Case Study: Project Management Aspects in execution of Design and Development of Indian Defence Project with Foreign Business Partner Vijay K Shinde, PMP, Chief Manager (Design)

Aircraft Upgrade Research and Design Centre (AURDC)

Hindustan Aeronautics Limited, HAL, Nasik 4222 07Email: shindevk@rediffmail.comAbstract

Over the years, defence aerospace is a key driver to accomplish operational roles, successfully execution of critical missions by defence forces and hence is a force multiplier for developing country like India.As technological challenges in defence aerospace is becoming more complex and participation of number of foreign agencies have also increased, Project Management Practices has become a key and is dominating the projects towards achieving the project goals. Considering the huge cost involved in defence projects it is likely to impact the national economy of the country due to foreign exchange outflow towards procurement and support in defence aerospace from foreign business partner. In order to protect the countries strategic and economic interests, and at the same time maintain the edge and independence with respect to the technological developments in defence aerospace, self reliance is the only solution that emerges.

The defence sector in terms of project management covers government, Business Partner (Indian/Foreign) and commercial industries involved in research, development, production, and service of military equipments and facilities. The project success also depends on the defence contractors which are business organizations or individuals that provide products or services to government and the defence production industry.

This paper describes the case study covering the Project Management aspects implemented towards successful execution of one of the project involving Indian Air Force (IAF), Hindustan Aeronautics Limited(HAL) and a Foreign Business Partner.Keywords Self Reliance, Project Management Practices, PDR, CDR, TRR, CA, PMR1.0 Introduction

Implementations of Project Management Practices are major challenges towards execution of the any project involving multi agencies in Indian Defence aerospace sector. Presently no pre-defined project management model exists for successful implementation of project involving foreign business partner for co-operative design and development in Indian scenario. A synergized effort with proper Project Management practices among various agencies is required for execution of the project and achieving all milestones for the project.

This paper discusses the case study of one of the project executed successfully involving Indian Air Force (IAF), Hindustan Aeronautics Limited (HAL) and Foreign vendor, adopting best project management practices used in the aerospace sector In this paper, the project management process adopted to address the Key Challenges like Management, Planning and Reporting methodology during execution of the project are summarised.2.0 Evolution of Program Management System for the ProjectThe main stake holders in the project were Indian Air Force (IAF), Hindustan Aeronautics Limited(HAL) and Foreign Business Partner, During the initial phase of the project dedicated program manager for the entire program was appointed with complete responsibility and authority for all technical performances, cost and schedule aspects. As the project was of complex nature with stringent time constrains having stakeholder remotely located key challenge was to evolve an efficient and cost effective program management methodology for successful execution of the project. The process flow was evolved which was also concurred by all the stakeholders. The process flow adopted is given in figure-1.

Figure-1 Process flow for the project

A dedicated Project team was formed which was responsible for maintaining the project on schedule as agreed initially by all the stake holders. This Program Management Team was responsible for executing all program tasks and activities. The Program Manager was responsible for the performance and quality aspect of all the work performed for this project. 3.0 Schedule Management

Detail Program schedule was prepared and maintain for the entire project activities, including milestones and key activities. The document was the basis for progress report. Each update to the document was reported and approved by concerned Stake Holders.4.Program Reviews

4.1 Technical Reviews in the ProgramPeriodic technical reviews as per the agreed schedule were conducted. The technical review covered the requirements for a Technical Review and Audit Program that was undertaken as a part of the project.4.1.1 General Format

All design reviews identified in the Technical Review and Audit Program was conducted as per agreed locations with participation of all Stake Holders. .

The dates on which the reviews were held was jointly agreed between concerned Stake Holders, which were also milestones as part of the program

Any deviations from the requirements stated were permitted with the prior agreement of Stake Holders.4.1.2 Review Entry Criteria

At least 1 Week prior to the commencement of any review, draft data pack was circulated among various stake holders, covering following:- Agenda

Attendees

Draft presentation material

Status of required delivery Items

The agenda also included core Stake Holders as well as part time Stake holders who were directly or indirectly attributed in the Program. It was ensured that the attendees collectively consist of appropriately qualified and empowered personnel who were capable of fully supporting the Review and making decisions on the points undergoing review.

All documents nominated as part of a review package were reviewed and commented on by concerned Stake Holders prior to commencing the design review. The comments were implemented prior to the design review, which was an entry criteria for each review.

