Project management of airbus a380

Project management of airbus a380

The famous A project begin in as the company made several attempts to become an integrated organization. Lewis, further argued that the main reason behind project failure is the inability to define the problem being solved. The launching of A project was supposed to be a huge success for the company and suppose to elevate the company in achieving a market leading position within the airline industry. For example, the Airbus management failed to integrate risk management in the project, which led to the project failure. Organisational Problems. This is an indication that the current strategies and theoretical frameworks are either not sufficient to facilitate the effective management of project failure or they are not being applied appropriately. It was to be an aircraft designed to usher in a new era of superjumbo jets, capable of carrying up to passengers and crew. Lesson Learned: Organizational Culture is Critical to Success Organizational culture is a system of shared beliefs, values and assumptions that defines a group of individuals working in an organization. The case study will highlight the various project management practices that contribute to project success of failure and investigate the measures that have been taken by the company to ensure project success. Despite the benefits that the Airbus A was to deliver, the project faced several complexities before it was finally completed. Instead, their own self interests dominated. With two full decks, a wingspan wider than a football pitch and space for up to passengers in high density mode , the A is the most complex aircraft flying today.

Despite the success of Airbus over the years, Airbus made headlines with the problem associated the Airbus A project.

Team members apparently did not identify with the organizational as a whole and were unwilling to set aside partisan politics to focus on the task of designing and developing a world- class aircraft.

Project management must possess the risk management skills to avoid project failure and achieve a project success.

Airbus a380 project control techniques

Management Focus- The degree to which management decisions take into account the effect of outcomes on people within the organization. In a case where the entire project is outsourced to a contractor, the latter should be in a position to meet the quality standards specified by the by the customer. EOT to be calculated with precision for good estimation. Each of these stakeholders has a number of expectations, which ultimately determine the parameters that are used in measuring the success of the project. Five years later that issue was to cost him his job and he resigned as part of the house cleaning that resulted once the magnitude of the issue became clear. Project Management Institute, Its management structure however remained convoluted even until , when the company begun to exhibit serious signs of project failure. It is becoming increasingly difficult to ignore the number of project failures in organisation today. Project human resource management is very important in the success of a project, and human resources management is concerned with making effective use of workers involved in the project. While the aircraft has now been in operational service for 6 years, the project that created this behemoth suffered its fair share of problems and delays.

Risk mitigation: Risk management process is the identification, analysis, Planning and monitoring of risks ,which when correctly applied minimizes the effect of issues during project. The company had no choice but to put the project on hold for another two years.

airbus a380 project management case study pdf

The American version was created in s and was only capable of two-dimensional designs. Those differences can be both hard and expensive to overcome and at Airbus a number of such differences were still deeply entrenched when the A project began.

Yet, the change would prove to be inadequate. This paper presents several lessons to be learned from the Airbus A project crisis.

Airbus a380 stakeholders

Another common characteristic for most projects is the fact that they usually involve a wide range of stakeholders from both within and outside an organization. Analysis of the project revealed that Airbus did not integrate an effective project management model into the project lifecycle leading the project to be two years behind schedule, which eventually led to the costs escalations. Launch date was to be Unfortunately, in this case , the blame belongs elsewhere. A management needs to carry out the return on investment ROI , payback analysis, net present value, cost management plan and cost estimates of a project before embarking on a project to avoid a project failure and achieve a success in a project. Airbus It is not very often that we can attribute a project failure directly to a culture that management has tried to change but for political reasons finds it impossible to do so. Despite the success of Airbus over the years, Airbus made headlines with the problem associated the Airbus A project. The launching of A project was supposed to be a huge success for the company and suppose to elevate the company in achieving a market leading position within the airline industry. The tools and technique to enhance project time management is to use project network diagrams, Gantt chart, schedule performance measurements and critical path analysis to develop effective time management technique for a project. Without an appropriately supportive project culture there is no silver bullet, no methodology, and no kit of tools that can consistently minimize the risk of project failure. The airlines, airports, investors, governments, non- government agencies and others — anticipates that air traffic will grow at 4. Because the outcome of the Airbus-A project at SIA also relies heavily on the aircrafts manufacture, the report will also focus the conceptualization and initial production of the A in order to identify any challenges that can be traced back to the manufacturer. Since the s, Airbus sites in France have used a three-dimensional computer modeling program called Catia and Circe. The company has also broadened its scope by expanding its expertise in military market, freighter aircraft. As those who have done merger type projects know, merging disparate entities into a single homogeneous whole is not easy.

Control — The degree to which rules, policies, and direct supervision are used to oversee and control employee behavior. Airbus now employs about 57, people While this strategy did bringing sixteen organizations together, these disparate business units had trouble functioning as an integrated organization from the very beginning.

Airbus project management methodology

Lesson Learned: Organizational Culture is Critical to Success Organizational culture is a system of shared beliefs, values and assumptions that defines a group of individuals working in an organization. The project integration management includes: Human resource management Risk management Procurement management. Using these characteristics as reference points, we can reasonably conclude that Airbus suffered from shortcomings in member identity, unit integration, and conflict tolerance. Introduction The case illustrates how project management integration could lead to a project success. Another big challenge associated with research design is that information about the company will have to be obtained from a variety of primary and secondary sources, which might only provide general information about the company as opposed to information related to project management. This is an indication that the current strategies and theoretical frameworks are either not sufficient to facilitate the effective management of project failure or they are not being applied appropriately. Unfortunately project results are measured by results not process. But values, beliefs and assumptions are, by themselves, academic and rather vague. After all, this is what the consortium was expected to do best. Tourism demands have forced the expansion of the airport in Dubai. The idea to use different technologies for different parts of the aircraft and then having to assemble them was a risk to which Airbus did not properly apply risk management, and the consequences were significant. This led to poor communication between the different plants in the individual countries. Means Versus End Orientation- The degree to which management focuses on outcomes than on techniques and processes used to achieve those results. As those who have done merger type projects know, merging disparate entities into a single homogeneous whole is not easy.
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Why Projects Fail in Airbus