Boeing case study

A lot of R&D but no way to manage it

Lacking a unified view of the company’s R&D, Boeing had no sense of how individual projects related to business strategies. Each business unit developed their own idiosyncratic tools and processes which were incompatible with the others. What the company needed was a single tool to rule them all, one that could manage the complex requirements of technology
portfolio management.

Won the contract

We lacked a lot of information about the requirements for the project, including the IA. The client withheld a lot of information, and we had weeks to deliver a functioning prototype. I used pure design principles to create a versatile application that could handle unforeseen needs, plus a bit of show-offy elegance for effect. This earned us the contract.

Documented the workflows

With the contract obtained, we had to re-think the product in light of the full context. There was still much we didn't know. Part of it was red tape but another part was the size of the organization in which knowledge was siloed. Moreover, the company was in flux with things changing. I led the effort to document the company's processes which we would be virtualizing.

Documented the workflows

With the contract obtained, we had to re-think the product in light of the full context. There was still much we didn't know. Part of it was red tape but another part was the size of the organization in which knowledge was siloed. Moreover, the company was in flux with things changing. I led the effort to document the company's processes which we would be virtualizing.

Documented the workflows

With the contract obtained, we had to re-think the product in light of the full context. There was still much we didn't know. Part of it was red tape but another part was the size of the organization in which knowledge was siloed. Moreover, the company was in flux with things changing. I led the effort to document the company's processes which we would be virtualizing.

Documented the workflows

With the contract obtained, we had to re-think the product in light of the full context. There was still much we didn't know. Part of it was red tape but another part was the size of the organization in which knowledge was siloed. Moreover, the company was in flux with things changing. I led the effort to document the company's processes which we would be virtualizing.

Documented the workflows

With the contract obtained, we had to re-think the product in light of the full context. There was still much we didn't know. Part of it was red tape but another part was the size of the organization in which knowledge was siloed. Moreover, the company was in flux with things changing. I led the effort to document the company's processes which we would be virtualizing.

Documented the workflows

With the contract obtained, we had to re-think the product in light of the full context. There was still much we didn't know. Part of it was red tape but another part was the size of the organization in which knowledge was siloed. Moreover, the company was in flux with things changing. I led the effort to document the company's processes which we would be virtualizing.

Documented the workflows

With the contract obtained, we had to re-think the product in light of the full context. There was still much we didn't know. Part of it was red tape but another part was the size of the organization in which knowledge was siloed. Moreover, the company was in flux with things changing. I led the effort to document the company's processes which we would be virtualizing.

Documented the workflows

With the contract obtained, we had to re-think the product in light of the full context. There was still much we didn't know. Part of it was red tape but another part was the size of the organization in which knowledge was siloed. Moreover, the company was in flux with things changing. I led the effort to document the company's processes which we would be virtualizing.