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Tonight's case is asynchronous.

Read the One mistake in project Orchestration is fatal: Airbus A$380$

case study and answer the $5$ questions on risk. One mistake in project orchestration is fatal: Airbus A$380$

Mega projects are even more threatened by various factors. The release date of the Airbus A$380$superjumbo$,$ the world$$s largest passenger airliner, was constantly postponed because management kept blundering. But what was the weirdest moment in this case? The development of the aircraft was a joint effort of four countries with teams spread across $16$ sites, which resulted in a lack of supervision. It turned out that two different versions of the Aided Design CAD software were used to design electrical wires, cables, and connectors. The International Project Leadership Academy reported that German and Spanish designers had used one version of software $($CATIA version $4),$ while British and French teams had upgraded to version $5.$ In the end, their designs were incompatible, and wires appeared too short to fit.

As a result, when it came time to install hundreds of miles of wiring cables into the fuselage of the aircraft in Toulouse, they failed to fit. Airbus was then left with no choice but to halt production, postpone deliveries of the aircraft for two years, and redesign the wiring system. The cost, expected to exceed $$6$ billion, would place the program over two years behind schedule. It was not until October $15,2007$ that the first aircraft was delivered to Singapore Airlines. $$ Global Project Strategy.

Airbus$-$project$-$delay

The entire world observed how a feat of engineering and construction transformed into a landmark project failure because management couldn$$t make proper software configurations and decisions were made at a maddeningly slow pace. Scheduled for delivery in $2006,$ the project kept facing new looming deadlines. Puzzling over the true reason why culturally diverse teams continuously went astray, researchers concluded that there were a bunch of fateful decisions that dragged the A$380$ down. All of them boiled down to poor project coordination and lack of support from senior management. The teams were more reactive than proactive because their leaders overlooked the fact that it$$s easier to set off with a list of priorities. Each flaw signaled the absence of initiative by senior management and too much weight being placed on employees$$ shoulders.

The proposed risk manage plan

$1)$ Draft an Executive Summary of the Case Study above.

$2)$ Risks: Identify $3$ risks

$3)$ Risk Responses: Provide $3$ risk responses per risk.

$4)$ Risk Control: How would you, as the PM monitor risk continuously and reassess the project risks and which tools would you use?

$5)$

Risk Analysis: Using the qualitative analysis example below, produce a risk matrix to measure the impact of one of the risks you identified above.