2. Problems Encountered
Larson and Gray(2014) identifies the scope as being the final deliverable for the customer upon project completion. In the case of the 787, this would comprise the fuel-efficient jet body coupled with twin engines, technical systems, batteries, and landing gears. Technical requirements form part of the scope, including specifications such as the weight and materials used.
Milestones are also identified to estimate the time necessary for major parts of the project to be completed. The entire project was forecasted to cost $6billion, and have its duration shortened to four years owing to the radical outsourcing model adopted(Tang and Zimmerman, 2009).
Nonetheless, various issues have surfaced over the lifespan of the project. Firstly, technical specifications were were not met. As highlighted in the case, 'the first six 787s were overweight' and this would have an impact on the fuel efficiency. Additionally, the final deliverable was fraught with problems, including automatic landing gear failure, battery overheating, and consequent electrical problems. Owing to a multitude of supply chain and technical issues, the project was delayed and behind schedule by three years ...
... middle of paper ...
...ion, New York: McGraw-Hill Education
Olsson, N.O.E., and Magnussen, O.M. (2007): 'Flexibility at Different Stages in the Life Cycle of Projects: An Empirical Illustration of the Freedom to Maneuver', Project Management Journal, 38(4): 25-32
Tang, C.S., and Zimmerman, J.D. (2009): 'Managing New Product Development and Supply Chain Risks: The Boeing 787 Case', Supply Chain Forum: An International Journal, 10(2): 74-86
Thamhain, H. (2013): 'Managing Risks in Complex Projects', Project Management Journal, 44(2): 20-35
William, T., Klakegg, O.J., Walker, D.H.T., Anderson, B., and Magnussen, O.M. (2012): 'Identifying and Acting on Early Warning Sign in Complex Projects', Project Management Journal, 43(2): 37-53
Winch, G.M. (2013): 'Escalation in Major Projects: Lessons from the Channel Fixed Link', International Journal of Project Management, 31: 724-34
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