Requirements Analysis And Market Analysis Of TCG Airlines

This paper of Philip Condit and the Development of the 777; describes the management, and technological changes that Philip Condit made to the development style of the Boeing Company. Before Philip Condit took over the 777 program, Boeing had been making airplanes in the same fashion as it had been doing for 70 years prior. Mr. Condit saw the chance to bring Boeing into the 21st century not only with the new technology of computer aided drafting, but with modern management techniques as well. The 777 program proved to be the perfect testing ground for a companywide change in the way Boeing did its business.

As the new president of the airline, Stephen’s first concern is to create a financially solid company since it is a common presumption for airline industries that maintenance costs rise with the age of aircrafts.

I. Concept Stage - Client Representative or CEO meets with Product Manager to describe big picture the goals for end product for spec generation.

The second stage is market/commodity this needs to be taken place after the buyer has got the buyer needs to a high specification to ensure that at this stage the right product is chosen. At this stage the procurement department need to research all options available within the market. By getting an estimate of what is on the current market, it enables the buyer to pick out potential suppliers also familiarising the buyer with the competition in the market. This is also the stage where the procurement department would be able to look into conducting an analysis on how they are going to achieve the product i.e. make or purchase it/ utilize the service. By conducting market research it gives stakeholders a clear picture of the market.

Which of the following is not one of the design process phases given in the textbook?

Development program are successful project at the core of Boeing’s 767. Indeed, without an efficient, method for planning, scheduling and controlling the thousands of activities required to assemble an aircraft as large and complex as the 767, it would have been virtually impossible for this program ever to take off the ground. According to one of Boeing’s web site of project management , the part giant utilized a containing of variety a sort of tools and methods to proctor and control project performance. Boeing’s 767 were developed at the start of the project to define how the project would be managed. The plan defined the developed activities required to

Canceling this project is a restructuring theme that will have the goal of improving overall-profit margin through a narrower focus on the company’s core military project business. Our competitors are already well established in the civilian aircraft market. We are not ignorant of the significant financial, emotional and reputational investment

Boeing adopts a very thorough, well planned out process to manage the project. The stages are defined clearly and tasks involved in each stage are carried out sequentially. The first stage of their approach is the project definition phase during which Boeing identified holes in the market not met by existing planes, assessed future airline needs, considered alternative plane configurations, explored feasibility of possible technologies and performed preliminary estimation of costs. During the market assessment, analysts gathered information regarding future needs of airlines by speaking directly to

Phase 2 – Develop, test and implement the plan. Here, attention to detail and active participation by all stakeholders ensure the development of a plan worth implementing. The plan itself must include the recovery strategy with all of its detailed components and the test plan.

Boeing’s management plan shows determination to improve through creation of new more members of their airplane family (commercial airplanes). This would also be achieved through integration of military platforms, systems for defense and the war fighter by use of network-centric activities. Boeing plan is also inclusive of creation of improved technology to solve problems across all business units. Boeing plans to e-enable airplanes where automation is the key to this development. Finally, Boeing is determined to arrange for financing solutions to its customers. Through this it will be able to attract more potential customers. Moreover, it can also be able to establish a better relationship with its customers through provision of incentives and sales promotion.

This is a case about three different companies dedicated to the manufacturing of aircrafts. Those three major companies are: Boeing, Airbus Industry and McDonnell Douglas; each of one was struggling to produce enough aircraft to satisfy a seemingly unquenchable need for passenger and freight transport around the world, developed in this form many kinds of aircrafts in different models and styles.

6.2 The Boeing model adopted was to spread the design and development to suppliers on a global scale with costs met by suppliers (Ostrower & Lublin, 2013). A strategy such as this should have been tightly controlled from the outset. Without this control, difficulties in assembly and ill-fitting parts requiring redesign added to the delays experienced by the project (Denning, 2013), with hundreds of Boeing engineers sent to various companies to solve technical problems (Tang & Zimmerman, 2009).

This paper analyzes the goals and actions of Boeing by analyzing its critical success factors as well as its strategic roadmap.

In the define phase proposals are formulated, estimated and tested for feasibility. The results will be presented to the senior management in order to receive a "go" for the project which often is in the form of a contract.

This is the phase where the requirements are noted, feedback regarding requirements are obtained from users