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 07
Email: shindevk@rediffmail.com
Abstract
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, PMR
1.0 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 Project
The 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 Program

Periodic 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.

4.2

System 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 holders
The 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.
4.2.2

Critical 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

standards

2.

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:

4.6

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

Program 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).

Program Plans

5.1

Risk 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.

Business 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.

Lesson Learnt
Apart 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.

Awards
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.

10

Conclusion
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 agencies
Considering 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.
2.
3.
4.

Technology Perspective and Capability Roadmap (TPCR), April 2013

A Guide to the Project Management Body of Knowledge (PMBOK Guide) Fifth Edition
Report by FICCI and PMI on Project Management in India Insights from Six Key Sectors
In house project documents generated during project execution

Project Management in India

Author Profile
Author Name
Name of the Organisation

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

: Aircraft Upgrade Research and Design Centre (AURDC)
Hindustan Aeronautics Limited, HAL, Nasik 4222 07
: shindevk@rediffmail.com, design.nsk@hal-india.com
: 02550-271965
: 02550-282260(O), 278966(R), 9421413527(M)

Email
Fax
Phone

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

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

core

member

of

team

which

Raksha Mantris Award for Excellence in Design Effort

received