SOME PERFORMANCE ASPECTS

CONSIDERATIONS OF A CLASS OF ARTIFICIAL

NEURAL NETWORK

A PROJECT REPORT

Submitted by

SADHYA. A(REG.NO)

in partial fulfillment for the award of the degree

of

B.Tech. (FULL TIME)

in

MECHANICAL ENGINEERING

SRM INSTITUTE OF SCIENCE AND TECHNOLOGY

RAMAPURAM

NOVEMBER 2023

SRM INSTITUTE OF SCIENCE AND TECHNOLOGY

RAMAPURAM

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 BONAFIDE CERTIFICATE
Certified that this project report EV CHARGNING STATIONS

is the bonafide work of ANIRUDH KRISHNA

SHARMA(RA2211003020180), who carried out the project work under my

supervision.

SIGNATURE SIGNATURE
(GUIDE NAME), Degree Dr.
Assistant Professor PROFESSOR & HEAD

INTERNAL EXAMINER- I INTERNAL EXAMINER-II

ACKNOWLEDGEMENTS

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 We are expressing our deep sense of gratitude to our beloved chancellor
Dr. T. R. PACHAMUTHU, for providing us with the required infrastructure
throughout the course.
We take this opportunity to extend our hearty thanks to our chairman
Dr. R. SHIVAKUMAR for his constant support.
We take this opportunity to extend our hearty thanks to our Dean
Dr. M. MURALI KRISHA, Ph.D., for his constant support.
We convey our sincere thanks to our Head of the Department
Dr. , Ph.D., for his interest and support throughout the project
We take the privilege to thank our Project Coordinator
Dr. G. PRABHAKARAN, Ph.D., Vice Principal (Academics), for his
suggestions, support and encouragement towards the completion of the project
with perfection.
We express our heartfelt thanks to our guide Dr. L Jaykishan Nayak
Assistant Professor (Grade), for his sustained encouragement, and constant
guidance throughout the project work.
We express our deepest gratitude to, our parents, Teaching and Non-
Teaching faculties for their sustained encouragement, and constant support
throughout my studies.

ABSTRACT
The world stands at a crossroads, grappling with the need for sustainable solutions to
pressing environmental challenges. In the realm of transportation, electric vehicles (EVs)

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emerge as a beacon of hope, promising cleaner urban mobility and reduced carbon
emissions. For India, a nation in the throes of rapid urbanization, the transition to EVs is
both an opportunity and a necessity. Yet, a significant hurdle stands in the way – the lack of
a robust and accessible charging infrastructure.

Enter "Evolve," a visionary initiative committed to transforming the EV landscape in India.

The crux of this initiative lies in tackling the critical gap that hinders EV adoption – the
scarcity of widespread charging options. By strategically partnering with diverse
establishments and leveraging cutting-edge technology, "Evolve" aims to redefine the
accessibility and convenience of EV charging, paving the way for a more sustainable urban
future.

"Evolve" envisions more than just charging stations; it envisions a network that echoes the
evolution of transportation itself. It recognizes that EVs are more than vehicles; they
represent a shift toward cleaner, quieter, and more efficient urban living. With the heartbeat
of technology, the initiative aims to seamlessly integrate charging stations into the fabric of
everyday life, making the transition to electric mobility as natural as breathing.

However, "Evolve" isn't a solitary endeavor; it's a symphony of partnerships. By

collaborating with businesses, communities, and policy advocates, "Evolve" transcends
being a service provider. It becomes a catalyst for change, enabling businesses to embrace
sustainability while empowering individuals with access to cleaner transportation options.

