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 organizationRecommendations: 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 changev) 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 fora 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.