• Save
Project Management ORION Systems
Upcoming SlideShare
Loading in...5
×
 

Project Management ORION Systems

on

  • 9,559 views

 

Statistics

Views

Total Views
9,559
Views on SlideShare
9,559
Embed Views
0

Actions

Likes
5
Downloads
0
Comments
0

0 Embeds 0

No embeds

Accessibility

Categories

Upload Details

Uploaded via as Microsoft PowerPoint

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment

Project Management ORION Systems Project Management ORION Systems Presentation Transcript

  • Project Management ORION Systems
    • GROUP – D
    • BY
    • Keshani Kuruppu
    • Malindi
    • Chanaka
    • Reeza Fazily
  • Overview of the Case
    • ORION a division of a large aerospace company with 7000 employees.
    • Evolved from a project organization structure for the matrix structure with prime objectives of utilizing limited recourses effectively and reduce the cost.
    • Usually they undertake 3-5 large projects and also work on 30-50 small projects.
    • Higher production cost, low quality, customer dissatisfaction, lack strong project ownership, scope creep are some of the current issues they require to eliminate to successfully complete the new high profile project Jaguar
  • Part – A
    • Q:1 – What recommendation would you make to Rosas about organization Jaguar project, and why?
    • The organization needs to adopt to a strong matrix structure –
        • project manger will have a border control and the functional department will execute as subcontractors.
        • The efficiency would increase and the project dead line could be met
        • Strong project focus
        • Post project transition would become trouble-free.
        • Flexibility would increase.
    Part A cont …
  • Part A cont …
    • The organization needs to allocate corporate account manager for each project–
      • They would focus on and address all of customer’s concern.
    • Firm need to outsource market research team-
      • having a market research team the firm will be able specifically to identify current market trends, particular customer requirements and will enable them to cater to those specific customer needs and to decrease the additional cost on unsuccessful products and reduce the product development time.
    • A separate production manger need to be allocated to focus on the product development process.
  • Part A cont …
    • Establish task driven/egalitarian culture –
      • Firm needs to establish strong equality in the work place.
      • Team emphasis is high and team member are treated equally and respected since they require assistance from each other.
      • Performance base reward scheme
      • Formal hierarchical structure is considered less important and individual performance are crucial.
    • Allocating project management program officer –
      • Maintain internal project management information system
      • Establish standardize project planning and reporting methodologies
      • Train people in project management techniques
      • Develop critical risk management programs
      • Evaluate portfolio of projects within the organization and audit current projects and completed once.
  • Part A cont …
    • Project contingency plan – certain difficulties would rise once a project moves a head so that firm needs to establish a contingency plan in order to overcome the difficulties. e.g. additional resources
    • Sufficient project funding
    • Higher degree of Senior management commitment .
    • Outsource the market research
  • Part A cont …
    • Q 2 how would you change the organizational chart and master plan to reflect these changes
    • According to the above hierarchy project manger will be a vital role in persuading the project activity and have a higher authority
    • Quality assurance team is directly linked with the electronic system engineers and mechanical system engineers and all of them are monitored and evaluated by the project management program officers therefore there is a strong integration. That supports the organization to produce high quality products that satisfy customer requirements through an efficient planning and controlling structure.
    • Separate CAM team functions under the marketing department assist to solve the customer issues prominently while building up a long term relationship.
    • While the ILS team have the capacity of providing customers with product documentation, user manuals and additional training programs.
  • Changes in the master plan SDR PDR CDR TRR PRR ACTIVITY/TIME 3- 4 YEARS 1 - 3 YEARS Design Review Design & Development Production & Delivery ILS Laboratory Tests and production capability test Environmental Tests Build Production Line + Test Equipment Documentation Production & delivery Training
  • Part – B
    • Q:1 – What are the major changes between this plan and the way ORION has managed projects in the past?
  • Pre Post
    • Project management team consisted with only four managers
    • Project management team consists with seven managers
    • The core work was completed by 12 to 20 design teams
    • The core work will be completed by 35 design teams
    • Engineers divided time across multiple projects
    • At least half of the each team members have been assigned to work full time
    • Gathered information and prepared product documentation while the production line built
    • Gathering information and preparing product documentation, soon after Laboratory tests start
    • Once the TRR completed, production team started to design the necessary production lines
    • Once the PDR completed, production team starts to design the necessary production lines
    • CDR included only decisions of major technical questions
    • CDR includes both decisions of major technical questions and plan for manufacturing
    • Started environmental tests before CDR completed
    • Starts environmental tests after CDR completed
    • Production and delivery did before the completion of PRR
    • Production and delivery do after the completion of PRR
    • Q:2 - How well do you believe these changes deal with the problems identified in Part A?
    • Project management team has been expanded from four managers to seven managers
    • Production manager – Solution for the unexpected production cost
    • ILS – Solution for the problems with customer support
    • QA manager – Solution for the issue regarding quality concerns
    • The core work will be completed by 35 design teams
    • Increase the productivity and the quality of the subsystem
    • Best time allocation
    • To work within the budget
    • At least half of the each team members have been assigned to work full time
    • Ensure the stability
    • Enhance the commitment
    • Solve the problem of lack of strong project ownership
    • Gathering information and preparing product documentation, soon after Laboratory tests start
    • To provide sufficiently prepared training programs for customers
    • Increase customer satisfaction
    • Once the PDR completed, production team starts to design the necessary production lines
    • High quality concern
    • To keep high manufacturability
    • CDR includes both decisions of major technical questions and plan for manufacturing
    • To keep high manufacturability
    • Focus on practical consideration when do designing
    • Production and delivery do after the completion of PRR
    • High quality concern
    • Increase customer satisfaction
  • Q:3 – Who likely to support this plan? Who is not likely to support this plan?
  • Who is likely to support this plan?
    • Electronics System engineer/ Mechanics System engineer
      • Cross-functional: It brings together different teams who have different functions, so they can work with each other and get things right early and effectively modify the product.
      • Design time reduction: The plan allows a quicker time for issues with quality that need engineering time and by concentrating on every angle of the design problem concurrently may result in a shortened development cycle.
      • Optimize Quality: B y spending more time at first in the design cycle and assuring that the choice of concept is optimized, the engineers can strengthen the prospect of delivering a quality product.
  • Who is not likely to support this plan?
    • Deputy Planning and control management
      • Complex Planning: Resource planning and activity duration estimating are mutually dependent. So they should carefully consider the integration of activities.
      • High Risks in Planning: The risks of not meeting budget or schedule is quite high as it involves many evaluations, planning could be lengthy and cost more than the previous plan.
      • Difficult to Control: Rosa’s plan uses a concurrent approach so it is more difficult to control and requires a different approach as opposed to the sequential approach. 
  • THANK YOU!!!!