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Project Control Techniques, Communication Plan, and Resource Management
Terrell McGhee
QSO-645
Project Mgmt for PMP Cert
SNHU
12/25/2022
Project Control Techniques
Project control techniques involve managing the project’s resources and objectives by monitoring and controlling project activities to ensure the project is completed on time and within budget. They are essential in successful project management because they enable the project manager to identify risks and problems early in the project and take corrective action to prevent them from becoming more significant (Kumar,2022). Project control techniques also help the project manager keep stakeholders informed of progress and any changes that may be necessary. They are also crucial in assessing the success of the project and any potential improvements that can be made in the future. More importantly, project control techniques can be used to identify any areas of the project that require more attention or resources to ensure the project is completed on time and within budget.
Quality Auditing
Although there were many signs that the organization’s internal communications could have been more well-organized in the early stages of the Airbus A380 project, there was also evidence indicating that the team had project control techniques in place. The project development team conducted frequent meetings to review the project’s status and identify any potential problems that might arise. Expert judgment was the main control technique area where the Airbus project team fell short. With 530 km of wires, cables, and wiring harnesses winding through the aircraft, the A380 had a sophisticated wiring system (Jackson,2021). The Airbus A380’s electrical system was the most intricate one that Airbus had ever created, with more than 100,000 lines and 40,300 interconnections performing 1,150 different duties. As a result, multiple engineering teams were needed for the model and system design, which were the project problems’ precursors.
Specific reporting metrics
Airbus could have used several reporting metrics to avert the problems and risks that affected the project’s success. Notably, a cause-and-effect diagram may have shown them the process that leads to the wire harnessing being too short to be installed on the airplane. Once this was determined to be the most likely outcome, the team should have performed a Cost Benefit Analysis to evaluate the project’s benefits vis-a-vis the cost, which could have saved Airbus the time and the vast resources utilized in the execution of the project. More significantly, the planned Cost Variance could have allowed the team to measure the project’s cost efficiency and determine whether the project is staying within budget (Kerzner, 2022). The Airbus A380 project could have benefited from this metric and avoided or reduced the budget overrun, which characterized the project’s implementation and contributed to its failure. Besides, Schedule Variance could also have allowed the team to measure the project’s progress and determine whether the project is staying on schedule. The Airbus A380 project could have benefited from this metric to minimize the delays witnessed during the execution. For instance, in 2007, there were delays in delivery as the company could only manage to deliver one aircraft out of the 25 that had initially been planned.
Another crucial specific reporting metric that could have been utilized to avert the project problems is root-cause analysis. The issue of the software versions used would have been established in the root cause analysis. Additionally, assumptions and constraints, such as that the harnesses will not fit, could have been identified and handled beforehand. The Cost Performance Index, which measures the ratio of the actual cost of the project to the planned cost of the project, could also have helped to reduce the budget overrun witnessed during the implementation of the Airbus A380 Project. This metric allows the team to measure the project’s cost efficiency and determine whether the project is within budget. The Airbus A380 project could have benefited from this metric since it was over budget.
Communication Plan
The communication tactics were chosen for the Airbus A380 project ineffective, as evidenced by the delays and budget overruns. For instance, the project was delayed by two years and went 6 billion dollars over budget due to the inadequate communication plan. However, there are some areas in which the tactics could have been improved. For instance, there needed to be more focus on building long-term relationships with customers and stakeholders. This could have been achieved through more targeted communications efforts and a greater emphasis on customer feedback and engagement (Nelson, 2020).
Additionally, the project could have benefited from a more proactive approach to public relations and press coverage. This could have included more targeted media outreach, access to key decision-makers, and a greater focus on creating a positive narrative around the project. Finally, the project could have benefited from better use of social media and other digital channels to reach a wider audience and engage potential customers.
Communication Strategies
For the Airbus A380 project, communication strategies should prioritize transparency and honesty. This would have enabled stakeholders to stay informed about the project’s progress and potential risks while also providing the project team with the opportunity to address potential issues (Sobreiro,2022) proactively. One strategy that could have been employed is regular updates from the project team to stakeholders. These updates should have included the successes and any challenges, delays, and potential issues. The project team should have also invited stakeholders to participate in the development process and provide feedback on the project’s progress. Stakeholders should have been invited to attend periodic meetings to discuss the project objectives, timeline, and budget. This would have allowed stakeholders to be more aware of the progress and any potential issues that could arise.