4.1.3 Review Conclusion

Formal design review minutes were circulated to all the concerned Stake Holders. The action log together with the action needs and dates for completion was published within the review completion. The formal minutes agreed by all Stake Holders were published with all appropriate attachments within One week of conducting the meeting. The minutes of joint meetings was signed jointly by concerned Stake Holders.Completion of each review was considered to be achieved upon issue of the formal minutes and completion of any relevant actions to the satisfaction of concerned Stake Holders.Regular review of the actions was carried out during the weekly reviews.

In case, it was found that the review is not satisfactory as per the technical baseline, necessary changes in the design were carried out along with re-conducting of the review.

4.1.4 Review Requirements

On request of Stake holders, certain reviews were combined to ensure the most cost effective process and time savings.

4.2System Design Reviews

The following system design reviews were conducted as part of the project Preliminary Design Review(PDR) Critical Design Review(CDR) Technical Review Readiness(TRR) Configuration Audit(CA) Formal Qualification Review(FQR)4.2.1 Preliminary Design Review (PDR)

The purpose of the PDR was to verify that the proposed design meets all the requirements defined in the agreed technical specification. It also confirmed that there was an agreed method of verification and route for clearance. Also there was a detailed understanding of the risks and the plans, and that programs were in line with the contract requirements of all the stake holdersThe PDR was conducted on the basic design approach being applied to the technical requirement that make up the deliverable of the program. PDR review covered following elements:-1. Evaluated the technical adequacy, consistency, and risk management (on a technical, cost, and schedule basis) of the preliminary design, and selected most effective design and test approach for successfully execution of the project.2. Determine whether the selected design approach was consistent with the performance, safety, interface, preliminary EMI/EMC analyses, and in line with the functional requirements allocated to the Installation.

3. Establish the existence and compatibility of the physical and functional interfaces.

4. It also included an assessment of the build standard and test documentation, and ensured that all requirements are met. It also checked if the preliminary design was compliant with the technical requirements and if the proposed test and evaluation methods were being addressed.

Entry Criteria: The documents required for review prior to commencing the PDR

Conclusion: The review was formally agreed by all stake holders that the design is sufficiently mature to pass into the detail design, development and manufacturing process and there is an acceptable route to clearance.4.2.2Critical Design Review (CDR)

The purpose of the CDR was to verify that the design was complete and adequate evidence exists to demonstrate that it meets all the requirements specified in the contractual documentation.

Where the design does not meet the specification requirements, deviations to the requirements were recorded which were acceptable before manufacturing commences.

CDR review covers the following elements:

1. Ensured consistency with the detailed design, verified technical requirement standards2. Ensured that all type verification evidence has been produced

3. Ensured that the certification agency requirements were met

4. Hardware, Mechanical, Electrical and Software considerations.

Entry Criteria:

Successful completion of PDR, action list of PDR and the documents required for review prior to commencing the CDR.

Conclusion:

Declaration of design and performances was signed and ensured that design was mature enough to go ahead for implementation / production activities.4.2.3 Test Readiness Review (TRR)

The objective of TRR was to evaluate adequacy of test procedures. This review included:

Test philosophy, scope, plans and schedule.

Status of system, hardware, software and documentation required for the test.

Status of testing facilities and tools.

Acceptance criteria and its approval.

4.2.4 Configuration Audit (CA)

The objective of CA was to validate the development of hardware/software configuration items. The CA was part of Program Management Reviews (PMR) following the CDR.

4.2.5 Formal Qualification Review (FQR)

The objective of FQR was to analyze, inspect and test the system against contracted specifications, and meet all the certification requirements of the projects.

4.3. Program Management Reviews (PMR)

Face to face, Progress Review Meetings was planned every 3 months. The reviews were conducted at a mutually agreed time and locations between various Stake Holders. The purpose of the meeting was to review the status of the program. The format of the meeting included the following elements Detailed program review including critical path

Resources review

Risk status

Action items status

Commercial Issues

Preparation for modification

Summary

Overall progress/performance was determined with corrective action defined where appropriate. Issues that were beyond the responsibility / scope of the meeting representatives was highlighted and raised to appropriate levels of management within various Stake Holders. The commercial and technical leaders from each organization were responsible to ensure that issues are raised and resolved by their management.

Action log were prepared, which recorded and tracked the actions that were defined in Progress meetings. The action log was regularly reviewed in every progress review to ensure that the actions are progressed and that an appropriate amount of effort is directed towards critical actions.

4.4 Other Program Management Meetings

4.4.1 Kick-off Meeting

Kick of meeting with participants of all Stake Holders were held to present all the preparation and efforts done in for the implementation of the program. Discussions included but were not limited to internal plan, program organization, resources etc.

