Assignment 2

Assignment 2 Student Name Institutional Affiliation Date Assignment 2 INTRODUCTION Boeing is a global aerospace company which has been a premier manufacturer of commercial jetliners. Currently, Boeing has more than 10,000 jetliners which are in service, amounting to more than half the world's fleet. The business also provides the most complete family of freighters and about 90% of the world's cargo is carried using Boeing planes. Boing is known for its innovation and engineering excellence, which has been critical in the development of the aviation industry. With a rich history spanning decades, Boeing has pushed the boundaries of technological advancement, which has transformed the way people travel. However, despite its legacy of achievements, Boeing faces some challenges that necessitate a strategic reevaluation of its operations. An in-depth analysis of Boeing’s project management office (PMO) demonstrates that the business has challenges in communication, inconsistent engagement of stakeholders and the inability to align project objectives to the business goals. These challenges, if left unaddressed, can hinder the company's ability to deliver projects efficiently and maintain a competitive edge in the rapidly evolving market. To address the issues, this paper proposes the implementation of a business relationship management (BRM) program tailored to Boeing's challenges. VISION Current “As Is” State The current state of Boeing’s PMO reflects the challenges of large organizations. Boeing has grown over the years the years, which has made its operations more complex. Like any other large organization, Boeing experiences communication problems in the various departments involved. Communication problems have come about as a result of organizational complexity which has brought about diverse business units, making it challenging to disseminate information effectively across the different departments. The hierarchical structure and bureaucracy impede communication flow. The decision-making process is lengthy, requiring information to pass through multiple layers of management before reaching the relevant stakeholders. The ineffective communication has led to inconsistent engagement of the various stakeholders. Selective communication with stakeholders based on their perceived importance has left some stakeholders, especially employees uninvolved in major decisions. The inability to involve some employees, especially on major design changes has been a major contributor to the design of aircraft with flaws that could be avoided. Additionally, Boeing has faced challenges in aligning business objectives and organizational goals. The 737 MAX crisis shows a disconnect between marketing and safety. While the sales and marketing departments continued to work towards more orders and revenue generation, this led to a gap in addressing some key safety concerns with the 737 MAX planes, eventually leading to accidents. Future “To Be” State The future Boeing’s PMO represents a transformative vision seeking to address the current challenges. Firstly, Boeing wants to enhance communication with the various stakeholders. The business seeks to enhance communication to ensure a flow of information among the stakeholders. Enhancing communication will ensure that stakeholders understand the company’s strategic decisions. Secondly, Boeing endeavours to be more proactive in stakeholder management. Boing will employ a more proactive approach to the management of stakeholders by identifying the major stakeholders early in the project lifecycle and engaging them throughout the project journey. Lastly, Boeing wants to align with organizational goals. Every project Boeing's PMO does should be aligned with the company's strategic objectives so that project activities can directly contribute to the achievement of the overarching business goals. This will assist the teams to make informed decisions and prioritize using resources more efficiently. STAKEHOLDER MANAGEMENT The attached Excel Sheet contains a detailed analysis of the various stakeholders. ORGANIZATIONAL CHANGE TE...