We will discuss the case, Boeing $767$: From Concept to Production$($A$)$by Simpson, Lee and Garvin.$$

Consider the B$767$ project as the unit.$$ Some appropriate questions to think about and answer:

How would you describe Boeing$$s approach to project management? What are the basic elements?

What are the strengths and weaknesses of its approach?

What is you evaluation of Boeing$$s parametric estimating technique?

How does Boeing ensure they do not lose knowledge of managing large projects $($new aircraft as opposed to small project like different versions of an old plane$)$ in the large time gaps between major new projects?

How does Boeing manage project risks?

a$.$ Financial risk?

b$.$ Market risk?

c$.$ Technological risk?

d$.$ Production risk?

$$Which process should Boeing use to convert B$767$s from $3$ to $2$ people cockpits?

What did Boeing learn or not learn from B$767$ project for B$787($Dreamliner$)$ project?

What general lessons did you learn for you and your organizations from this case?