TABLE OF CONTENTS

Chapter No. Title Page No

1 PHASE I EXPLORE
STEEP ANALYSIS
SYNTHESIS
MAPPING ORGANISATION ACTIVITY
4
 KEY COMPONENTS OF ACITIVITY SYSTEM
STAKEHOLDER MAPPING MATRIX
STAKEHOLDER LINKS & RELATIONSHIP
MAPPING TEMPLATE
STAKEHOLDER PRIORITY MAPPING MATRIX
STAKEHOLDER ANALYSIS & ENGAGEMENT
STRATEGY
PROJECT BRIEFAND OPPORTUNITY FRAMING
TEMPLATE
PROJECT BRIEF AND OPPORTUNITY FRAMING
TEMPLATE
PROJECT BRIEF AND REFRAMING PROJECT
CHALLENGES TEMPLATE
REFRAMING THE OPPORTUNITIES TEMPLATE
2 PHASE II EMPATHISE
POEMS FRAMEWORK TEMPLATE
GENERATE INTERVIEW QUESTIONS
EMPATHY MAP & USER JOURNEY TO GENERATE
INTERVIEW QUESTIONS
USER INTERVIEW NOTES
POST INTERVIEW DISCUSSION: ABOUT THE
INTERVIEWEE
POST INTEREVIEW DEFREIFPRESENTATION
DOCUMENTING INSIGHTS & NEEDS
3 PHASE III EXPERIMENT
SCAMPER WORKSHEET
RECONNECTING WITHOUR PERSONAS
4 PHASE IV ENGAGE
STORY BOARD CANVAS
STORY BOARDING CANVAS
5 PHASE V EVOLVE
STRATEGIC REQUIREMENT TEMPLATE
EVOLVING THE PROCESS FOR DELIVERY

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IMPACT EVALUATION INDICATOR
ACTION PLANNING TO ADVANCE THE DESIGN
CHALLENGE PROJECT
IDENTIFYING QUICK WIN
CONCEPT SYNTHESIS
M–A–R–S FRAMEWORK
WHAT IS OUR CHANGE MANAGEMENT PLAN?

EXPLORE
PHASE
6
 STEEPANAL
YSIS
SOCIAL & DEMOGRAPHICS
Urbanization and Population Density:
Urban areas, particularly the capital
city of Asunción and other major
urban centers, tend to have higher
population densities and are likely to
see more demand for EV charging
stations due to greater vehicle
ownership.
ENVIRONMENT & NATURE
Reduced Greenhouse Gas Emissions:
EVs produce zero tailpipe emissions,
reducing air pollution and greenhouse gas
emissions, which can have a positive
impact on air quality and public health.
Promotion of Renewable Energy: EV
charging infrastructure can encourage the
use of renewable energy sources, such as
solar or wind, for charging, which further
reduces carbon emissions.
TECHNOLOGY
Level 1 (110V): Basic, slow charging
that uses a standard household outlet.
Level 2 (240V): Faster charging,
common in residential and public
settings.
Level 3 (DC Fast Charging): Rapid
charging for quick refueling, often
found along highways and in public
charging networks.
YOUR
DESIGN
CHALLENG
E ISSUE
ECONOMY
Establishing EV charging stations
requires a significant upfront capital
investment. This includes the cost of
purchasing and installing charging
equipment, electrical infrastructure,
site preparation, and any necessary
permitting and compliance expenses.
POLITICS & LEGAL
Safety and Quality Standards:
Governments often set safety and quality
standards for charging equipment to
protect consumers and ensure that EV
charging infrastructure is reliable.
Technical Standards: Regulations may
define technical standards for connectors,
communication protocols, and
compatibility to ensure interoperability
between charging stations and EVs.
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STEEP ANALYSIS
MATRIX

High Impact

CONNECTIVITY PRICING

Uncertain to Occur Likely to Occur

CHANGING LIFESTYLE DATA PRIVACY AND LAW

Low Impact
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STEEP ANALYSIS
PRIORITIZATION
Discuss 2 key trends from the High Impact – Likely to occur quadrant:

1. Ultra-Fast Charging Technology: High-powered charging solutions were gaining traction

to address the need for reduced charging times. Ultra-fast chargers, notably those using 350
kW and higher power outputs, were being developed and implemented.
2.Expansion of Network and Interoperability: A major challenge in the EV charging
landscape was the lack of standardization and interoperability among different charging
networks. Companies and industries were actively working to establish more cohesive
networks and interoperable systems

Discuss 2 trends from the High Impact – Uncertain to occur quadrant

Wireless Charging as the Dominant Standard: While wireless charging technology was an
intriguing concept and had been tested in certain environments, its widespread adoption as the
dominant standard for EV charging seemed less likely in the near future.
Solar-Powered Charging Stations as Primary Energy Source :Although the integration of
solar power into EV charging stations was gaining attention and some installations were
incorporating solar panels, relying entirely on solar energy to power charging stations at a
large scale seemed less likely in the short term.

