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Project management deals with scheduling, organizing and scheming of the business’ funds for short-range objects that is recognized towards attaining definite goals in the business. The cross-sectional teams put together to achieve the specific purposes of the company are the basis of project management. In the Blue-Spider project, the prime contractor was the Lord Industries for the Army’s Spartan Program. Parks Corporation would be a subcontractor to Lord if they could successfully bid and win the project. The project was named the Blue-Spider project. Park Corporation won the bid and was contracted by the Lord Industries. The objective of this project is to provide the required long lasting materials for the army. From the project it is clear that trust is important in any kind of business since it builds the relationship between the buyer and the seller who in this case is the contractor and the customer.

Table of Contents



The motivational theories are well explained using; 4

1.1 Maslow’s Hierarchy of Needs. 4

1.2 McClelland’s Need Theory 6






The Blue-Spider projected was started in November 3rd 1977 with Gary Anderson as the project manager. The project was intended to provide new supplies that might increase the life-span for the Spartan Missile since was exhibiting exhaustion breakdown after six years after use, which was three years less than what the initial design specifications called for. The Army wanted materials that were strong and long lasting. Lord Industries issued Spark Corporation with an RFP by the end of the first month (November) and had thirty days to respond to the Lord Industries. On December 2nd, the RFP was received but there was a problem since the technical stipulation declared that all apparatus must operate normally and efficiently throughout a –65° to 145°F temperature range. The existing tests showed that Parks Corporation’s designs would not function above 130°F. There are various theories that explain project management, for instance the motivational theories among workers.

The motivational theories are well explained using;

1.1 Maslow’s Hierarchy of Needs.

According to Pichère, P. et al (2015).Maslow’s theory is represented as a pyramid with layers of needs; the basic needs are at the bottom and the subsequent layers above representing ‘evolved’ needs to facilitate motivation among persons. The underneath four levels of the pyramid are termed as deficiency needs.


STUDENT NAME: 1AA A Self-actualization




STUDENT NAME: 7STUDENT NAME: 8E Physiological psychological needs


These are the physical necessities for individual existence. They are the most important in that if they are not met, the body cannot play its roles properly and it will eventually fail.

Safety needs

These are security of body, service, physical condition and relatives which are a level higher than the physiological wants

Social belong

After physiological and safety needs are fulfilled, the third level of individual needs is the need tobelong. According to Maslow, human beingsrequire to feel a sense of belonging as well asrecognition among their societal groups, not considering whether the group is big or small. The need for belonging mightconquer the physiological and security needs, depending on peer pressure.

Individuals have the inborn need to feel appreciated, treasured and required. There are two types of esteem; Lower esteem and higher esteem.The higher esteem account takes priority over the loweraccountsince it relies on an internalcapabilityrecognized through practice.People with discrepancy in these needs resolve undergo inferiority complex.


This part of the pyramid represents self-actualization which includes morality, problem solving, creativity and acceptance of facts.

1.2 McClelland’s Need Theory

It is also known as the three need theory in his acquired-needs theory, David McClelland proposed that a persons’ precise needs are acquired over time and are shaped by one’s life experiences. The majority of these needs can be classified as accomplishment, association, or authority. A person’s incentive and efficiency in certain job functions are influenced by the above three needs. ( Killen, al 201230(5), pp.525-538.)


Question # 1

A risk is a situation involving exposure to danger. There are various types of risk that a business would insure against. The risks include fire for a business Valsamakis et al (2010).

The survive technique applied by many companies is to avoid the risk completely if they cannot afford to insure against it.

The project team handled risks by; avoiding the risk completely since the risk will have a huge effect on the project. The bigger the project the higher the risk involved. In this case the contractor tried his level best to avoid the risk completely so as to avoid the extra costs incurred in risks in any business unless one insures against the risk.

Question # 2

According to Collins, R. (2011), stakeholder is a party that has an interest in the company. It can either affect or be affected by the business.

The stakeholders in the project are the Lord Industries and Spark Corporation since they will both benefit from the project and they can affect or be affected by the project. For any project to be successful there should exist a good relationship between the stakeholders involved with the project. In case there exist communication management issues like in the Blue-Spider project, There was miscommunication between the stakeholders on the decisions made by the Spark Corporation, this is because Lord industries felt left out in the major decision making of the project since it was the ‘boss’, they did not take it well and hence the reason for communication management issues. Spark Corporation thought it necessary not to share some information with the Lord Industry for some reason. This action made the Lord Industry to question their honesty and commitment towards the project

Question #3

NO it was not right.

A project manager should be qualified and have the relevant experience in the department. In the case of the Blue-Spider project, the management in the Spark Corporation decided to appoint personnel based on age and their time in the company.(Floricel, S. et al 2014 32(7), pp.1091-1107.)

This is because the selected project manager is an engineer with no experience in project management. Due to this he is not able to fulfill the customers’ needs which show the lack of experience and the poor choice for the project manager. He is not able to co-ordinate with his staff to work through the project.

Question #4

Mistrust will ruin the relationship between the service provider and the customer which may lead to poor management and coordination of the available resources between the two parties in order for them to achieve a common goal. Mistrust may make it hard for the company to realize the set objectives of the project because it will be difficult to coordinate the staff especially if they don’t trust you to be a good leader.

For instance, when Spark Corporation decided to keep the information on the difference in technical temperatures that the materials could handle, eventually, Lord Industries will discover the truth and it will too late for them to repair their relationship, because of loss of trust.

