Project Mgmt for PMP Week 9 Assignment
Jaylin001
PprojectVisionScopeandStakeholders.docx2
2
Project Vision, Scope, and Stakeholders
Terrell McGhee
QSO 645
Project Mgmt for PMP
SNHU
11/27/2022
Airbus A380 Project Details and Methodology
The Airbus A380 is a large passenger jet that Airbus manufactured. The A380 is the world's largest passenger airliner, with a wingspan of around 195 feet and a maximum takeoff weight of 853 metric tons. It has four engines and can seat 555 passengers in three classes: first, business, and economy (Jackson,2021). The project methodology includes many necessary steps, such as defining tasks, establishing goals, setting objectives, analyzing data, identifying risks, and selecting appropriate resources with the proper time management skills needed to complete the tasks at hand successfully.
The project was divided into phases which followed each other to ensure that the project was completed within the predetermined time and budget. The first phase was designing, which involved creating models for the aircraft. The designing phase was followed by the manufacturing phase, which involved building prototypes of the project, and the prototype of the project flew on February 2003. Besides designing the prototype, the project's third phase was the assembling phase, which involved installing components. This phase was linked to the fourth phase, which was the integration phase (Nelson, 2020). The integration phase involved combining all parts into an operational model before certification testing and customer delivery.
The first three phases were completed on time and within budget. In contrast, work on phase 4 integration was delayed due to problems with suppliers who needed help to meet the demand for components required to produce parts from several suppliers.
The project began with an order from Singapore Airlines for 32 aircraft, followed by an order from Emirates for ten aircraft. The program expanded to include charges from other airlines worldwide, including Malaysia Airlines, British Airways, and Air France.
The Success Criteria of the Airbus A380 Project
The Airbus A380 project is a project which was in-scope and out-of-scope. In-scope means that the project was done and is expected to be successful. Out of scope means that the project was not finished or did not meet the success criteria. The project's scope was to develop a new aircraft with many features that were not available on any other commercial plane at the time and to compete with Boeing, which had dominated the heavy aircraft market for heavy aircraft (Nelson, 2020). The A380 had two engines, which allowed it to fly at high altitudes and long distances.
The A380 project was in scope because it met and fulfilled some of the predetermined objectives of the project. More importantly, the project fulfilled the company's requirement for a double-decker aircraft with a range of 9,500 nautical miles. Besides, it could seat 555 passengers in three classes and have 1,400 seats. The project was also in scope because the plane had a capacity for 575 tonnes of cargo and could be used for short-haul flights. It had been intended by the company when the project was being developed. The project was also in scope because it involved the development of a new generation widebody aircraft with one deck, twin fuselage, two engines, four landing gears, and an advanced cockpit system (Wood & Duong,2019). The project's scope also entailed the development of an all-new engine with a lower noise level and higher thrust. All these features of the project were achieved, thus leading to the success of the project.
On the other hand, the Airbus A380 project ran into scope issues because it became an international effort. Minor manufacturing problems might have caused fewer delays if the project had been managed in a single location instead of being spread throughout t 16 different European countries in which Airbus operated.
The success criteria for this project were designed to ensure that the end product was marketable and able to be sold on a global level. Notably, the success criteria also included ensuring that all parts were adequately accounted for as they were being created and assembled, including their costs, and keeping track of how much time each piece took to make or build.
Airbus A380 Project Stakeholders
The Airbus A380 project was one of the most significant developments in the history of air travel. The A380 project had many stakeholders, including airlines, airports, and manufacturers. From the perspective of the airline industry, the A380 was a landmark aircraft that opened new routes and allowed airlines to operate more efficiently (Ketkale, 2020). Airbus also provided more opportunities to small and medium-sized carriers, who often needed help to afford an all-new aircraft. Because of this, many of these companies have expanded their network into new markets and generated more revenue.
The other key stakeholders in this project were the project manager and designers. A380 program managers oversee all aspects of the project, including design, production, and maintenance. They also develop quality standards for each production stage to ensure that all parts meet specifications. The designers worked closely with customers to determine what features and benefits should be included in an aircraft before designing it. They also create drawings and designs for manufacturing processes and tooling needed for production. The manufacturers also played an integral role in the project's progress (Wood & Duong, 2019). They were responsible for building parts for aircraft assembly lines and producing parts according to specifications set by designers.
The role of government was also pivotal in the progress of this project. They have played an essential role in ensuring that safety standards are met during the construction and operations of the aircraft. In addition, they have helped facilitate market access for smaller carriers by providing subsidies or tax breaks for those who purchase or lease an A380 from Airbus.
Project’s Staffing Issues
Several staffing concerns confronted the designing, assembling, and manufacturing of the Airbus A380. Notably, the critical leadership and management were dispersed over multiple locations. As a result, it took work to establish a consistent vision and plan for the construction of the aircraft. After some time, Airbus was able to find a solution to this problem by relocating influential leaders and executives to its headquarters in Toulouse, France (Nelson, 2020). Additionally, communications regarding the project improved after these changes were made.
Another staffing concern stemmed from the fact that the plane’s components were made in many nations before being assembled in France's Toulouse factory. This created communication and coordination issues as different countries speak different languages, making adequate staffing difficult. Besides, other plants involved in the project development used various versions of the design programming. This created another staffing complication when the wire harness arrived at the French assembly facility; it did not fit in the fuselage, creating a significant barrier to the manufacture of the aircraft. To address these staffing issues, it would have been essential to centralize the designing and assembling of the critical components of the project and to enhance the communication and coordination of key project stakeholders.
References
Jackson, R. (2021). Airbus A380. Airbus A380, 1-88.
https://www.torrossa.com/it/resources/an/4914267
Ketkale, H. (2020). Identification and Ranking of Critical Success Practices for Projects and Products (Doctoral dissertation, Colorado State University).
Nelson, C. A. (2020). Investigating the Airbus A380: Was it a Success, Failure, or Combination? (Doctoral dissertation, University of Oregon).
https://scholarsbank.uoregon.edu/xmlui/handle/1794/25788
Wood, L. C., & Duong, L. N. (2019). Airbus and the A380. In Operations Management for Business Excellence (pp. 388-392). Routledge.
