Essays on Project Management in Corporate Sector - Boeing 787 Dreamliner Case Study

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The paper "Project Management in Corporate Sector - Boeing 787 Dreamliner " is a perfect example of a management case study. In February 2014, Australian airline Jetstar launched three Boeing 787 Dreamliner airplanes to ply the Sydney-Phuket route. Another airline Qantas also launched the plane for the Melbourne-Phuket route after Australia’ s air safety regulator cleared the Boeing 787 Dreamliner to be used for commercial flights in Australia (Creedy 2013). Some observers have commented that Boeing 787 Dreamliner, a project that was sponsored by Boeing Commercial Airlines, will make Boeing the market leader in commercial planes in Australia (Flynn 2014).

Boeing 787 Dreamliner project was initiated with the purpose of designing fuel-efficient planes that would carry between 210 and 250 passengers (Allworth 2013). Several characteristics and attributes make Boeing 787 Dreamliner an ideal project of study. It went through several processes, including initiation, planning, executing, controlling and closure. Second, the project was planned with the objective of delivering  a fuel-efficient plane within a specified project budget. Execution of the project involved recruiting a team of engineers, subcontractors and suppliers to implement the project. Initiated in 2003, the project closure was to be in 2008.

Nevertheless, the project was not successful. Background Organisation The Boeing 787 Dreamliner project was sponsored by Boeing Commercial Airlines, a commercial and defence aircraft manufacturer, based in Everett, Washington. The project was based at Boeing’ s facility in Everett in Washington. Majority parts of the plane were to be fabricated in the 134 countries, where the 700 subcontractors operated. The parts were to be assembled at Boeing’ s facility in Everett (Allworth 2013). Expected project deliverable Deliverables in project management refer to end-products or services to be given to the client.

In the case of the Boeing 787 project, the deliverable was a mid-sized and long-range twin-engine airplane. Additionally, the plane was to have the least carbon emission in the airline industry (Holzmann & Shenhar 2010; Lu et al. 2005). Stakeholders associated with the project In project management, managing stakeholders is critical in ensuring the success of a project as it ensures that the project scope and deliverable can tolerate the needs of each person involved in the project. Stakeholders play a significant role in project success.

Additionally, their interest may be affected in one way or the other. In the Boeing 787 project, they included the senior executives, the project team, investors, suppliers and employees (Paul 2005). The employees recruited to join the project team worked in the subassemblies to design and produce plane components. Other stakeholders included subcontractors and industrial partners, who were entrusted with the role of delivering sub-assemblies to Everett for final assembly. The rationale for including these stakeholders was to cause leaner and simpler assembly line as well as lower inventory for Boeing Commercial Airlines (Holzmann & Shenhar 2010).

The investors at Boeing Commercial Airlines influenced the executive’ s decision in approving the project cost and design. Project team size and composition Developing a project team is critical in project execution and coordination. It begins with having a project manager. To attain the exceptional performance of the plane, Boeing created a core team composed of aerospace companies with expertise in the field to design key components. Each team had a project manager in different countries who reported to the senior executive at Everett. The 787 Dreamliner project was made up of a large team size of 700 external companies, which supplied the aircraft parts (Holzmann & Shenhar 2010).

The employees recruited in the project ranged between 800 and 1,200. The team was made up of procurement agents, engineers, logistics experts, supply management workers as well as employees from quality management companies. Overall, the team was divided into four key parts, namely supply chain, finances, quality control and outsourcing (York 2011).

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