The A380 Project
Executive Summary
The Airbus A380 project is one of the most complex projects to ever happen. An aircraft of such large size and complexity would always have problems. Although problems are always anticipated during such a large project, the management involved with this project mismanaged many aspects. The project’s success can be examined using many project management aspects. This report will analyse in particular the areas of project scheduling, stakeholder management and project leadership within the A380 project. The project will also be assessed against project success methods to analyse its problems and lack of success. Prior to the release of the A380, it was hailed as an unparalleled symbol of European manufacturing prowess: “When it takes to the skies, it will carry the colours of our Continent, and our technological ambitions, to even greater heights” (Clark, 2006). This statement by the French president at the time masked the issues plaguing the A380 project. The A380 project suffered many setbacks, many caused by poor project management or mismanagement. It will be seen that inflexible project scheduling, mismanagement of stakeholders and disingenuous project leaders all impacted harshly on the success of the project. The outcomes of the budgeting, performance, scheduling and client performance paint the project in an unflattering light. However, this report will show that despite the many problems involved which included delays and over budgeting, this aircraft has the potential, and is likely to become a significant aviation achievement.
Table of Contents
Cover Page Page 1
Executive Summary Page 2
1.0 Introduction Page 4
1.1 Background Page 5
2.0 Project Scheduling Page 6
2.1 Duration Estimation Page 6
3.0 Risk Management Page 7
4.0 Stakeholder management Page 8
4.1Clients Page 8
4.2 Suppliers Page 9
4.3 Competitors Page 9
5.0 Project Leadership Page
The Airbus A380 project is one of the most complex projects to ever happen. An aircraft of such large size and complexity would always have problems. Although problems are always anticipated during such a large project, the management involved with this project mismanaged many aspects. The project’s success can be examined using many project management aspects. This report will analyse in particular the areas of project scheduling, stakeholder management and project leadership within the A380 project. The project will also be assessed against project success methods to analyse its problems and lack of success. Prior to the release of the A380, it was hailed as an unparalleled symbol of European manufacturing prowess: “When it takes to the skies, it will carry the colours of our Continent, and our technological ambitions, to even greater heights” (Clark, 2006). This statement by the French president at the time masked the issues plaguing the A380 project. The A380 project suffered many setbacks, many caused by poor project management or mismanagement. It will be seen that inflexible project scheduling, mismanagement of stakeholders and disingenuous project leaders all impacted harshly on the success of the project. The outcomes of the budgeting, performance, scheduling and client performance paint the project in an unflattering light. However, this report will show that despite the many problems involved which included delays and over budgeting, this aircraft has the potential, and is likely to become a significant aviation achievement.
Table of Contents
Cover Page Page 1
Executive Summary Page 2
1.0 Introduction Page 4
1.1 Background Page 5
2.0 Project Scheduling Page 6
2.1 Duration Estimation Page 6
3.0 Risk Management Page 7
4.0 Stakeholder management Page 8
4.1Clients Page 8
4.2 Suppliers Page 9
4.3 Competitors Page 9
5.0 Project Leadership Page