The paper “ Risk Assessment for Boeing Commercial Airplanes” is a worthy example of the case study on management. A risk is an event whose likely occurrence can threaten the existence or successful delivery of a project (Barker 2007). It is any probable uncertainty that is controllable or that can be monitored. This report presents a case analysis of the Boeing 787 project, where unfavorable financial, business, environmental, and technical risks hindered its successful delivery. Based on the assumption that risks cannot be prevented from happening, the report seeks ways to control and mitigate the risks and their impacts.
A plan is proposed that aimed at ensuring the company takes advantage of the favorable uncertainties while at the same time stopping the risk from progressing into a calamity. It is proposed that a risk response plan that Boeing should use has to integrate activities or actions the company should adopt to mitigate the risks facing the project. Business case and Risk AssessmentIn 2007, airplane maker Boeing Commercial Airplanes engaged in a project to implement a new development project for its 230- to 350-passenger plane.
Situated in Seattle, an area that has a geographic fault, the company expected the project to meet the needs of a range of hub-to-hub, hub-to-point, and hub-to-point. More particularly, Boeing officials wanted the plane to be upgraded for the transportation of spectators to the 2008 Olympic Games. The target market was China due to increased demand for point-to-point flights. The new jet was originally dubbed 7E7, although it was later renamed to 787. The jet model was upgraded to be fuel-efficient. The plane’ s leasing company became its financial partner. Basically, the original intention was to design it for lightweight composites that would be sustained by titanium structures.
The new plane would not endure crash (Gater 2007b). Originally, the company had used the strategy in military planes. In which case, it had never been tested for commercial planes. From the outset, it seemed that the company did not want to replicate an earlier experience of high development costs associated with subcontractors in a range of countries.
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