Resource Conflict
The Airbus A380 project faced several resource conflicts, many of which were caused by the complexity of the project and the fact that there were multiple locations involved. The central conflict between different areas was the disagreement over-allocating resources and responsibilities. For instance, there was a dispute between the French and German teams over developing the wing box for the A380. The French couple wanted to use their existing design and build the wing box in France, while the German team wanted to use a new design and build it in Germany. Both teams had valid arguments for why their approach was the best choice, but it was challenging to make (Wood & Duong,2019). Another issue was the disagreement over the production of cabin parts. The French team wanted to produce the regions in France, while the German team wanted to make them in Germany. The French team argued that they had the necessary skills and experience to make the parts in France, while the German team argued that producing the regions in Germany would be more cost-efficient. Resource planning and scheduling were two areas where the Airbus A380 project witnessed major resource conflict. The two teams in Germany and France used different versions of the CATIA software because the A380’s manufacturing timeline was extremely aggressive and there needed to be more resource planning. There needed to be more connection between the engineering and manufacturing teams. The engineering required help designing components that could be manufactured efficiently and economically, leading to delays and cost overruns.
Additionally, engineering could not anticipate the manufacturing challenges, leaving manufacturing unable to start work before engineering finalized its designs. Besides, there needed to be more communication between the design and production teams, making it challenging to develop parts that could be produced quickly and with minimal waste. This led to an increasing backlog of orders and an inability to meet delivery deadlines.
Best practice in resource management
The successful implementation of a large-scale project such as the Airbus A380 requires effective resource management. The following are some best practices that should be implemented to ensure a successful outcome:
Staffing: When staffing a project, it is essential to ensure that each team member has the skill set and experience necessary to complete the tasks required. It is also crucial to ensure that the team is adequately staffed to prevent resource conflicts (Shamim,2022). It is beneficial to allow team members to specialize in certain areas of the project to maximize efficiency.
Communication: Communication is essential for successful resource management. It is vital to ensure that all team members are kept up to date with the progress of the project and that any changes or issues are discussed promptly. Regular team meetings should be held to ensure everyone is on the same page and address any problems that may arise. Project Planning: A comprehensive project plan should be established before the start of the project. This plan should include detailed timelines, resources needed, and a clear definition of the project’s goals and objectives. This will ensure that all team members know their responsibilities and that the project is completed promptly.
References
Kerzner, H. (2022).
Project management metrics, KPIs, and dashboards: a guide to measuring and monitoring project performance. John Wiley & Sons.
https://books.google.com/books?hl=en&lr=&id=XDiMEAAAQBAJ&oi=fnd&pg=PA1&dq=specific+reporting+metrics+in+project+management&ots=PEN2MVS0M1&sig=eQwjHUYpCo-sySzniZsm7aE3W7g
Kumar, M. (2022). Tools and Techniques of Project Management.
Available at SSRN 4072538.
https://papers.ssrn.com/sol3/papers.cfm?abstract_id=4072538
Jackson, R. (2021). Airbus A380.
Airbus A380, 1-88.
https://www.torrossa.com/it/resources/an/4914267
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
Shamim, M. I. (2022). Exploring the Success Factors of Project Management.
American Journal of Economics and Business Management,
5(7), 64-72.
https://www.grnjournals.us/index.php/ajebm/article/download/1314/1233
Sobreiro, S. M. T. (2022).
Exploring the best internal communication practices for optimal employee engagement in corporate sustainability: Hi Fly case study (Doctoral dissertation).
https://repositorio.ucp.pt/handle/10400.14/37421
Wood, L. C., & Duong, L. N. (2019). Airbus and the A380. In
Operations Management for Business Excellence (pp. 388-392). Routledge.
https://www.taylorfrancis.com/chapters/edit/10.4324/9780367135997-15/airbus-a380-lincoln-wood-linh-duong
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Planning Measures, Budget, Project Risk
Terrell Mcghee
QSO-645
Project Mgmt PMP Cert
SNHU
12/11/2022
Planning Measures
The Airbus A380 project was one of the most complex and ambitious aircraft projects ever undertaken. It required a highly detailed and organized schedule to ensure its success. The project was set to commence in 2000 and launched in 2002 and involved a clear timeline that required a considerable budget outline but was later characterized by budget overruns and a series of failures that forced some of the company executives to resign (Baumann, 2014). The Airbus A380 project was designed and assembled collaboratively by 16 Airbus locations in France, Spain, the UK, and Germany. The Toulouse plant in France was built specifically for the final assembly of components for the Airbus A380 Project. The design centers were to use a new assembly process approach based on laser-based measurements approved by the managers in charge of the project as part of the plan.
The new strategy was designed to accomplish two primary goals. First, rather than using the devices as a reference system, evaluate individual components about one another. The second objective was to figure out how to put together sophisticated interfaces. This procedure would be complicated and inefficient. According to Thierry Fabre, the fundamental problem in planning the Airbus A380 was the lack of consistent aircraft reference standards for all four Airbus A380 design centers to adopt (Jackson,2021). Each location had its own goals, limits, and working methods. One example is allowing the teams to prepare their technical drawings using two distinct versions of software. CATIA4 was used by the German and Spanish designers, whereas CATIA5, an improved performance that required a complete rebuild, was utilized by the French and the United Kingdom’s teams.
