed within the business units resulting in substantial IT resources that were neither being managed nor considered in the high costs under scrutiny within the IT function. c. Due to lack of standard data definitions, “several versions of truth” could be extracted from the IW depending on the way of extraction.
Marketing Department : The Marketing Department knew that the demand was over 4000.As such, they should have informed the materials department regarding the demand andshould have proceeded accordingly.4. Forecasting : The demand forecasting was highly erroneous and had very little accuracy.Q2. What initially appears to be the problem? What really is the problem in this case?Answer: Initially the problem was supposed to be the under-performance of vendors who didn’tcommit themselves to the process. The problem was supposed to be the order fulfilling rate of Foster but later on it was revealed that Avion was the root cause of problems.
Unfortunately, in a period of ten months into the project Gary went down from being the best engineer at SEC, to their latest employees relieved off their duties. Gary Allison experienced numerous technical, ethical, legal, contractual, and other project management issues. This essay will also explain where Gary has done well and where not, depending on the development, and outcomes of the project. Introduction Project management entails planning, organization and management of numerous resources towards achieving, and actualizing a goal. The principal goal of project management is achieving desired results within a set timeline and budget (Haynes, 2010).
MGMT E-4000 Henry Tam Case Study October 22, 2011 Henry Tam Case Study Answer 1: Understanding what went wrong during the Henry Tam case requires adopting a holistic systems thinking approach because of the complexity and multi-levels of conflict involved. One person or one facet of the MGI group was not solely responsible for the conflicting tensions that brewed, ultimately threatening the productivity and completion of the project. Instead, a hybrid of strikingly different backgrounds, clashing personalities, lack of agenda, absence of assigned tasks, mutual disrespect, and conflicting self-perceptions permeated to morph into a team that struggled from the business plan’s conception to completion. Whereas some conflict may be considered healthy or even encouraged within an organization, the conflict that developed within the MGI group was highly counterproductive because it involved, “poor listening, one-up-manship, power-plays for resources, perceived putdowns, and over controlling comments,” (MIC 1985: 3). Members of the MGI frequently cited a lack of communication based on clashing parties’ reluctance to respectfully listen to one another’s ideas.
In order to penetrate the market, Cumberland would have to alter the lackadaisical view of pile driving cushion pads for the opinion leaders, engineering firms, and contractors involved in the decision process. Key Stakeholders There were several stakeholders in the both in the pile driving industry and within Cumberland Metals. First, Cumberland Metals and the welfare of its employees were major stakeholders in the pile driving cushion pricing and marketing decision. Cumberland metals faced a declining market in Slip Seal, their main source of revenue. A new successful product was imperative to the continued success of the company.
Aarco Products Inc./Solution Identification Javier Otero American Public University MGMT 495 Professor Christi Smith Aarco Products Inc./Solution Identification Aarco Products is suffering from tumultuous productivity cycles, financial difficulties, and an organizational structure that has no backbone. Flexibility and trust will be vital when discussing organizational changes with ownership that may lead to resistance due to current financial difficulties. Leadership must be unified and provide a clear plan of implementation to its employees and why the changes are necessary to eliminate employee concerns. Without this knowledge, it will be difficult for employees to fully grasp the changes. Management must communicate with employees during every stage of change to address any fears and concerns.