However, a more important legal issue surrounds the choice Gary made to falsify results in the proposal as well as lie to the client about where the money was coming from to test the new material. If the client found out they would have every legal right to back out of the contract as Scientific Engineering Corporation wouldn’t have held up their end of the contract. Managing legal matters is no different than managing other project management duties (Allen, 2006, 1).
The ultimate goal of project management is to deliver the promised product on time and within budget. Taking the necessary actions to ensure that these needs as well as safety concerns are met is an important legal issue. Fortunately, Gary was able to avoid breaking the contract and facing legal action due to his own personal diligence in getting the job done. At the same time, Gary is lucky that safety didn’t become a major concern that would have caused legal ramifications. Contractual Issues Gary Allison did a fairly good job at meeting contractual obligations.
Despite his frustrations with the administrative side of the job as well as the dissatisfaction of the client, Gary was able to persevere and do what
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This led to the client becoming upset about the way the work was being completed as well as how well the process was being communicated. Gary was able to provide results according to deadlines but he was unable to provide results that satisfied the client. The data presented at the first meeting was unacceptable to the client even though it was presented on time. Additionally, Gary didn’t meet contractual obligations to provide complete minutes for all interchange meetings. It is essential that project managers meet all contractual obligations as well as present satisfactory material or they risk losing the contract.
This was the case for Space Technology Industries who threatened to pull a stoppage order and find a new contractor if results didn’t improve. Communication Issues Communication is arguably the most important aspect of effective project management. Gary Allison didn’t do an effective job of communicating with the client, his superiors or his team. This breakdown in communication resulted in scrambling to meet deadlines and create modified schedules in order to ensure necessary work would be completed on time.
When the team was a week to ten days behind schedule Gary wanted to reschedule the verification mix. However, this wasn’t communicated the engineering or production teams which resulted in frustration and the need to pay overtime in order to get the work done. An effective communications plan would have prevented many of the problems that Gary had to deal with when his time should have been spent on meeting and exceeding client expectations. The main objective of a communications plan is the successful delivery of a completed product (Krayna, 2008, 1).
In order to be a more effective project manager, Gary should have defined work expectations, identified how often feedback was necessary as well has how reporting was to be done (Krayna, 2008, 1). Space Technology Industries was upset with the infrequent communication associated with the progress of the project. The various team members were upset that expectations were not communicated effectively and were also changed often. Gary’s eventual failure as a project manager can ultimately be attributed to his lack of communication in all aspects of the project. Conclusions
Gary Allison had the potential to become an effective project manager. However, several mistakes stood in his way. The first thing Gary should have done was to identify the technical issues that were preventing the product from meeting specifications so they could be fixed before the proposal. Instead, Gary failed to define the deliverable product so he was easily convinced to falsify the specifications (Buehring, 2008, 1). Effective project planning was not implemented correctly either. The desired outcome of the product relies on detailed project planning (Buehring, 2008, 1).
Many ethical, legal and contractual issues arose because of the lack of effective project planning. Gary was able to meet the majority of his deadlines but a detailed project plan wasn’t implemented. The project ultimately became useless because of the lack of communication between Gary, the client and the rest of the team (Buehring, 2008, 1). Gary would have been successful at his first attempt at project management if he had incorporated best practices into his management style (Buehring, 2008, 1).
A clear project plan would have resulted in better communication that would have then led to meeting client expectations. As a result, ethical, legal and contractual issues would have been avoided. Tracking and reporting progress to the client would have helped eliminate the frustration from both ends regarding progress (Buehring, 2008, 1). Finally, Gary may have been an effective project manager if Henry Larsen would have taken the time to train him in best practices before he started overseeing the project. Allen, Doug. (2006. Legal Project Management.
Project Management Wisdom. Retrieved on January 17, 2009 from http://www. maxwideman. com/guests/legal_pm/intro. htm. (b)Billows, Dick. (2006). Projects Have 4 Corners, Not 1 or 2. Achievement Driven Project Management. Retrieved on January 17, 2009 from http://www. 4pm. com/articles/4-corners_projects. pdf. (a)Billows, Dick. (2006). Work Breakdown Structure: Project Design Issue or Clerical Task? Achievement Driven Project Management. Retrieved on January 17, 2009 from http://www. 4pm. com/articles/wbs. pdf. Buehring, Simon. (2008).
Project Management Best Practices. Business Performance. Retrieved on January 17, 2009 from http://www. businessperform. com/articles/project_management_best_practice. html. Cutting, Thomas. (2007). A Question of Ethics. PM Hut, May 27. Retrieved on January 17, 2009 from http://www. pmhut. com/a-question-of-ethics. Krayna, Victoria. (2008). Project Management – Development of Communications Plan. PROJECT Magazine. Retrieved on January 17, 2009 from http://www. projectmagazine. com/planning/60-communication/379-project-management-development-of-a-communications-plan.