Discrepancies in the project timeline
The timeline of the Airbus A380 project saw many discrepancies, some of which were inevitable, and some could have been avoided. One of the most notable discrepancies was the decision by the project executives to continue with the project despite the variation in CAD software used by the two teams in German and Spain and another team in France and Britain. The long rivalry and cultural differences between the team in France and German further considerably affected the project. The poor coordination led to project failures as it turned out that the two teams needed more unity of purpose. Another notable discrepancy in the Airbus A380 project was that the models made in one version did not transfer successfully to the upgraded version (Jackson, 2021). The German teams needed help incorporating their electrical wiring design improvements into the three-dimensional digital mockup in Toulouse. The preassembled harnesses, which included hundreds of kilometers of cabin wire manufactured in Germany, did not fit appropriately into the aircraft at the French assembly site. The differences wreaked havoc on the plan, prompting several delays that pushed the project back by two years.
The discrepancies, delays, and project failures of Airbus A380 could have been avoided or minimized if the project manager could have conducted a more thorough software testing process to identify and fix any software issues before the aircraft was ready to enter service. All project stakeholders in all 16 locations of the project implementation could have been closely and consistently consulted to guarantee the project’s success. The input from the project stakeholders could have helped in designing a project scope baseline to support the progress and execution of the project. Another discrepancy in the timeline of the Airbus A380 project was the delay in the aircraft’s certification. This delay was mainly due to issues with the aircraft’s engines not meeting the required certification standards. To handle this discrepancy, the project manager could have implemented better quality control procedures to ensure that all components and engines were up to the required standards.
Airbus A380 Project Budget
The Airbus A380 project was an ambitious undertaking, with an estimated $10 billion budget. However, the project was fraught with delays, cost overruns, and other inefficiencies. For instance, by 2006, the budget overrun was $ 2 billion, and the project was behind schedule by two years. Additionally, in October 2006, Airbus was hit by another delay. They could push the project to 2007, resulting in another budget overrun of nearly $ 4.1 billion. The company could only deliver one aircraft against the 25 that had initially been planned (Dörfler & Baumann, 2014).
Another budget inefficiency was announced in 2008 by Wall Street Journal, and according to the report, the delay could push the budget further by almost 50 % of its original budgetary allocation. Meanwhile, Airbus was forced to go back and fix significant design flaws, which added more costs and delays to the project. For instance, the front section and nose of the Airbus A380 were built in France; the wings were developed in the United Kingdom, while the tail was developed in Germany. Airbus also had issues with its suppliers. Suppliers failed to deliver parts on time, and some parts needed to be up to the company’s quality standards. This resulted in increased costs and delays (Kishore, 2019). Besides, there were also issues with the plane’s wings, which were too heavy and had to be redesigned. In terms of efficiencies, Airbus successfully managed the project’s risk, as the company could identify and address potential problems before they became an issue. One of the most efficient ways Airbus managed the project was through its use of modular assembly. By breaking down the project into smaller modules, Airbus managed the project more effectively and efficiently. For example, they could assign specific tasks to various teams, allowing them to focus on their responsibilities and complete their assignments promptly.
Contingency allotment and Limitations
The Airbus A380 project has various possible contingency allotments and limitations. One possible contingency allotment was changing the plane’s design from a two-deck design to a three-deck one. This allowed for more passenger space and increased the plane’s seating capacity from 525 to 853. This allowed the aircraft to move more passengers, thus increasing its overall effectiveness (Nelson,2020). Another possible contingency allotment was the decision to increase the size of the plane significantly. This allowed for a larger fuel capacity, which enabled the plane to fly further distances, thus increasing its value to airlines. It also increased the cargo that could be carried onboard, allowing airlines to transport more goods.
On the other hand, one limitation of the Airbus A380 project is the cost of the plane. In 2006 the company announced the delays in the delivery of the Airbus A380 that could potentially affect the company’s operating profits by close to $ 4.1 billion for three years from 2007 to 2010. Besides, the plane is costly to buy, maintain and operate, thus limiting its use to only the wealthiest airlines. This has made it difficult for some airlines to justify the cost of the plane, making it a less attractive option. Another limitation of the Airbus A380 project is the complexity of the aircraft. The plane is a complex engineering piece requiring an experienced crew to operate.
Some adjustments could have been necessary to control and ensure effective budget management of the Airbus A380 project. The budget should be adjusted to include more research and development funds to assess the project’s feasibility better and develop more efficient production methods. This money could be used to hire additional engineers and pay for testing equipment, and it would likely lead to better-designed aircraft in the long run (Kumar, 2022). Besides, the budget could be adjusted to account for inflation and the changing costs of raw materials. More importantly, the budget should also be adjusted to include contingency funds in case unexpected problems arise. This would provide a buffer in case of a technical issue or other unforeseen circumstances that could threaten the project’s success. By accounting for these changes in advance, the A380 project will be better prepared to handle any issues that arise throughout its development. By using a change control process to monitor and control the budget, the project team could have minimized, if not avoided, the budget overruns and protracted delays in launching and delivering the plane.
