Scaled Composites

At this point the scope of the project has been defined in detail and the project team are ready to be appointed. Although a Project Manager can be appointed at any stage of the project, s/he will need to be appointed prior to the establishment of the project team. The Project Manager is responsible for all aspects of project performance including: planning, budget execution, project execution, and close-out Funding.

The Boeing Company designs, develops, manufactures, sells, services, and supports commercial jetliners, military aircraft, satellites, missile defense, human space flight, and launch systems and services worldwide. It operates in five segments: Commercial Airplanes, Boeing Military Aircraft, Network & Space Systems, Global Services & Support, and Boeing Capital. The Commercial Airplanes segment develops, produces, and markets commercial jet aircraft for various passenger and cargo requirements; and provides related support services to the commercial airline industry. This segment also offers aviation services support, aircraft modifications, spare parts, training, maintenance documents, and technical advice to commercial and government customers. The Boeing Military Aircraft segment researches, develops, produces, and modifies manned and unmanned military aircraft, and weapons systems for global strike, vertical lift, and autonomous systems, as well as mobility, surveillance, and engagement. The Network & Space Systems segment researches, develops, produces, and modifies strategic defense and intelligence systems, satellite systems, and space exploration products.

According to, A Guide to the Project Management Body of Knowledge (PMBOK® Guide) (4th.Ed.), “Project managers spend the majority of their time communicating with team members and other project stakeholders, whether they are internal (at all organizational levels) or external to the organization” (PMI, 2008, p. 274). The PMI also suggests that project managers should spend 90% of their time communicating. Statistics shows that 20% projects are unsuccessful because of ineffective communication (Figure 1).

I am the Project Manager developing the Boeing 787 Dreamliner. The development of this state-of-the-art airplane will include an international team of aerospace companies led by Boeing. The advances in this airplane will reduce the use of fuel by 20%, increase cargo capacity, increase nautical miles in a mid-range airplane, and improve passenger comfort. Boeing

Bi-Weekly Status Report|Project Manager|Bi-Weekly|Project Sponsor|A|Bi-Weekly project status with sponsor to ensure good communication and prevent project delays.|

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

Over the past 80+ years, AIAA and its predecessor societies have supported the aerospace community in so many ways – with publications; public lectures and later, technical conferences; journals, and many other activities. A group of the earliest members even performed their own rocket experiments, later forming a commercial company that became a leader in the industry. AIAA has also monitored and often recorded the activities of its members, through those same books, papers, journals, conferences. We watched as airplanes developed into jets; as jets went supersonic; and as spaceflight went from a dream to reality. AIAA can say with pride that an AIAA member has been involved with most of the major milestones in flight, so our history is interweaved with the history of aerospace. We present here a brief history of AIAA as an organization as well as a recognition of important events and pioneers from around the

The project manager has almost total authority over the members of her team in the projectized structure. She makes assignments and directs team members’ task efforts; she controls the project budget; she conducts team members’ performance assessments and approves team members’ raises and bonuses; and she approves annual leave.

Effective communication between all stakeholders is vital to ensure all interested parties are informed and involved in the decision making process.

A&P would like to acknowledge Space X, a guest speaker at Kearny, for their presentation about their corporation which included how each rocket launch into space has different minor factors affecting the results. We also would like to thank our mentors: Shadi Pejuhesh (Engineer teacher), Mary Belmontez (English teacher), and Eric Forster Loesch (Math teacher). Without Ms. Pejuhesh’s advice, our ballistic device wouldn’t be able to fulfill the requirements. This technical document was based on Mrs. Belmontez and Ms. Shadi’s outline. Lastly, without Mr. Loesch’s assistance, the results could have been calculated wrong.

This past year wrought numerous accomplishments and breakthroughs in engineering. Among these feats, the autonomous landing of SpaceX’s Falcon 9 rockets on a drone platform proved to be a remarkable achievement. This achievement marked a breakthrough in aero/astrospace engineering. In addition to being the first full rocket developed in the 21st century, it is said that the Falcon 9 rockets are one of the most reliable astrospace projectiles to have ever been developed. They were developed for a two-stage configuration which would minimize the amount of separation events and contain 9 first-stage rockets to function in cases of fuel loss. The reliability of these rockets have come in use with the proposed idea of human space flight. Due to

A major part of this study is the topic of a Request for Proposals, and a concept will be created for this purpose. Specific mission objectives are needed to define what is required to design the surface base. The objectives of the mission fuel how the base is defined because they share several fundamental facets. In order to outline the surface base, the needs of the mission and base, goals, assumptions, constraints, and assessments of technology need to be clearly stated. The mission’s aspects and those of the surface base take the part of the remaining constraints and requirements of the design. The surface base’s two types of requirements, identified from the mission objectives are, first, to support the people on the base, and second, to meet the mission objectives. The definition of a requirement is a characteristic or statement of what is needed or wanted. Requirements in space mission design convey the aspects that are necessitated to meet the goals and objectives of the mission. In addition, the requirements also convey the how precise a system is needed to function while obtaining the objectives.

Boeing adopted the radical change approach for designing and developing the 787 Dreamliner not only to attempt to create new aircraft through the innovative design and advanced material, but it also drastically changed the production process. With a $10 billion dollar project in mind, the goal was to reduce the financial risks involved as well as the new product development cycle time. Meanwhile, Boeing produced a remarkably complicated supply chain that included greater than fifty partners in over 100 locations all across the globe. In addition to the complicated supply chain, they experimented with various firms in diverse areas to align complementary skill sets. Furthermore, this was the first time the company outsourced the two most crucial parts of the plane, the wings and the fuselage.

1.1 In developing the Boeing 787 Dreamliner, Boeing executive management’s initial decisions and project management strategies did not control the four major measurements of project success: time, budget, performance and client acceptance (Pinto, 2013, pp. 35,36). This report analyses the methodology and project management decisions that led to a project crisis and risk to Boeing’s reputation.

In January 1978, Parks Corporation decided to bid for Phase I on the Blue Spider Project, with Lord Industries as the prime contractor for the Army’s Spartan Program. The project was to improve structural capabilities and the age life of the short range tactical missile, which was exhibiting fatigue failure after 6