9
STEEP ANALYSIS
MATRIX

URGENT LESS URGENT

IMPORTA

 

LESS
IMPOR
TANT

 

10
SYNTHESIS: MAKING SENSE OF STEEP ANALYSIS AND
STRATEGIC PRIORITIES

Assessment Questions Synthesis: Sense Making

What relationships among Technology Advancements and Charging Speed:
the trends do you perceive? Interrelation: Technological advancements directly impact the charging speed capabilities of EV charging
How are they related? Why stations. As technology improves, the potential for faster charging increases.
are these relationships Importance: Faster charging times are essential for enhancing user convenience and acceptance of electric
important vehicles. Technological improvements in charging infrastructure directly influence the adoption rate of EVs.

What opportunities and/or Renewable Energy Integration:

challenges need immediate Opportunity: The advancement of renewable energy technologies, such as solar and wind power, presents an
attention going forward for opportunity to develop more sustainable charging stations.
your design challenge? And Why: Utilizing renewable energy sources can reduce the carbon footprint of EV charging, making it more
why? environmentally friendly and appealing to environmentally conscious consumers.

Infrastructure Development and Cost Management:

What would it take to
create positive change on
this issue relating to your
design challenge?
Public-Private Partnerships (PPPs): Foster partnerships between government entities and private businesses to
share the costs of infrastructure development. This collaboration can help reduce the financial burden on
individual stakeholders and accelerate the expansion of charging stations, particularly in less populated or
remote areas.
Incentives and Grants: Government incentives, grants, or tax breaks can be offered to businesses investing in
charging infrastructure, encouraging their expansion. This financial support can mitigate the initial investment
challenges and stimulate widespread development.

Who else would be Automakers and EV Manufacturers:

interested in this issue?
Why should they care?
What conversations
would you have with
them?
Why They Should Care: EV manufacturers have a vested interest in promoting the growth of charging
infrastructure as it directly impacts EV adoption rates. A comprehensive charging network boosts consumer
confidence in purchasing electric vehicles.
Conversations to Have: Discuss collaboration opportunities to expand charging networks, aligning with the
deployment of new EV models. Address concerns about charging standards and interoperability, seeking their
support to establish common industry standards.

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MAPPING ORGANIZATION ACTIVITY
SYSTEM
Connect to victim
After accident

ff DISTRIBUTORS
DESIGN PRODUCTION MARKETING

Identify Market Choose

Needs Planning Research
How
Sketching Routing
Choose
Marketing
Product you’ll
avenues manage
Search inventory
Facility Identify
Brainstorming
Target Set goals
Set UP Scheduling Market and
niche
Budget Find parking
Rechecking
space leaser
Develop How
Define
Supplier Business Monitor you’ll sell
Product product
dispatching brand and
Review

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(Identify your relevant key stakeholders)
STAKEHOLDER MAPPING MATRIX
13
 High Interest
High Interest/Low Influence High Interest/High Influence

High Influence
Lo
w
In
flu
en
ce
Low Interest/Low Influence Low Interest/High Influence

Low Interest

STAKEHOLDER MAPPING MATRIX

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STAKEHOLDER LINKS & RELATIONSHIP MAPPING TEMPLATE

15
 STAKEHOLDER PRIORITY MAPPING MATRIX
(Develop engagement Strategies)

High Interest
High Interest/Low Influence High Interest/High Influence

Influence
High
L
o
w
In
Low
fl
ue

Interest

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17
STAKEHOLDER ANALYSIS & ENGAGEMENT
STRATEGY

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PROJECT BRIEFAND OPPORTUNITY FRAMING
TEMPLATE

A. CHALLENGE OR PROBLEM DEFINITION

Organization Name
Project Sponsor

Address and Contact

Contact Person(s)

Project Title

Design Challenge

Design Challenge Context and Background What are the issues and opportunities that inspired this Design Challenge
Info

Why does this Design Challenge matter to the organization

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PROJECT BRIEFAND OPPORTUNITY FRAMING
TEMPLATE

A. CHALLENGE OR PROBLEM DEFINITION (contd...)

Goals and objectives of the Design

Challenge

Target users of this Design Challenge

Other key stakeholders

Previous efforts to solve this Design

Challenge

Current activity system and process

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PROJECT BRIEF AND REFRAMING PROJECT
CHALLENGES TEMPLATE

B. OPPORTUNITY FRAMING

Real issues behind this Design

Challenge

Inspirations from others in solving

this Design Challenge

Teams’ contributions

Success criteria

“HOW MIGHT WE
“Opportunity/ possibility
statement

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REFRAMING THE OPPORTUNITIES
TEMPLATE

Reframe your opportunities and filter one Agency’s Perspectives (The

Context)

“How might we....................?”