Risk and control tactics
The comprehensive risk response planning is based on the Airbus A380 project risks and control tactics. One of the main objectives of the risk response plan was to identify and mitigate potential risks associated with the project. The program included risk identification and assessment, risk evaluation and prioritization, risk control tactics, and risk monitoring and reporting. The risk identification and assessment process identified the key risks associated with the project, such as cost overruns, schedule delays, and technical challenges. The risk evaluation and prioritization process then prioritized the risks based on their likelihood and impact (Ika et al.,2021). This allowed the project team to focus on the most critical threats. The risk control tactics included risk avoidance, risk reduction, risk transfer, and risk acceptance. These tactics were employed to help manage the identified risks. The risk monitoring and reporting process allowed the team to track progress on the risk management plan, review risk exposure levels, and take corrective action as needed (Vasigh & Azadian, 2022). This helped ensure that the project was kept on track and that any risks that did arise were managed effectively. The project exploited opportunities in risk management through stakeholders’ involvement. However, despite the ambitious risk management plan, some opportunities were missed. For instance, the program needed to recognize potential delays in the supply chain. The project plan focused on the mechanical and structural design of the aircraft but did not consider the possible delays in the supply chain that could impact the project timeline.
The Airbus A380 project was confronted with potential risks that could be measured qualitatively and quantitatively. To secure the participation of all significant A380 stakeholders, the project manager might have sought anonymous inputs as part of the risk detection process to acquire the best results identifying risk for the qualitative assessment. Using probabilities and impact matrix enables individuals to subjectively rank threats, allowing the Project Managers to determine which risks require immediate attention and which may be addressed later. Qualitative hazards include customer requirements changes, sub-contractor performance delays, and regulation changes.
References
Baumann, O. (2014). Learning from a Drastic Failure: The Case of the Airbus A380 Program.
Industry and Innovation,
21(3), 197-214.
https://ideas.repec.org/a/taf/indinn/v21y2014i3p197-214.html
Dörfler, I., & Baumann, O. (2014). Learning from a severe failure: the case of the Airbus A380 program.
Industry and Innovation,
21(3), 197-214.
https://www.tandfonline.com/doi/abs/10.1080/13662716.2014.910891
Ika, L., Couillard, J., & Garon, S. (2021). Coping with project complexity: The complexity-based project management framework.
PM World Journal,
10(5), 1-22.
https://pmworldlibrary.net/wp-content/uploads/2021/05/pmwj105-May2021-Ika-Couillard-Garon-coping-with-project-complexity
Jackson, R. (2021). Airbus A380.
Airbus A380, pp. 1–88.
https://www.torrossa.com/it/resources/an/4914267
Kumar, B. R. (2022). Case 2: Developing the World’s Largest Passenger Aircraft-Airbus A3XX. In
Project Finance (pp. 91–99). Springer, Cham.
https://link.springer.com/chapter/10.1007/978-3-030-96725-3_6
Kesore, L. V. (2019).
Discontinuation of the Airbus A380 product line–a multi-level perspective on governance actors in Germany (Bachelor’s thesis, University of Twente).
http://essay.utwente.nl/78955/
Lavigne, L., Zolghadri, A., Goupil, P., & Simon, P. (2008, December). Oscillatory failure case detection for new generation Airbus aircraft: a model-based challenge. In
2008 47th IEEE Conference on Decision and Control (pp. 1249-1254). IEEE.
https://ieeexplore.ieee.org/abstract/document/4738621/
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
Vasigh, B., & Azadian, F. (2022). Evaluation and Fleet Selection Process. In
Aircraft Valuation in Volatile Market Conditions (pp. 369-404). Springer, Cham.
https://link.springer.com/chapter/10.1007/978-3-030-82450-1_10
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Project iSelection
Terrell iMcGhee
QSO-645
Project iMgmt ifor iPMP
11/13/2022
Airbus iA380 iProject iAnalysis
The iAirbus iA380 iis ia idouble-deck, iwide-body, ifour-engine ijet iairliner imanufactured iby iAirbus. iIt iis ithe iworld’s ilargest ipassenger iairliner, iand ithe iairports iat iwhich iit ioperates ihave iupgraded itheir ifacilities ito iaccommodate iit. iIt iwas iinitially inamed ithe iAirbus iA3XX iand idesigned ito ichallenge iBoeing’s imonopoly iin ithe ilarge-aircraft imarket i(GENG, iX., i& iBHATTACHARYA,2021). iThe iA380 imade iits ifirst iflight ion i27 iApril i2005 iand ientered icommercial iservice iin iOctober i2007 iwith iSingapore iAirlines. iAn iimproved iversion, ithe iA380plus, iis iunder idevelopment. iThe iA380’s iupper ideck iextends ialong ithe ientire ilength iof ithe ifuselage, iwith ia iwidth iequivalent ito ia iwide-body iaircraft. iThis igives ithe iA380-800’s icabin i550 isquare imeters iof ifloor ispace, i40% imore ithan ithe inext ilargest iairliner, ithe iBoeing i747-8, iand iprovides iseating ifor i525 ipassengers iin ia itypical ithree-class ior iup ito i853 ipassengers iin ian iall-economy iclass iconfiguration. iAs iof iFebruary i2017, iAirbus ihas ireceived i317 ifirm iorders iand idelivered i222 iaircraft.
