Project Management and Program Office
Federal Radar
On the morning of November 14, Sharon Taylor, Space Warning Network (SPAWN) Program Manager, was getting ready for a private meeting with Paul Shaifer, President of the Federal Rader Corporation (FedRad). Mr. Shaifer had scheduled the meeting to discuss the problems that had plagued the company’s important SPAWN Program during its first year and a half. These problems, which included unauthorized design changes and Taylor’s inability to control the program’s cost, schedule, and technical performance, had contributed to a cost overrun and schedule delay, estimated at 30% and four months respectively, and a general loss of customer confidence.
The Federal Radar Corporation
Since its founding, FedRad had been pre-eminent in the radar field. FedRad’s scientists and engineers were prominent figures in the development of radar and, over the years, the name “FedRad” was synonymous with technical excellence in building radar equipment. Financial success had rewarded the company’s technical skills in the production of surface, navigational, and fire control radar equipment for the military services and large prime contractors. In recent years, however, sales, employment, and profits had declined appreciably as heavy competition reduced FedRad’s contract capture rate.
During the years, FedRad’s largest customer by a substantial margin was the Navy. Air Force business was growing rapidly, however, and FedRad thought it might eventually equal the Navy’s volume. The SPAWN Program accounted for most of the company’s Air Force business and was the largest single program in-house.
The Space Warning Network (SPAWN)
FedRad won the SPAWN prime contract 18 months ago. SPAWN was an advanced warning system to detect, tract, and report weapons fired from space. The SPAWN radar subsystem required several advances over earlier radar systems because of unique scanning and tracking problems. The other major subsystems were similar to those of existing manned
On the morning of November 14, Sharon Taylor, Space Warning Network (SPAWN) Program Manager, was getting ready for a private meeting with Paul Shaifer, President of the Federal Rader Corporation (FedRad). Mr. Shaifer had scheduled the meeting to discuss the problems that had plagued the company’s important SPAWN Program during its first year and a half. These problems, which included unauthorized design changes and Taylor’s inability to control the program’s cost, schedule, and technical performance, had contributed to a cost overrun and schedule delay, estimated at 30% and four months respectively, and a general loss of customer confidence.
The Federal Radar Corporation
Since its founding, FedRad had been pre-eminent in the radar field. FedRad’s scientists and engineers were prominent figures in the development of radar and, over the years, the name “FedRad” was synonymous with technical excellence in building radar equipment. Financial success had rewarded the company’s technical skills in the production of surface, navigational, and fire control radar equipment for the military services and large prime contractors. In recent years, however, sales, employment, and profits had declined appreciably as heavy competition reduced FedRad’s contract capture rate.
During the years, FedRad’s largest customer by a substantial margin was the Navy. Air Force business was growing rapidly, however, and FedRad thought it might eventually equal the Navy’s volume. The SPAWN Program accounted for most of the company’s Air Force business and was the largest single program in-house.
The Space Warning Network (SPAWN)
FedRad won the SPAWN prime contract 18 months ago. SPAWN was an advanced warning system to detect, tract, and report weapons fired from space. The SPAWN radar subsystem required several advances over earlier radar systems because of unique scanning and tracking problems. The other major subsystems were similar to those of existing manned