4.4.2 Progress Meetings

Regular internal progress meetings were held to review the progress.4.4.3 Weekly Engineering Review

An engineering review with participation of concern stake holders on requirement basis were held at a mutually agreed time. The purpose of the meeting was to hold detailed technical discussions and any associated issues of the program.

Overall progress/performance was determined with corrective action defined where appropriate. Issues that were beyond the responsibility / scope of the meeting representatives was highlighted and raised to appropriate levels of management within each organization. An action log was maintained to record the technical issue status. The objectives and timescales of the actions were set during the review.

4.5. Program Reports

Every month progress report was submitted to concern authorities. The report includes the following:

Tasks achieved in the previous month with reference to the program plan

Planned activities for the coming month

Risk status

Outstanding technical issues

Payment status

Action Items status

4.6Program Co-ordination Memorandum (PCM)

Method for general communications between various stake holders was defined like fax or e-mail. However, any decisions causing impact on cost, schedule or design of the product was confirmed by a signed Program Co-ordination Memorandum (PCM). 5 Program Plans

5.1Risk Management

Risk Management process was defined to tackle risks in the program. The objective of the risk management system was to early identify and track risks in the program and systematically reduce the elements that could affect the ability to meet the program technical, cost or schedule objectives. The risk register was reviewed at every progress meeting to ensure that the status of the risk is current and that an appropriate mitigation strategy is available.

5.2 Configuration Management

Configuration Management plan was implemented for the program, in accordance with procedures defined.5.3 Data Management

Comprehensive data depositary for all data generated for program was maintained. Every task was documented to ensure complete audit trails for every task performed. Data base was maintained for all the deliverables data items, their issue and status of their delivery.7Business Benefit

This project was executed on Pilot Project. Based on the successful implementation of pilot project concept, further follow on project on similar line is in process.8Lesson LearntApart from language, cultural differences of foreign business partner, one of the key learning lessons during execution of the project is schedule management. While preparing the schedule of the program, national and other holidays of foreign business partners and Indian holidays to be considered, otherwise schedule management becomes crucial to achieve milestones of the project. As part of project closure, report covering various issues, experience, lessons learnt, problems faced during execution of the program was recorded and released.9Awards Two Prestigious awards have been conferred by Aeronautical Society of India (AeSI) & Society of Defence Technologies (SODET) respectively for design innovation and considering successful execution of the project.

10Conclusion The project management process adopted for execution of the project was found to efficient and effective in Indian defence project involving various stake holders like Foreign Business Partner, HAL and government Certification agenciesConsidering the thrust by the Indian government towards self reliance and Make in India policy, one of the strategic necessities is achieving self reliance in Military Aerospace. Modern project management process is a powerful transformational management methodology that has undeniably shown to help individuals and organizations successfully plan and accomplish many difficult objectives and projects around the world. Project management has grown, matured and spread around the world to include a robust set of theories, principles, methodologies, practices, activities, professionals and organizations. Adoption of systematic project management practices/models in defence sector not only will help to attain project objectives but also provide a scope for national savings by lowering project execution costs. Tailored Project Management Mechanisms/Models and Practices with WIN WIN situation for all stake holders will be a key challenge in the coming years.

References 1. Technology Perspective and Capability Roadmap (TPCR), April 2013

2. A Guide to the Project Management Body of Knowledge (PMBOK Guide) Fifth Edition

3. Report by FICCI and PMI on Project Management in India Insights from Six Key Sectors

4. In house project documents generated during project execution

Project Management in IndiaAuthor ProfileAuthor Name

: Vijay K Shinde, PMP, Chief Manager (Design)

Name of the Organisation: Aircraft Upgrade Research and Design Centre (AURDC)

Hindustan Aeronautics Limited, HAL, Nasik 4222 07

Email

: shindevk@rediffmail.com, design.nsk@hal-india.comFax

: 02550-271965

Phone

: 02550-282260(O), 278966(R), 9421413527(M)Shri VK Shinde is currently working in the capacity of Chief Manager (Design) and has 18 years of R & D experience in the area of Avionics system integration and Upgrades. He has published 8 papers on various topics in national and International seminar. He is receiptant of following prestigious awards

a. Engineering Achievement Award by Institute of Engineers b. Dr Biron Roy Trust Award by AeSI

c. Society of Defence Technology award. He was also a core member of a team which received Raksha Mantris Award for Excellence in Design Effort _1482816080.vsdTeam

Formation of Project Team

TechnicalReview

Requirement for Technical Review and Audit Program

PDR

Verify the design meets the proposed requirments

CDR

Verify completeness of the design

TRR

Evaluate the test adquacy of test procedures

CA

Validate the Development of HW/SW

FQR

Analyze, inspect and test the system as per specification

System Design Review