| Project 1 Proposal |
Table of Contents Company 2 Vision and Strategy 2 Organizational Structure 2 Strategic Business Unit/ Background 4 Mission & strategies of the Strategic Business Units 5 Actual Proposal 6 Proposed Portfolio Process 6 Proposed Selection Criteria 6 References 8

Company Raytheon is a major, US defense contractor specializing in defense, homeland security, and other governmental markets around the world. They hold the leading position in innovation of specialized defense technology. They provide state-of-the-art electronics, mission systems integration and other capabilities in the areas of sensing, effects, command, control, communications, and intelligence systems (C3I) as well as a wide range of mission support services. Raytheon serves both domestic and international customers. As a defense contractor in the defense industry, Raytheon depends on the US government for a substantial portion of its business which accounted for approximately 88% of net sales in 2009 and 2010.
Vision and Strategy
To be the most admired defense and aerospace systems company through our world class people and technology. Their four strategies are: * Focus on key strategic pursuits, technology, and mission assurance to sustain and grow our position in our four core defense markets: sensing, effects, C3I, and mission support. * Leverage our domain knowledge in all markets, including homeland security and cyber-security. * Expand international business by building on our relationships and deep market expertise. * Continue to be a customer focused company based on performance, relationships, and solutions.
Organizational Structure
Raytheon has a very formal organization hierarchal structure which entails Chairman/CEO, Senior Vice Presidents, Vice Presidents, Directors, Department managers and employees which occupy various departments. The organization currently has about 72,000 employees in four main locations in the United States (Highway Transportation Management Systems Headquarters), Canada (Depot Operations), Chile and Israel. Raytheon's integrated businesses assure mission success with a broad range of products and services in government electronics, space, information technology, technical services, business, aviation and special mission aircraft. The business segments within Raytheon are;

* Integrated Defense Systems * Intelligence and Information Systems * Missile Systems * Network Centric Systems * Space and Airborne Systems * Raytheon Technical Services Company LLC * Global Presence * Raytheon Airline Aviation Services LLC * Raytheon Professional Services LLC

Raytheon’s goal to build an inclusive culture that fully engages all employees and stakeholders to deliver superior business performance is important to their vision. The inclusive culture leads to the organization internal and external success. The following are some internal success; * Retention, attraction, and development of world-class people * Employees and customers treated with dignity and respect * Employees are given the opportunity to reach their full potential and make their maximum contribution * Obtain world-class partnerships with our customers, suppliers, partners and other stakeholders * Diverse and productive workforce * More equitable and accessible work environment * Inclusive environment where all employees are valued * Workforce in an environment free from discrimination
Strategic Business Unit/ Background
Counter Narco-Terrorism Program Office (CNTPO) * Revenue 2011: $15 billion * http://www.raytheon.com/newsroom/feature/rtn11_ar/index.html?WT.rss_f=Raytheon%20Company%3A%20Raytheon%20Insight%20Archive
Raytheon has been awarded a five-year, indefinite delivery-indefinite quantity contract to support the United States Department of Defense's Counter-Narcoterrorism activities. This multiple contractor award has an estimated ceiling value of $15 billion. The scope of work across all task orders is to provide equipment, material and services to the Department of Defense's Counter-Narcoterrorism Technology Program Office (CNTPO) which is located at the Naval Surface Warfare Center, Dahlgren, Va. Work began August 24th 2010 and will end August 23rd 2012. Under the terms of the contract, Raytheon may provide support in the following three areas: 1. Technology development and application 2. Training, operations and logistics support 3. Professional and executive support Raytheon will lead a team that includes EG & G (formally known as Edgerton, Germeshausen, and Grier, Inc), a division of URS Corporation; Science Applications International Corporation, Battelle, and others, and this team will under the Department of Defense utilizing the moniker, CNTPO. The team, CNTPO, will offer a comprehensive capability to produce innovative solutions, provide responsive support, and experienced management committed to counter narco-terrorist missions worldwide.
Mission & strategies of the Strategic Business Units
The mission of the CNTPO Strategic Business Unit (SBU) will be to provide cutting edge technology and services to meet the immediate and emerging needs of the combatant commanders and others involved in interagency and multinational operations to disrupt, deter and deny narco-terrorist and illegal drug activities. It will ensure the right solutions for their critical mission of supporting the Department of Defense, other government agencies, and partner nations.
Strategies:
* Seek dominance by leveraging our domain knowledge in all markets. * Search for Global Opportunities by building on our relationships and deep market expertise. * Maintain and defend market position by successfully utilizing our technologies in sensing, effects, C3I, and mission support. * Avoid unnecessary investments but remain customer focused.
This SBU, its mission, and its strategies are the basis for the development of the project selection criteria and the portfolio management process.

Actual Proposal
Proposed Portfolio Process
The proposed portfolio process to be utilized is the new product and services selection process. This process was selected because utilizing the eight points that impact new product outcomes are used as measures to determine project success. Also, the majority of this SBU’s projects can be measured against the eight points outlined in this process.
Proposed Selection Criteria
The following selection criteria will be utilized for the selection and prioritization of each project in order of precedence: 1. Alignment with Raytheon strategic and tactical plans. Each project that Raytheon develops is not a standalone project but aligns with a business unit or capability already in Raytheon’s portfolio. 2. Cost of performing the project/Return on Investment. This is very important in that in dealing with the Department of Defense's Counter-Narcoterrorism Technology Program Office, Raytheon is working on a fixed budget and the room for error in each contract is minimal. Raytheon needs to ensure that the project brings the biggest bang for the buck, it needs to meet the requirements of the stakeholder, in this case Department of Defense's Counter-Narcoterrorism Technology Program Office and the end user. It needs to be accomplished within cost and the end product can be marketed and utilized in other regions of the world. 3. Impact of Risk. Raytheon needs to consider the potential risk involved with the application and utilization of its technologies in remote areas of conflict. Questions that need to be answered include can the equipment survive the environment? Are there systems in place to support technical maintenance, repair, and parts support? And if so how far and how technically adept? The investment of a technology that cannot be sustained will ultimately fall back on the original provider of this technology so an extensive analysis of these risks need to be in place. 4. Effective use of resources. Each of these projects optimally leverages the use of Raytheon resources. Can we go in with an optimal line-up of resources and get the job done? This optimization allows Raytheon to invest in other opportunities around the globe.
Our current organizational structure at Raytheon Company will support the counter narco-terrorism program office systems within our Integrated Defense Systems Directorate (IDSD) in the Sea Power Capabilities Division. Our Integrated Defense System Directorate’s broad portfolio of weapons, sensors and integration systems supports its global customer base across multiple mission areas including air and missile defense systems, missile defense radars, early warning radars, naval ship operating systems, robotics and other advanced technologies.
The integration of CNTPO projects will be seamless due to our experience, expertise, and comprehensive understanding of our customer’s missions. Our IDSD enables the delivery of solutions to a variety of markets with unique missions, and enable our customers to make timely and accurate decisions to achieve their mission goals. Our genuine enthusiasm in this project will be evident from start to finish.

References
Hiegel, James; James, Roderick; & Cesario, Frank (2006), editors. Projects, Programs, and Project Teams. United States: Wiley Custom Services.
Raytheon. (2011). Raytheon. Retrieved July 23rd, 2011, from Our Company: http://www.raytheon.com/