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Contents Case overview 2 Company Overview 2 How ORION handled projects 2 The product development and manufacturing process 3 ORION Culture 4 Major problems in how the projects are managed 4 Recommendations to help organizing the Jaguar project 4 The updated organizational chart 5 The updated Master Plan 6
Case overview
Company Name: Orion Systems.
Project code Name: Jaguar
Project Manager: Rosas
ORION system had just been awarded the government contract to build the next generation of high-speed, light-rail trains. The project would be a high-profile project that would affect procurement of future contracts with the government.
Rosas knew that major changes in how ORION organized and managed projects would be necessary to meet the expectations of the Jaguar project, so he need help to find the best way to organize the new jaguar project.
Company Overview
ORION was a division of a large aerospace* company with 7,000 employees. ORION evolved from a project organization into a matrix structure to conserve costs and better utilize limited resources. At any point in time, ORION could be working on three to five large projects such as the Jaguar project and 30 to 50 smaller projects.
How ORION handled projects
Project managers negotiated personnel assignments with the VP of operations, who ultimately decided project assignments. It was not uncommon for an engineer to be working on two to three projects during a week.
Project management was limited only to the design and development of the new product. Once the final design and prototype were completed, they were turned over to manufacturing for production and delivery to the customer.
A four person management team oversaw the completion of the project: 1. Project manager. 2. Planning and control manager. 3. Electronics system engineer. 4. *Aerospace companies: the industry that researches, designs, manufactures, operates, and maintains vehicles moving through air
Case overview
Company Name: Orion Systems.
Project code Name: Jaguar
Project Manager: Rosas
ORION system had just been awarded the government contract to build the next generation of high-speed, light-rail trains. The project would be a high-profile project that would affect procurement of future contracts with the government.
Rosas knew that major changes in how ORION organized and managed projects would be necessary to meet the expectations of the Jaguar project, so he need help to find the best way to organize the new jaguar project.
Company Overview
ORION was a division of a large aerospace* company with 7,000 employees. ORION evolved from a project organization into a matrix structure to conserve costs and better utilize limited resources. At any point in time, ORION could be working on three to five large projects such as the Jaguar project and 30 to 50 smaller projects.
How ORION handled projects
Project managers negotiated personnel assignments with the VP of operations, who ultimately decided project assignments. It was not uncommon for an engineer to be working on two to three projects during a week.
Project management was limited only to the design and development of the new product. Once the final design and prototype were completed, they were turned over to manufacturing for production and delivery to the customer.
A four person management team oversaw the completion of the project: 1. Project manager. 2. Planning and control manager. 3. Electronics system engineer. 4. *Aerospace companies: the industry that researches, designs, manufactures, operates, and maintains vehicles moving through air