MIS-363 Boeing Project Assignments - Adjustments to scope

[Wayne Marcy]

All,

I think we need to consider a correction in our paper and presentation. After throughly reading the case study I feel like we have too much focus on problem with project management  ways to correct them and not enough on the positive points of the article. 

Let's consider this:

We need background on Boeing and the Airline Industry in general at the time of the 777. That information can be gleaned from the case study and with additional research. Jeff still close to your focus with the addition of industry information when the program began.

Gus I think you and I should tackle Project Management Successes and Problems jointly together. The conclusion to that will be how to address the few problems that arose. Overall in the case study I think there are many instances where project management was very successful. We should highlight those things. Then fully explain the project management topic and then point out how Boeing utilized it effectively. Examples are cross-functional teams, focus on cost, quality control efforts...etc The terminology is rampant throughout the case. 

Nandi, I think your focus should be on the re-use of the positive points of the case in other Boeing projects quoted in the case and any outside research you can find. An example of this is on page 100 in the extending the airbus revolution. I am sure there must be other examples of these principles applied to other projects. This is going to be a tricky thing to find. Key points here might be around the changes in communication stream between assembly line workers, management and executives. Just thinking out loud on that one. Or the "Muffin Meetings" the friendly weekly meeting. As Gus and I flush out the positive aspects you can probably use that as a basis to find more information. 

Joe - Analysis of findings let's interpret that to be the analysis of all the figures in the case. Things like the chart on 101 come to mind. You could focus on capturing all the data points, assembling them into chart(s)....yes many please, then after that the analysis of those numbers. What do the numbers mean to Boeing and how does that relate to project management. Another example is on page 98 where it says, "goal to reduce change errors bu 50%" outcome was 60 to 90%. That is a measure and part of Quality Control.

So any figures that directly relate to project management and the success of the project could be analyzed in depth. 

How do we action this for Tuesday?

For Tuesday let's concentrate on outlining key points we want to cover in each of our sections. Once you have that expand on them briefly and relate it to Project Management terms that we have been learning. Be prepared to represent your thoughts on paper and in person so we each understand where we are headed. Let's not concentrate on 4-5 pages each let's focus on quality for now. We can expand on it once we reach a mutual agreement.

Thoughts? Agree / Disagree -  We are on a tight timeline so let's be ready on Tuesday. Please feel free to give me a call before Tuesday if you want. 732-233-5565. If I don't answer send me a text to call you.

Wayne

[Wayne Marcy]

All,

Below are my thoughts for project management problems. These would probably juxtapose with Gus's project management successes:

1. Project Cost Management -> Cost Control | Catia 3D design system

While Catia system proved invaluable for allowing communication amongst the large teams, quality assurance by making parts that didn't have to be re-worked on assembly, and controlling costs by not having to fix design errors, the Catia system pushed the project budget beyond what the team planned for. This is talked about on page 99.  

Ways to solve this problem? -> Proper budgeting, investigate other software choices, outsource the software to a vendor as opposed to buying the company.

2. Project HR Management -> Develop Project Team, Manage Project Team | Catia 3D design system, New Management Structure

Same advantages as above with Catia, the downside from a develop and manage the team was there wasn't enough training provided for the team members. Also some people just couldn't design in a 3D world. 

New management style was not well received by all managers / workers at Boeing. 

Ways to solve this problem? -> Setup more formalized training, hire people who are more open to a 3D world, have programmers sit by engineers to see issues with software and offer training on the spot with it.

Management Style -> Bring in more progressive managers that are more receptive to changes. Reward those who adapt the new style. 

3. Project Communication Management -> Information Distribution 

In a lot of ways Boeing succeed on their approach to communication like "muffin meetings", allowing assembly workers to bring issues to managements attention. However, not all managers would bubble up suggestions, or even consider underlings ideas. Managers would eventually make the employee see their way. This was a breakdown in the process with failed Boeing.

Ways to solve this problem? -> Formal committee, reward people for innovative ideas, promote managers who do this in their organization. 

We can discuss this along with your parts on Tuesday. Also I have a high level layout for the presentation we should probably talk over as a group. If you guys like it Nandi or I could talk to the professor about it one on one on Wednesday. 

Project Management principal in practice here.... Stakeholder Management.

Wayne