Several ivital idetails imake iAirbus iA380 ian iexcellent iproject ito ianalyze. iFirst, ithe iA380 iis ione iof ithe igiant icommercial iairplanes iin ithe iworld iand ican iseat iup ito i800 ipassengers. iThis imakes iit ian iinteresting icase istudy iin iterms iof iengineering iand idesign. iBesides, ithe iA380 ihas ibeen iinvolved iin iseveral ihigh-profile iincidents, iincluding ia icrash ilanding iin i2015 (GENG i& iBHATTACHARYA,2021). iThis iprovides ian iopportunity ito iexamine ithe isafety iand ireliability iof ithe iaircraft. iMore iimportantly, ithe iA380 iis ia irelatively inew iaircraft, ihaving ientered iservice iin i2007. iThis imeans ithat ia iwealth iof idata iand iinformation iis iavailable ion ithe iplane, iwhich ican ibe iused ito igenerate iinsights iand iconclusions.
To iget ienough ireliable iinformation iabout ithe iAirbus iA380 iproject, iI iwould iuse ithe icompany’s iwebsite iand ithe iinternet isearch ito iaugment ithe iother iresources iprovided iin ithis icourse. iResearching iother ireference isources iwill ibe iimperative iin ibuilding ian iinteractive iand idetailed iproject ianalysis.
Reference
GENG, iX., i& iBHATTACHARYA, iL. (2021). iThe irise iand idemise iof iAirbus iA380.
https://ink.library.smu.edu.sg/cases_coll_all/376/
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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).
https://search.proquest.com/openview/6fb42168f9965ecaa33630a3c31b13b6/1?pq-origsite=gscholar&cbl=18750&diss=y
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.
https://www.taylorfrancis.com/chapters/edit/10.4324/9780367135997-15/airbus-a380-lincoln-wood-linh-duong
QSO 645 Final Project Guidelines and Rubric
Overview
The final project for this course is a postproject analysis paper.
In the final project, you are put in the role of a consultant to conduct a postproject assessment. You will act as the project manager, using your skills and
expertise to provide a thorough analysis of a completed project. As a project manager preparing for the PMPⓇ Exam, you must be able to synthesize every area
of a project through successful application of tools and techniques as advised through the PMBOKⓇ Guide. The goal of this project is for you to offer substantive
feedback that provides insight into successful and unsuccessful practices in real-world scenarios. Furthermore, this project will allow you to demonstrate your
mastery of the 10 knowledge areas and five process groups of project management and help you prepare for the critical thinking aspect of the PMPⓇ Exam.
You will select one project from the provided list of completed projects in order to complete a postproject analysis. Choose one of the following projects for your
analysis:
The 2014 FIFA World Cup
The Wembley Stadium Project
Airbus A380 Project
Manhattan Project
The project is divided into three milestones, which will be submitted at various points throughout the course to scaffold learning and ensure quality final
submissions. These milestones will be submitted in Modules Three, Five, and Seven. The final submission is due in Module Nine.
In this assignment, you will demonstrate your mastery of the following course outcomes:
Evaluate strategic management decisions based on application of project methodologies and practices
Synthesize the ten knowledge areas and five process groups of project management to complete projects that conform to generally accepted practices
and policies, including ethical standards
Analyze project documents in order to identify project inputs and outputs
Determine feasibility of projects by assessing organizational factors, past projects, stakeholder requirements, and the risks, assumptions, and constraints
in the process
Assess the progress of project work, utilizing quantitative and qualitative measurement tools to determine levels of both quality and performance
Develop plans that meet diversified project needs for supporting collaboration with all stakeholders throughout the project life cycle
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Prompt
You have been hired as a project manager consultant to conduct a thorough postproject analysis. You will use your knowledge and expertise to create and
submit a report assessing the project as it was completed, and you will offer any recommendations based on actions you would have taken as the project
manager during the project’s life cycle. Choose a project from the provided list and complete a detailed analysis paper. Your paper should use APA formatting.
Specifically, the following critical elements must be addressed:
I. Summarize the key project details. Be sure to include the appropriate project methodology/methods and practices.
II. Determine what was in-scope and out-of-scope for the project, including the success criteria for the project as expected by the sponsor.
III. Stakeholders
A. Discuss how the progress of the project impacted key stakeholders and the roles they played in the project. Be sure to include the stakeholders’
registry and category in your discussion.
