1) In evaluating the development of the 787 Dreamliner, what are some of the unique factors in this project that make it so difficult to accurately monitor and control?
2) Comment on the following statement: “In trying to control development of the 787, Boeing should have been monitoring and controlling the performance of its suppliers.” Do you agree or disagree that Boeing’s project management should have been fully extended to its suppliers? Why?
3) As you read the case, what do you see as the critical issues that appear to be causing the majority of the project delivery and quality problems?
This case is a great current example of a very expensive and famous project initiated by one of the most competent project management organizations in the world, Boeing, with a huge initial budget, a great deal of fanfare and user enthusiasm, leading to a record number of advance orders. Since its inception, the Boeing 787 Dreamliner has experienced a host of quality problems, some related to the advanced systems and body construction, and others the result of poor supply quality and integration problems. The update gives the current state of the Dreamliner project, based on current sales and discounts Boeing has had to offer to buyers to maintain their original contracts.