Lessons Learnt from Airbus 380 2 Part 1 2 Project Inii Issues 3 1.2 Project Planning Issues 3 1.3 Project Execution Issues 4 Part 2 5 Project Inii Issues 3 Part 2 Project Inii Issues 3 Part 2 Project

Running head: ANALYSIS OF PROJECT FOR MAC
ANALYSIS OF PROJECT FOR MAC
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ANALYSIS OF PROJECT FOR MAC1
Table of Contents
Introduction................................................................................................................................2
Part 1..........................................................................................................................................2
Lessons learnt from Airbus 380.............................................................................................2
1.1 Project initiation issues................................................................................................3
1.2 Project planning issues.................................................................................................3
1.3 Project execution issues...............................................................................................4
Part 2..........................................................................................................................................5
Lessons learnt from Boeing 787 Dreamliner.........................................................................5
2.1 Project initiation issues................................................................................................6
2.2 Project planning issues.................................................................................................6
2.3 Project execution issues...............................................................................................8
References:.................................................................................................................................9

ANALYSIS OF PROJECT FOR MAC2
Introduction
Murasaki Aircraft Corporation (MAC) is in production of Regional Jets with no intention to
compete with Boeing and Airbus as MAC has obtained order to manufacture 787’s wings for
Boeing. Therefore, there is no reason for competition as it is not that in business interest of
MAC and they are not even considering this as well. However, the CEO, Lisanne has
ambition of taking the company to the next level for this she has plan of manufacturing
medium size passenger jet and for this they need to compete with Boeing and Airbus as well.
Therefore, the CEO wants to get a comprehensive idea regarding two projects the Boeing 787
and the Airbus 380. The focus is to identify issues with reference to these projects. Analysis
of issues in these projects will provide Murasaki Aircraft Corporation (MAC) idea regarding
how to design effective strategy to implement project which ensures success as well. In this
report issues in these projects are analysed in terms of three project phases which are project
initiation, project planning and project execution. It will ensure that execution of project is
effective and efficient as well.
Part 1
Lessons learnt analysing Airbus 380
Airbus A380 first introduced in the market in October 2007 and the first Aircraft took its
flight from Singapore to Sydney. In 2008, the organization introduced an additional route for
its aircraft and this time it flew between Melbourne and Los Angeles. Some of the major
consumers of Airbus are Air France along with Emirates, and it also includes Lufthansa as
well ("Factfile: Airbus A380", 2020). Emirates received contract to design120 aircraft from
the Airbus along with orders from Air France. They also received orders from Qatar Airways
along with Virgin Atlantic as well. However, there were many issues that affected not only
production, but delivery of aircraft as well (SPIEGEL, 2020). These issues are described in

ANALYSIS OF PROJECT FOR MAC3
details in this context with reference to project initiation followed by project planning and
execution of project as well.
1.1 Project initiation issues
In order to ensure commendable position in the market, the company has partnered with
stakeholders from many European countries. Stakeholders of the organization is from French,
Germany, Britain and Spain. Although these stakeholders work as an organization, there are
various conflicts between these stakeholders regarding formulation of strategies and this is
what has affected project initiation process in this context. Therefore, the main issues in
project initiation process was lack of coordination between organization and stakeholders.
For this, the organization was not capable of managing internal relations while considering
the organization and its stakeholders as well.
1.2 Project planning issues
If this project is analysed in details, then it will provide idea that there were various issues in
project planning and identification of these issues are important for Murasaki Aircraft
Corporation (MAC) for designing proper project plan and ensure that execution of project is
effective and efficient as well.
Considering timelines for the project that is not realistic:
The project delivery schedule that was considered in this project was not realistic at all and
in fact it was overambitious. The project was started in 2000 and given the complexity of the
project it was not possible to deliver this project in 2006. The organization did not considered
complexity and amount of effort required for completing this project. Therefore, it was not
possible to deliver the project within that assigned timeline which was provided by the
organization (Robertson, 2020). It is important to identify that in this project there was
thousands of engineers who were working in 16 sites which are in four different countries.