B. Recommend solutions and their expected outcomes to staffing issues. Include the stakeholder collaboration and engagement plan in your
solutions and outcomes.
IV. Planning Measures
A. Describe how the schedule was executed and managed, including specific planning measures that were utilized during the project.
B. Assess any discrepancies in the timeline, and explain how the project manager could have handled or avoided them.
V. Budget
A. Assess the budget of the project, including a description of efficiencies and inefficiencies in how the budget was managed.
B. Explain possible contingency allotments and limitations.
C. Recommend any adjustments to the budget that were necessary, providing reasoning.
VI. Risks and Control Tactics
A. Evaluate the risk response planning executed based on the major project risks and control tactics, and explain the missed and exploited
opportunities in the project.
B. Summarize qualitative and quantitative measurements of major project risks.
VII. In this section, you will be assessing the project control techniques utilized during the project, specifically:
A. Determine the quality auditing tools and techniques executed during control.
B. Recommend specific reporting metrics from which the project could have benefited, considering how elements of Earned Value Management
were used to help control the project.
VIII. In this section, you will break down the communication plan used during the project, including its elements (e.g., frequency of meetings, types of
meetings, and tools used), specifically:
A. Critique the communication tactics chosen for the project.
B. Propose communication strategies that would have been more appropriate for the project, providing reasoning for your proposal.
IX. Resource Management
A. Describe the resource conflict within the project and how it was handled.
B. Recommend best practices in resource management that could have been used in this project, including those related to staffing needs and
ways to avoid resource conflict.
X. Procurement Options
A. Evaluate the procurement options selected for the project, and identify missed procurement opportunities.
B. Discuss the contract types used and why they were chosen.
C. Determine what modifications are needed to employ the best contract type options for this project, providing reasoning.
XI. Efficient Project Management
Practices
A. Analyze how well the project manager implemented project principles.
B. Determine how you would have handled the project differently as a project manager, providing reasoning, including any ethical or moral
inefficiencies that should have been called out by the PM.
XII. Synthesize your findings in a conclusion through the evaluation of the overall success or failure of the project based on the application of the 10
knowledge areas and five process groups of project management.
Milestones
Milestone One: Project Vision, Scope, and Stakeholders
In Module Three, you will submit a draft of the project vision, scope, and stakeholders sections of your final project. In this milestone, you will have the
opportunity to summarize the key details of the project, discuss the initial vision and scope, and assess the impact of the different levels and roles of various
stakeholders. This milestone is graded with the Milestone One Rubric.
Milestone Two: Planning Measures, Budget, Project Risk
In Module Five, you will submit a draft of the planning measures, budget, and project risk sections of your final project. In this milestone, you will have the
opportunity to examine the planning measures that were used in the project, assess the budget of the project, and identify major project risks and
corresponding control tactics. This milestone is graded with the Milestone Two Rubric.
Milestone Three: Project Control Techniques, Communication Plan, and Resource Management
In Module Seven, you will submit a draft of the project control techniques, communication plan, and resource management sections of the final project. In this
milestone, you will consider your chosen project for the course and assess project control techniques, analyze the communication plan, and make
recommendations regarding resource management. This milestone is graded with the Milestone Three Rubric.
Final Submission: Postproject Analysis Paper
In Module Nine, you will submit your analysis paper. It should be a complete, polished artifact containing all of the critical elements of the final product. It
should reflect the incorporation of feedback gained throughout the course. This final submission will be graded using the Final Project Rubric.
Final Project Rubric
Guidelines for Submission: Your final submission should be 15 pages in length (not including title or reference pages) and use 12-point Times New Roman font,
double spacing, and one-inch margins. It should follow the most recent APA guidelines for formatting and references.