H User’s
M
W
Perspectives
Systems &
1. “How might we...................?” Processes’ Perspectives

2. “How might we...................?” STEEP Trends &Analysis

3. “How might we...................?”

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EMPATHISE
PHASE

23
POEMS FRAMEWORK TEMPLATE

Location: Date/Time/Period:

Report By:

POEMSFramework Field Visit and

Insights
onsiteObservation

People: Who are involved? (E.g., commuters, street

vendors, office workers, children, motorists, delivery
men, etc.) What roles do they play? How are the
people engaging with each other? How are they
related? What are the relationships? What is the
social context?

Environment: Where is the action taking place?

(e.g., public bus, road side, government office,
garden, etc.) What is happening? What are the
people doing? How do the people behave in this
environment? How does the environment influence
people’s behavior? What is the mood? Ambience?

Messages & Media: What are the messages and

communication media used? (e.g., signage, online
materials, posters, apps, etc.) What roles do they
play?

Services: What are the services and support systems

provided? (e.g., registration, library services, hands-
on guide, online booking, etc.)

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GENERATE INTERVIEW
QUESTIONS
• What does the user think & feel?
• What is really important to the user?
• What drives the user?
• What worries the user?
• What are user’s aspirations

• What does user see?

• What does user hear from others? • What does it look like?
• What do friends and family say? • Who surrounds the user?
• Who influence the user and how? • Who are the user/s friends?
• What communication channels are •
What makes the user happy? Sad? influential> Proud?
• What problem does the user encounter?

• What does the user say? Do?

• What is the user attitude?
• What could the user be telling others?
• Are there conflicts between what the User says/ does and truly thinks & feels?

• What barrier and challenges

What makes user happy or satisfied?
does the user face?
What does the user truly want?
PAIN? What are the user’s frustrations?
What obstacles are there?
GAIN? How does the user measure value?
What gives user passion/motivation?
What makes user feel indifferent?

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EMPATHY MAP & USER JOURNEY TO GENERATE
INTERVIEW QUESTIONS

DOING SEEING HEARING/SAYING FEELING/THINKING FRUSTATION NEEDS/WANTS

When does target

User go there?
How does target
User go there?

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USER INTERVIEW
NOTES
Interviewer Name
Note Taker & Observer
Interviewee Name
Interviewee contact details
Date/Time of Interview
Interview Location
Interview’s background information
Gender
Age Range
Profession
Education Background
Family
Hobbies
Likes/Dislikes
Interview Notes (Verbatim) Observations/Quotes

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POST INTEREVIEW
DEFREIFPRESENTATION:
Interviewee’s Goals &
Interviewee’s Aspirations:
/or Motivation

Interviewee’s Current
Interviewee’s Challenges &/or Pain Points
Experience

3 most memorable things

User Insights &/or needs
about the interviewee:

POST INTERVIEW DISCUSSIONS: ABOUT THE PROCESS

What went well with the Interview?

What did not go well with the Interview?

How can we do better for next Interview?

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POST INTEREVIEW
DEFREIFPRESENTATION:
END OF INTERVIEW
NOTES

Summary profile of interviewee

Overview of interviewee
Insert Photo Here (Brief demographic profile, likes /dislikes,
lifestyle etc..,):

Summary profile of interviewee

Goals/Motivation: Aspiration:

Current Experience: Challenges and Pain Points:

29
POST INTEREVIEW
DEFREIFPRESENTATION:
3 most memorable things about the User Insight & Deep Needs:
interviewee:

30
DOCUMENTING INSIGHTS & NEEDS:EXAMPLE
INSIGHT #:

Insert narrative of the user insight, needs, quotes here.

