Case Study - ORION Systems (Part 2) Background Rosas and his staff worked hard over the past week to develop a plan to establish a new standard for completing projects at ORION. The Jaguar project management team would be expanded to seven managers, who would be responsible for overseeing the completion of the project from design to delivery to the customer. A brief description of the responsibilities for the three new positions follows: Project manager Deputy production manager Deputy planning and control management ILS Electronics system engineer Mechanics system engineer manager manager Team leader Team leader Team leader Team leader Production manager-responsible for raising production issues during the design phase; responsible for building and managing the production line ILS (integrated logistical support) manager-responsible for all activities that require project/customer support after delivery including customer training, documentation and equipment testing QA (quality assurance) manager-responsible for implementing a quality program that would enhance the reliability, availability and maintainability of the product These seven managers (the three just described plus the four discussed in Part A) would coordinate the completion of the project and see that their respective disciplines were factored into all major decisions. Rosas, as project manager, would work towards achieving consensus, but he would have the authority to intervene and make decisions if necessary. The core work would be completed by 35 teams. Each team would have a leader,' who would be responsible for designing, developing, building, and testing a specific subsystem of the project. They would also be responsible for the quality and productivity of the subsystems and for doing the work on time and within budget. Individual teams would consist of 5 to 12 members, and Rosas insisted that at least half of each team be assigned to work full time on the project. This would help ensure continuity and enhance commitment to the project. The second key feature to the plan is the development of the overall master plan for the project. This involves abandoning the traditional sequential approach to product development and adopting a concurrent engineering approach to the project Activities time Design reviews SDR POR 3-4 years CDR TRR PRR Design and development Production and delivery Laboratory tests Environmental tests Build production line and test equipment Documentation training program Production nd delivery Training ILS Once the system design was reviewed and approved, different teams would begin working within the laboratory to design, develop and test specific subsystems and components. Soon after this began the ILS team would start gathering information and preparing and reviewing product documentation. Once completed, the production teams would begin designing the necessary production lines. The technical documentation would include not only resolution of major technical questions but also a plan for manufacturing. Once completed, project teams would begin field tests under a variety of different environmental conditions according to government specifications. Subsequent design refinements would be closely coordinated with manufacturing and ILS teams so that, ideally, ORION would be ready to begin producing the Jaguar. Rosas believed that the phasing of the production and documentation work alongside the core devel wor te project completion, reduce production costs and contribute to customer satisfaction Questions 1. What are the major changes between this plan and the way ORION managed projects in the past? 2. How well do you believe these changes deal with the problems identified in Part A? 3. Who is likely to support this plan? Who is not likely to support this plan