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Part: a
Pick any One Successful & One Failed Project
MASTER OF SCIENCE IN PROJECT MANAGEMENT
Part: b
BAHRIA UNIVERSITY
(Lahore Campus)
DEPARTMENT OF MANAGEMENT SCIENCES
Table of Contents
Elon Musk’s personal life goals are those for the sake of humanity, changing
the world and making it a better fun place to live. His goals are not for profit.
vows never to pursue legal actions who use his ideas for greater good. It
doesn’t matter for him who gets there first or accomplish the goal first that’s
not the main concern. His concern is that his dreams are realized and
great at spying challenges and facing them head on. His ideas are creative
and revolutionary. Elon Musk thinks that a leader should work harder than the
workers who work for him in order to motivate them. His visions are actualized
and so people believe in them, they know that he is taking chances to make
the world better place and his employees love him for that and they love the
fact that his vision is simple and attractive. So the perceived benefits of that
vision is clear.
A transformational leader is the one who can inspire others through own ideas and
actions.
His drive, his vision, his creativity, his enthusiasm, his commitment to his ideas and
his ventures, his selflessness and the risks he takes and his intelligence all of them
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2- Elon Musk History Towards SpaceX
plants on Martian soil, "so this would be the furthest that life's ever traveled" in an
attempt to regain public interest in space exploration and increase the budget of
NASA. But Musk realized that even with a much larger space budget, travel to Mars
technology. In October 2001, Musk travelled to Moscow with Jim Cantrell (an
aerospace supplies fixer), and Adeo Ressi (his best friend from college), to buy
refurbished ICBMs (Dnepr) that could send the envisioned payloads into space. The
group met with companies such as Lavochkin and ISC Kosmotras. However,
according to Cantrell, Musk was seen as a novice and was consequently spat on by
one of the Russian chief designers, and the group returned to the US empty-handed.
In February 2002, the group returned to Russia to look for three ICBMs, bringing
Mike Griffin, who had worked for the CIA's venture capital arm, In-Q-Tel; NASA's Jet
Propulsion Laboratory; and was just leaving Orbital Sciences Corporation, a maker
of satellites and spacecraft. The group met again with Kosmotras, and were offered
one rocket for US$8 million. However, this was seen by Musk as too expensive and
Musk left the meeting. While on the return flight Musk realized that he could start a
company which could build the affordable rockets he needed. According to early
Tesla and SpaceX investor Steve Jurvetson, Musk calculated that the raw materials
for building a rocket actually were only 3 percent of the sales price of a rocket at the
time. By applying vertical integration—principally for cost reasons; around 85% of the
entire Falcon/Dragon vehicle is produced in-house— and the modular approach from
software engineering (Falcon 9 uses 9 of the Merlin engines, which were tested on
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the single engine Falcon 1, Falcon Heavy uses three Falcon 9 booster stages),
SpaceX could cut launch price by a factor of ten and still enjoy a 70 percent gross
margin. Another reason for vertical integration was Musk's belief that reusable
suppliers.[citation needed] For example, SpaceX had to design a machine that could
friction stir weld aluminium-lithium alloy for the airframe of the Falcon 9 because
such a machine did not exist. According to Musk SpaceX started with the smallest
useful orbital rocket (Falcon 1 with about half a ton to orbit) instead of building a
more complex and riskier launch vehicle, which could have failed and bankrupted the
company.
In early 2002 Musk was seeking staff for the new company and approached rocket
engineer Tom Mueller, now SpaceX's CTO of Propulsion. SpaceX was first
decided SpaceX's first rocket would be named Falcon 1, a nod to Star Wars'
Millennium Falcon. Musk planned for Falcon 1's first launch to occur in November
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