Question #5

FFP is where the stakeholders agree upon a fixed price (Oyer2011. P 69-84). The Firm’s Fixed Pricefor the Blue-Spider project between Lord Industries and Spark Corporation was $2.2million with the Spark Corporation as fixed price for the project.

Another type of contract that could be used in this project is the time and material contract where the contractor charges the customer hourly. This could be a better option for the Blue-Spider project if theworkers charged on hourly basis in form of wages.

Question #6

YES, because the contractor did what they had to do to win the bid and repair the damages done later, this proves that a business will do whatever it takes to survive in the market.Discuss ethical issues in different phases of the project. The ethical issues include;

Ethical issues are moral principles that guide the way a business operates. The ethical issues in the phases:

Initiation stage

Honesty; the contractor was not honest with the customer on the materials available.

Question #7

Excellent=5 Very good=4 Good=3 Poor=2 Very poor=1

Initiation stage

Planning stage

Implementation stage

Close-out stage

Scope of management

Excellent this is because the coordination of roles between the team members was good.

Poor due to the misinformation between the contractors with regards to the materials needed for the project

Poor this is because the contractors had their own differences with regards to the way the project manager managed his team

Excellent the contractors did their very best to deliver on the demands of the customer


Time management

Excellent; the contractor managed to finish with the research on the project during the allocated time

Very poor; this is because the customer demanded for the contractor to conduct weekly meetings to inform them of every progress they make instead of allowing the contactor sufficient time to work on the project and brief them once they had a breakthrough on the project

Very good; once the contractor finished with the research and discovered materials and the right matrix, the customer gave them a go ahead on the project.

Excellent; the project was finished within the allocated time


Resource management (human resource?

Poor; Park corporation for instance gave Gary Anderson the position of project that he was not qualified for but since he was an engineer in the corporation, he was given the position because he was already in the company and below 45yrs

Excellent; in this stage, Henry Gable, appointed individuals likethe engineering managers to help with the project which eased the work for the project manager.

Good, the contractor was able to avail experts to do their work with the project like the engineers and the advisors to help in running the project alongside the project manager.

Excellent; everybody performed their duty as required and the project was a success that the contractor was given an award as a result for the good job done.


Communication management

Excellent; communication between the contractor was good in terms of what the customer expected of the contractor

Good; the contractor informed the customer of the findings of their research and the necessary changes required in order for them to deliver the best results according to their specifications

Poor; there were differences between the contractor and the customer on the way the contractor handled their business

Excellent; the customer was very satisfied by the contractors work to an extent that they presented them with an award due to the good job done.


Stakeholder management

Good; the relationship between the stakeholders was good at this stage

Poor; this is due to the differences in opinions on management between stakeholders

Poor; the stakeholders had different views on the research findings by the contractor and hence they differed on whether to implement the findings

Excellent; the stakeholder agreed on the good job done by the contractor.


Risk management

Poor, the contractor did not manage the risks involved well in this stage.

Good; the contractor managed to avoid all the risks involved in the project in order to cut on the cost and maximize on profits.

Good; this is due to the way the contractor managed to cater for the extra expenses incurred due to the extensive research

Contract and procurement management

Excellent; the way that the contractor managed to secure the contract from other bidders was superb

Good; the contractor was able to implement the project considering the challenges the contractor faced at this stage like the difference in opinions with the customer and their expectations.

Good; the contractor did their best to deliver on the requirements of the customer.

Excellent; the contractor finished the project on time and was able to satisfy the client.



In conclusion, the Blue-Spider project was developed to help with long lasting materials for the Army. The Lord Industries were contracted and they later on contracted the Spark Corporation as their sub-contractor. From the Blue-Spider project, we learn;

The truth does not always win proposal, although it is not a good principle, it sometimes works for some projects.

For a project to succeed there has to be a qualified team to run the project.

The contractor should always be honest with his/her customers no matter what the cost since trust is important in any contract.

From the project, each and every department in an organization requires specific qualified professionals in order for the organization to realize the expected results in the long run. Contrary to this the organization will only realize losses in the business. If an organization cannot hire qualified personnel to run the its business then it will not survive in the market due to the level of completion in the market.


In the Blue-Spider project, the Spark Corporation should have hired a qualified project manager to run the project instead of shifting personnel from one department of the organization to another without considering their professional qualifications. In order for an organization to succeed in a given project, the management needs to department hire the required personnel based on their qualifications and years of experience working in that department.

The contactor should set up a proper channel of communication with the customer to avoid misunderstanding and miscommunication between them for mutual understanding.The contractor should build trust with the customer by being honest with them from the beginning of the project to its completion. Since the truth always come out no matter how much time has passed.The contractor should try as much as a possible to satisfy the customer’s needs to the letters


Project Management, Harold Kerzna,2003 Hoboken N,J. Willey.

Lock, D. (2013). Project management. 1st ed. Farnham: Gower Publishing

Killen, C., Jugdev, K., Drouin, N. and Petit, Y. (2012). Advancing project and portfolio management research: Applying strategic management theories. International Journal of Project Management, 30(5), pp.525-538.

Floricel, S., Bonneau, C., Aubry, M. and Sergi, V. (2014).Extending project management research: Insights from social theories.International Journal of Project Management, 32(7), pp.1091-1107.

Pichère, P., Cadiat, A. and Probert, C. (2015). Maslow’s Hierarchy of needs. 1st ed.

Oyer, D. (2011). Pricing and cost accounting. 1st ed. Vienna, VA: Management Concepts.

Valsamakis, A., Vivian, R. and Du Toit, G. (2010).Risk management. 1st ed. Sandton: Heinemann.

Collins, R. (2011). Project management. 1st ed. New York: Nova Science Publishers.