Currently the world witnesses a very dynamic, aircraft manufacturing industry, which invests billions and billions in its projects, due to tough market competitors. In order to achieve their goal and objectives, any project requires an efficient management. However, due to a diversity of issues, goals are not always achieved nor targets are met.
During the 21st century, the aircraft manufacturing industry was leaded in the world by two major’s commercial jet manufacturers, namely Boeing and Airbus. Boeing managers did not recognized the Airbus as major competitor in the market, but in 2003, when the Airbus produced and delivered 305 jets against the 281 from Boeing, making Airbus the market leader, (CBCnews/Business, 2013).
From this time, …show more content…
2014), some stakeholders have a point that the success can only be judged when a project ends or closes, for which they need to convince the public, sponsors and the media, the forum which judges the project failure or success. So the ideal situation to convince the forum of the public, media and sponsors is to deliver the project considering all of the above layers, and missing any of them could lead to the failure.
III. Boeing 787 Dreamliner Case analysis of “Success Factors” or “Perceived Failures”.
The Boeing Company was going through a difficult phase when the 787 Dreamliner building plan were born and announced in public by January 2003. This project development cost were projected to be $5 billion and the aircraft was supposed to be available in the commercial service by 2008 (Goatham, Ed. 2014).
In order to judge if the Boeing 787 Dreamliner was a success or failure, there is a need to understand the factors that allows to measure it.
Besides, time, cost, scope and quality, there are other criteria that need to be considered to measure if the process was a success or not. (Duggal, 2010)
Duggal, defined the criteria such as:
• Stakeholders and customers satisfaction- analyzed below;
• Meeting business objectives – analyzed below;
• Customer/end-user adoption – not …show more content…
However, when the Dreamliner was ready for commercial flights, the cost was over budget for about $11 billion more and was 4 years behind the schedule.
This outcomes, were result of the strategic change on supply chain methods used in traditional aircraft manufacturing process against the adopted supply chain by Boeing, with completely different strategy.
“Without the requisite skills to manage an unconventional supply chain, Boeing was undertaking a huge managerial risk in uncharted waters.” (Zimmerman & Tang, 2009)
The statement above, reflects the fact that, the Boeing 787 Dreamliner project team did not proactively assed the risks, of implementing different methods of supply chain, consequently there wasn’t a coherent and strategic risk mitigation plan. Despite, being difficult to identify all the risks in the beginning of the project, Boeing management team, could have done many things in a different
During the 21st century, the aircraft manufacturing industry was leaded in the world by two major’s commercial jet manufacturers, namely Boeing and Airbus. Boeing managers did not recognized the Airbus as major competitor in the market, but in 2003, when the Airbus produced and delivered 305 jets against the 281 from Boeing, making Airbus the market leader, (CBCnews/Business, 2013).
From this time, …show more content…
2014), some stakeholders have a point that the success can only be judged when a project ends or closes, for which they need to convince the public, sponsors and the media, the forum which judges the project failure or success. So the ideal situation to convince the forum of the public, media and sponsors is to deliver the project considering all of the above layers, and missing any of them could lead to the failure.
III. Boeing 787 Dreamliner Case analysis of “Success Factors” or “Perceived Failures”.
The Boeing Company was going through a difficult phase when the 787 Dreamliner building plan were born and announced in public by January 2003. This project development cost were projected to be $5 billion and the aircraft was supposed to be available in the commercial service by 2008 (Goatham, Ed. 2014).
In order to judge if the Boeing 787 Dreamliner was a success or failure, there is a need to understand the factors that allows to measure it.
Besides, time, cost, scope and quality, there are other criteria that need to be considered to measure if the process was a success or not. (Duggal, 2010)
Duggal, defined the criteria such as:
• Stakeholders and customers satisfaction- analyzed below;
• Meeting business objectives – analyzed below;
• Customer/end-user adoption – not …show more content…
However, when the Dreamliner was ready for commercial flights, the cost was over budget for about $11 billion more and was 4 years behind the schedule.
This outcomes, were result of the strategic change on supply chain methods used in traditional aircraft manufacturing process against the adopted supply chain by Boeing, with completely different strategy.
“Without the requisite skills to manage an unconventional supply chain, Boeing was undertaking a huge managerial risk in uncharted waters.” (Zimmerman & Tang, 2009)
The statement above, reflects the fact that, the Boeing 787 Dreamliner project team did not proactively assed the risks, of implementing different methods of supply chain, consequently there wasn’t a coherent and strategic risk mitigation plan. Despite, being difficult to identify all the risks in the beginning of the project, Boeing management team, could have done many things in a different