Project Management Case Study: The Spares Distribution Center (SDC) Essay

In the article indite by John McMichael and Lockwood Greene (1994), the Boeing Commercial Airplane Group (BCAG) scrawled to flesh and knead the advanced Spares Distribution Center (SDC) in SeaTac, Washington, for the companys guest Services Division. With the project aimed at yearly growth rate in the areas of inventory and shipments, there were internal and orthogonal risks that BCAG faced in sexual intercourse to the project. Internal risks had something to do with the control systems project design and implementation.As indicated in the article, Custom software development with extensive ordinariness and complexity could have increased design costs and jeopardized the overall agendum (McMichael & Greene, 1994, p. 516). There were risks also in material handling, in managing extensive exploiter input, and in the use of outside consultants. Internal risks were more centered on technical issues, which had to be solved through skills and correlation. When it came to externa l risks, however, these had something to do with political and companionable consent and acceptance.There had to be permitting by the new municipality, where the new project was to take place. Environmental impacts of the project had to be also considered here. more than so, it was written that SeaTac was incorporated as a municipality only months prior to the start of the project (McMichael & Greene, 1994, p. 515), which reflected that the municipality was somehow alien to the processing of building permits and inspections. As for social acceptance, the new project of SDC would have had huge impact on the neighborhood, chiefly because the project itself was huge.With the building to be extremely close to the SeaTac Airport, FAAs rules and regulations should not be ignored. The new project of SDC posed some risks in the external and internal environments. However, these risks posed problems that could all be solved through communication, correlation, person-to-person skills, and the procurement of knowledge and data. The most important thing, though, was to come up with the vanquish project design that had to nullify all these risks.