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Critical Elements Exemplary (100%) Proficient (90%) Needs Improvement (70%) Not Evident (0%) Value
Project Details Meets “Proficient” criteria,
and summary provides keen
insight into the details of the
project, including the
appropriate project
methodology and practices
Summarizes the key project
details
Summarizes the project
details, but summary lacks
specificity, misses key details,
or contains inaccuracies
Does not summarize key
project details
5.28
Scope Meets “Proficient” criteria,
and determination
demonstrates keen insight
into how the needs of the
sponsor reflect on the
project’s success criteria
Determines what was in-scope
and out-of-scope for the
project, including the success
criteria for the project as
expected by the sponsor
Determines what was in-scope
and out-of-scope for the
project, but determination is
missing elements of scope,
lacks success criteria, or
contains inaccuracies
Does not determine what was
in-scope and out-of-scope for
the project
3.96
Stakeholders:
Progress
Meets “Proficient” criteria,
and discussion demonstrates
keen insight into how project
progress relates to
stakeholders
Discusses how the progress of
the project impacted key
stakeholders and the roles
they play in the project
Discusses how the progress of
the project impacted key
stakeholders and the roles
they play in the project, but
discussion is cursory or
contains inaccuracies
Does not discuss how the
progress of the project
impacted key stakeholders
and the roles they play in the
project
3.96
Stakeholders:
Staffing Issues
Meets “Proficient” criteria,
and recommendations
demonstrate keen insight into
how to solve staffing issues
Recommends solutions and
their expected outcomes to
staffing issues
Recommends solutions and
their expected outcomes to
staffing issues, but
recommendations are
inappropriate or do not
address outcomes
Does not recommend
solutions to staffing issues
2.64
Planning
Measures:
Schedule
Meets “Proficient” criteria,
and description demonstrates
advanced knowledge of how
planning measures impact
scheduling
Describes how the schedule
was executed and managed,
including specific planning
measures that were utilized
during the project
Describes how the schedule
was executed and managed,
but description is lacking
detail or contains inaccuracies
Does not describe how the
schedule was executed and
managed
3.96
Planning
Measures:
Discrepancies
Meets “Proficient” criteria,
and the assessment provides
keen insight into how timeline
discrepancies can be avoided
by project managers
Assesses any discrepancies in
the timeline, and explains how
the project manager could
have handled or avoided them
Assesses any discrepancies in
the timeline, but assessment is
cursory, lacks explanation of
how they could have been
handled or avoided, or
contains inaccuracies
Does not assess discrepancies
in the timeline
2.64
Critical Elements Exemplary (100%) Proficient (90%) Needs Improvement (70%) Not Evident (0%) Value
Budget: Efficiencies
and Inefficiencies
Meets “Proficient” criteria,
and the assessment
demonstrates advanced
knowledge of budgeting
efficiency
Assesses the budget of the
project, including a description
of efficiencies and
inefficiencies in how the
budget was managed
Assesses the budget of the
project, including a description
of efficiencies and
inefficiencies in how the
budget was managed, but
assessment is cursory, or
description is incomplete or
contains inaccuracies
Does not assess the budget of
the project, including a
description of efficiencies and
inefficiencies in how the
budget was managed
5.28
Budget: Allotments
and Limitations
Meets “Proficient” criteria,
and explanation provides keen
insight into the flexibility of
the project’s budget
Explains possible contingency
allotments and limitations
Explains contingency
allotments and limitations, but
explanation is inappropriate or
cursory or contains
inaccuracies
Does not explain contingency
allotments and limitations
3.96
Budget:
Adjustments
Meets “Proficient” criteria,
and recommendations
demonstrate keen reasoning
into budgetary decisions
Recommends any adjustments
to the budget that were
necessary, providing reasoning
Recommends adjustments to
the budget, but
recommendations are
unnecessary or inappropriate,
incomplete, without reason,
or contain inaccuracies
Does not recommend
adjustments to the budget
5.28
Risk and Control
Tactics: Risk
Response Planning
Meets “Proficient” criteria,
and evaluation demonstrates
keen insight into the
relationship between project
risks and control tactics for
risk response
Evaluates the risk response
planning executed based on
the major project risks and
control tactics, and explains
the missed and exploited
opportunities in the project
Evaluates the risk response
planning executed, and
explains the missed and
exploited opportunities in the
project, but evaluation is
cursory, not based on project
risks or control tactics,
illogical, or contains
inaccuracies
Does not evaluate the risk
response planning executed
and does not explain the
missed and exploited
opportunities in the project
3.96
Risk and Control
Tactics:
Measurements
Meets “Proficient” criteria,
and summary demonstrates
advanced knowledge of
measurements utilized for
project risks
Summarizes qualitative and
quantitative measurements of
major project risks
Summarizes qualitative and
quantitative measurements of
major project risks, but
summary is incomplete or
lacking detail or contains
inaccuracies
Does not summarize
qualitative and quantitative
measurements of major
project risks
5.28
Critical Elements Exemplary (100%) Proficient (90%) Needs Improvement (70%) Not Evident (0%) Value
Project Control
Techniques:
Quality Auditing
Meets “Proficient” criteria,
and determination
demonstrates keen insight
into the tools and techniques
required of the project during
control
Determines the quality
auditing tools and techniques
executed during control
Determines the quality
auditing tools and techniques
executed during control, but
determination is incomplete
or contains inaccuracies
Does not determine the
quality auditing tools and
techniques executed during
control
5.28
Project Control
Techniques:
Reporting Metrics
Meets “Proficient” criteria,
and recommendations
demonstrate keen insight into
the use of Earned Value
Management in the project
Recommends specific
reporting metrics from which
