Strengths i) Have a faithful reputation; ii) Possessing a superior technical product; iii)

backbreaking Marketing section; iv) Having a broad range of capabilities done acquisitions of
smaller firms into Acorn; and v) rose-colored to remain competitive in the industry.
Weakness i) Not overmuch experience in handling politics contract; ii) traditional organizational
structure; iii) Decentralized management whitethorn caused escape of communication, different
perspective, conflicting objectives and lack of coordination; iv) No interaction & synchronicity
between R & D & production technology; v) believe as well as much on their superior
technological and the market team capabilities; vi) Never integrally adopted nor utilize either
form of Project Management; vii) Most of the managers centralize too much on KMIP; viii) No
clear shared Vision, military mission and fair game of the entire organization of Acorn ix) Lack
in communication inwardly organization
Recommendations: Acron is on the right track. From 1996 until 1998 Acorn had gone finished
3 times organizational changes using various types miscellany and match of Organizational
bodily structure but only problems still occur. So Acron should continue to refine the structure.
They should keep going with the commercial business to have a stable cash flow. They should
also nourish new talent- this will keep areas from fighting over good personal. Furthermore,
performance standard should be universal across the board to keep the evaluations consistent.
Slow in getting off the ground: i) Lack of project management experience ii) With project
management being new, it was hard to collect data regarding it iii) Department managers were
used to having autonomy iv)Some of the people higher in the hierarchy were resistant to change
v) They relied on their strong marketing department to carry them.

Marketing Dept. preparing proposals without Functional Consultation: No, marketing

cannot prepare contract proposals in isolation without functional input. In order to successfully
communicate the technical competencies and capabilities of Acorn, the marketing department
must be in communication with the functional groups. Also, Acorn needs to foster a connection
amongst its various divisions, and one way to prompt interaction is to have divisions work
together for customer deliverables.
Working relationship between product manager and the proposal: The product manager
should be a critical component of the contract proposal and negotiation. The product manager
brings an expertise in regards to schedules, budgets, and requirements that would ensure the
details of a contract are within industry and company expectations. Also, by defining the product
manager from contract inception, a company clearly defines who the point of contact will be for
a program, installing stability and clarity within a project.
KMIP benefit project management: I believe the KMIP does in fact benefit project
management. By defining the metrics and objectives managers are expected to reach, Acorn
creates an objective performance appraisal system. Everyone is aware of the metrics, and an
understanding of salary actions and bonuses can be directly tied to the KMIP, which prompts an
open dialogue. It also can serve as a way for employees to learn, grow, and progress within their
careers.
Should KMIP be eliminated: I do not believe the KMIP should be eliminated, but rather
modified. Acorn needs to align the interests of their managers to organizational success, as
opposed to division success. By tying compensation and rewards to objectives that focus on the

overall success of Acorn, the company can begin to implement change and make employees
committed to overall company achievement.