Need:

Quotes 1:

Quotes 2:

31
PERSONA CANVAS Persona Name:

Goals: Deep Need Statement:

Demographic

Profile: Age: Diversity of Needs:

Gender:
Motivation/Aspiration:

Home:

Hobbies/Likes/Dislikes:
Family: Challenges/Pain Points:

Social & Family Lifestyle: Behavior:

32
EXPERIMENT
PHASE

33
SCAMPER WORKSHEET

(What can you substitute? What or who could you use instead?)

S Substitute

(What can you combine or bring together?)

C Combine

(What can you adapt for use as a solution?)

A Adapt

(Can you modify or change the item in some ways?)

M Modify

(What other or new ways could this be used?)

Put to other
P uses

(What can you get rid of?)

E Eliminate

(What could you rearrange or change around?)

R Reverse

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RECONNECTING WITHOUR PERSONAS

Behaviors Aspirations Motivations Challenges Pain Points

User Insights Deep User Needs Constrains &/or Design Criteria

35
ENGAGE
PHASE

36
STORY BOARD
CANVAS
Directions:
• Review your persona, the ideal user experience journey and the prototype you have created.
• Brainstorm how you intend to illustrate your persona’s story in a coherent manner including the narratives.
• Use the story board template / canvas provided and start drawing.

Title:

37
STORY BOARDING
CANVAS

BEGINNING MIDDLE END

The Persona The setting The Problems The Solutions The Resolutions

38
EVOLVE
PHASE

39
STRATEGIC REQUIREMENT TEMPLATE

Strategic Requirements The Big Idea or the Idea Concept (Main Solution to be delivered)

Key Solution Components of

the Big Idea

Capabilities Required to
Deliver this Solution
Component

Current Organizational
Assets & capabilities to be
Leveraged

Development Strategy
to develop this
capability (if needed)

Requirements and cost to

develop (high / med / low)

External Sources of
Expertise (potential
partnership)

40
EVOLVING THE PROCESS FOR DELIVERY

Key Solution Workflow / Process Needed to Implement the Solution

Component

(Input Your Solution Process1 Process2 Process3 Process4 Process5 Process6

Component 1) (Header) (Header) (Header) (Header) (Header) (Header)

Process1(De- Process 2 Process 3 Process 4 Process 5 Process 6

scription) (Description) (Description) (Description) (Description) (Description)
(Input Your Solution
Component 2)

(Input Your Solution

Component 3)

(Input Your Solution

Component 4)

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IMPACT EVALUATION INDICATORS

Criteria Indicators & Measurement Stakeholders

Social Value Creation 1.… 1.…

2.… 2.…

Stakeholder Satisfaction 1.… 1.…

2.… 2.…

Solution Sustainability 1.… 1.…

2.… 2.…

Solution Scalability 1.… 1.…

2.… 2.…

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ACTION PLANNING TO ADVANCE THE DESIGN CHALLENGE PROJECT

Idea Objectives Responsibility Implementation Resources Completion

What idea for Why is this idea Who will lead How will this be What capability and When will this be
implementation important? Values and this? Implemented? resources are needed? completed?
benefits

43
IDENTIFYING QUICK WIN

What is this Quick Win (1) about?

What are the success indicator(s)? How would it

(these) be measured?

What are the resources / staff trainings needed?

Who will lead this Quick Win implementation?

What are the key steps needed to implement this

Quick Win? What is the timeline till completion?

When will be the status or progress update?

When will this be completed?

How would the Success be communicated?

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CONCEPT
SYNTHESIS

Design Solution
How Might We...
Challenge Concept

Persona: Value Propositions to

Organizations/Agency:

Deep Needs: Value Propositions to Target Users:

Gains: User Need(Problem) Solvers:

Pains: Gain Creators: Pain Relievers:

45
M–A–R–S
FRAMEWORK

Ability Role Systems

Use the MARS framework to understand the

people’s behavior in the face of the change
It is about the Tools It is about defining It is about the
and innovation
and Skills Roles/To Rs Support system
Motivation (Resources)

It is about the Why / the Will to change

Think

Engage team in
conversation to connect
and to empathize. Listen to
welcome the truth and to
gain trust Feel

Do

46
WHAT IS OUR CHANGE MANAGEMENT
PLAN?
Vision (Reasons)for Staff Engagement Communicate vision Implementation Plan Empower people for Create Quick Wins
change for change change

47
WHAT IS OUR CHANGE MANAGEMENT
PLAN?

48