Boeing - a case study example of enterprise project management from a learning organisation perspective
By: SZYMCZAK, Conrad C
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Contributor(s): WALKER, Derek H. T.
Material type: 
ArticlePublisher: West Yorkshire, England : MCB University Press, 2003Subject(s): Administração de Empresas | Modelo de Gestão | Programa | Estudo de CasoThe Learning Organization : an international journal 10, 2-3, p. 125-137Abstract: This paper helps explain the impact and potential for companies to better leverage knowledge and organisational learning from their portfolio of projects. It offers a model based on analysis of the development of the Boeing Company and from change management theory of a way to achieve an enterprise project management culture through organisational learning. The paper provides insight into and a rationale for improvement of project management practice for organisations that currently possess the ability to intelligently use knowledge gained from many projects to service their stakeholders. This ability provides the feedstock for organisational reinvention that can be a survival mechanism in reacting to changed circumstances as well as providing a proactive mechanism for developing new markets. In doing so, the paper draws attention to both the requisite enterprise knowledge management infrastructure and the required organisational culture that supports commitment and enthusiasm
This paper helps explain the impact and potential for companies to better leverage knowledge and organisational learning from their portfolio of projects. It offers a model based on analysis of the development of the Boeing Company and from change management theory of a way to achieve an enterprise project management culture through organisational learning. The paper provides insight into and a rationale for improvement of project management practice for organisations that currently possess the ability to intelligently use knowledge gained from many projects to service their stakeholders. This ability provides the feedstock for organisational reinvention that can be a survival mechanism in reacting to changed circumstances as well as providing a proactive mechanism for developing new markets. In doing so, the paper draws attention to both the requisite enterprise knowledge management infrastructure and the required organisational culture that supports commitment and enthusiasm
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