the project could have
benefited, considering how
elements of Earned Value
Management were used to
help control the project
Recommends reporting
metrics from which the
project could have benefited,
but recommendations are
inappropriate, lack specificity,
or do not consider how Earned
Value Management was used,
or submission contain
inaccuracies
Does not recommend
reporting metrics from which
the project could have
benefited
2.64
Communication
Plan: Critique
Meets “Proficient” criteria,
and the critique demonstrates
keen insight into the project’s
communication plan
Critiques the communication
tactics chosen for the project
Critiques the communication
tactics chosen for the project,
but critique is inappropriate or
cursory or contains
inaccuracies
Does not critique the
communication tactics chosen
for the project
5.28
Communication
Plan: Strategies
Meets “Proficient” criteria,
and proposal provides
advanced reasoning that
demonstrates keen insight
into appropriate
communication strategies
Proposes communication
strategies that would have
been more appropriate for the
project, providing reasoning
for proposal
Proposes alternate
communication strategies for
the project, but the proposal is
inappropriate, without reason,
or contains inaccuracies
Does not propose alternate
communication strategies for
the project
2.64
Resource
Management:
Resource Conflict
Meets “Proficient” criteria,
and description demonstrates
keen insight into the handling
of the project’s resource
conflict
Describes the resource conflict
within the project and how it
was handled
Describes the resource conflict
within the project, but
description is cursory, does
not address how conflict was
handled, or contains
inaccuracies
Does not describe the
resource conflict and how it
was handled
3.96
Critical Elements Exemplary (100%) Proficient (90%) Needs Improvement (70%) Not Evident (0%) Value
Resource
Management: Best
Practices
Meets “Proficient” criteria,
and recommendations provide
keen insight into the needs of
the project regarding resource
management
Recommends best practices in
resource management that
could have been used in this
project, including those
related to staffing needs and
ways to avoid resource
conflict
Recommends best practices in
resource management that
could have been used in this
project, but recommendations
are inappropriate, ignore
issues of staffing or resource
conflict, or contain
inaccuracies
Does not recommend best
practices in resource
management that could have
been used in this project
2.64
Procurement
Options: Evaluate
Meets “Proficient” criteria,
and evaluation demonstrates
keen insight into the project’s
procurement options through
identification of specific
missed opportunities
Evaluates the procurement
options selected for the
project and identifies missed
procurement opportunities
Evaluates the procurement
options for the project, but
evaluation is cursory, lacks
identification of missed
opportunities, or contains
inaccuracies
Does not evaluate the
procurement options for the
project
5.28
Procurement
Options: Contract
Types
Meets “Proficient” criteria,
and discussion demonstrates
keen insight into the reasoning
behind the contract type
choice
Discusses the contract types
used and why they were
chosen
Discusses the contract types
used, but discussion is cursory,
does not provide reasons for
choice, or contains
inaccuracies
Does not discuss the contract
types used
3.96
Procurement
Options:
Modifications
Meets “Proficient” criteria,
and determination provides
advanced reasoning to
support modifications that
show keen insight into
contract type decisions for the
project
Determines what
modifications are needed to
employ the best contract type
options for the project,
providing reasoning
Determines what
modifications are needed to
employ contract type options
for the project, but
determination is not
appropriate, lacks reasoning,
or contains inaccuracies
Does not determine what
modifications are needed to
employ contract type options
for the project
2.64
Project
Management
Practices: Project
Principles
Meets “Proficient” criteria,
and analysis demonstrates
keen insight into the use of
project principles
Analyzes how well the project
manager implemented project
principles
Analyzes how the project
manager implemented project
principles, but analysis is
cursory or contains
inaccuracies
Does not analyze how the
project manager implemented
project principles
3.96
Project
Management
Practices: Project
Manager
Meets “Proficient” criteria,
and determination provides
advanced reasoning that
demonstrates keen insight
into the project manager’s
role and responsibilities for
this project
Determines how one could
have handled the project
differently, providing
reasoning, including any
ethical or moral inefficiencies
that should have been called
out by the PM
Determines how one could
have handled the project
differently, but determination
is inappropriate, lacks
reasoning, does not consider
ethical or moral inefficiencies,
or contains inaccuracies
Does not determine how one
could have handled the
project differently
5.28
Critical Elements Exemplary (100%) Proficient (90%) Needs Improvement (70%) Not Evident (0%) Value
Conclusion Meets “Proficient” criteria,
and synthesis demonstrates
advanced knowledge of the
relationship of the 10
knowledge areas and five
process groups with the
overall success or failure of
projects
Synthesizes findings in a
conclusion through the
evaluation of the overall
success or failure of the
project based on the
application of the 10
knowledge areas and five
process groups of project
management
Synthesizes findings in a
conclusion, but synthesis is
cursory, does not completely
take into account the 10
knowledge areas and five
process groups, or contains
inaccuracies
Does not synthesize findings in
a conclusion
5.28
Articulation of
Response
Submission is free of errors
related to citations, grammar,
spelling, syntax, and
organization and is presented
in a professional and easy-to-
read format
Submission has no major
errors related to citations,
grammar, spelling, syntax, or
organization
Submission has major errors
related to citations, grammar,
spelling, syntax, or
organization that negatively
impact readability and
articulation of main ideas
Submission has critical errors
related to citations, grammar,
spelling, syntax, or
organization that prevent
understanding of ideas
4.96
Total 100%
