Contents:AbstractBackground1. Stakeholders analysis2. Reasons of underestimating the budget and time of the Concorde project3. Implementing good Project Management methodology4. Technical success and commercial failure of the Concorde project management5. Evaluation of the Concorde projectConclusionReferencesAbstractThe aim of this paper is to present the history of the Anglo French Concorde project and to assess its process from the start in 1956 until the last flight of a Concorde airliner in 2003. This paper should also give proper and justified answers to such problems as budget and time escalation, it should explain how this could have been avoided by implementing useful project management methods. And also should give a evaluation of the whole project itself.
BackgroundPeople always dreamed about flying, when it was finally possible at the beginning of XIX century they wanted to fly faster, safer and cheaper. Those dreams were the base for a new idea to fly faster than the speed of sound.
After the Second World War the aircraft industry was technologically prepared to produce a supersonic plane, however it was a demanding task to built a supersonic airliner.
There were four countries which had interest and the possibility of making the idea into reality: Great Britain, France, USA and Russia. All of those countries had their own research and development departments that were working on creating the fastest plane in the world. This was a political game, USA and Russia have focused on space flight programmes such as sending first man to the moon and supersonic transport (SST) was not the priority. The biggest effort to start the project made England, although in time they realised that this mission is to large for them on they own (Clarke, 1976).
Britain was falling in the worlds aircraft industry chart in the early 50's, partially because of the failure of...