Project report

Combining documents
Responsible: Laura Gonzalez

1. Introduction
Responsible: ThanasisDroutsas
ThanasisDroutsas :
Trainer aircrafts for military applications constitute a necessary step towards the effective
training of new pilots. They bridge the gap between the pilots’ theoretical knowledge in
academics with the necessary hands-on experience of a fighter pilot. The role of these aircrafts is
often underestimated but the cost of an underperforming/underdesigned trainer can be huge both
in monetary and in actual lives as history has shown for several countries
At the first stage, the possibility of creating an aircraft is identified.

2. Objective
Responsible:ThanasisDroutsas
ThanasisDroutsas: The objective of this project is to design, develop and construct a trainer
Aircraft .A trainer is a class of aircraft designed specifically to facilitate flight training of pilots
and aircrews. The use of a dedicated trainer aircraft with additional safety feature such as tandem
flight controls, flight characteristics and a simplified cockpit arrangement. It allows pilots-in-
training to safely advance their real-time piloting, navigation skills without the danger of
overextending their abilities alone in a fully featured aircraft. The aircraft pilots should be
inexpensive, easy to operate and be able to emulate real combat scenarios during the hands-on
training of the new pilots.

3. Vision/Opportunity statement
Responsible: Vladimir, Manoj Mishra, ThanasisDroutsas, YOGESHWAR
ThanasisDroutsas: Responsible: Thanasis Droutsas

The current training aircrafts of the US Air force have been designed more than 20 years ago and
they use obsolete technology. It is imperative that our pilots have to be trained in new aircrafts in
order to significantly reduce the probability of potential fincancial and human calamities. The
aim is not to create a new fighter plane but to design a trainer one that will allow our new pilots
to put all their theoretical knowledge into practice.

Hence, special emphasis has to be given for example to avionics in order to meet the latest
developments in technology and not towards the systems that are necessary (only) during actual
combat situations. Moreover, a state of the art avionics and control system can be developed by
close collaboration and early engagement between our company, suppliers, research institutes
and the rest of the relevant stakeholders leading to tighter relationships with them. These new
systems can be integrated to our new trainer aircraft as well as to give us the latest knowledge for
the development or upgrade of the rest of our products. The latest trends show that avionics and
control systems become more and more reliable, able to cover a broader spectrum of functions
leading to the omission of other soon to be redundant systems.

With these developments at our products, the goal of the company to be a part of the top 5
companies in the world that design specialized small aircrafts becomes more viable.

The stakeholders of the project:

Government. Has a significant impact, but is forced to choose between different projects that are
more important.
Industrial lobby. Has a significant impact on decision-makers.
Competitors. They can have a big impact, but the interest in the project is low. They may oppose
the project.
AIR FORCE. The impact is average, and interest in the new aircraft is quite high.
Business. The impact is average, the interest is low, as they may not be related to the project.
Developers. Very interested, but the impact is negligible.
Taxpayers. The impact is small, interest is low, as they may not see the need to spend money on
a new aircraft.
Team. The most interested group, but the direct impact is low. Can increase it through other
stakeholders.
It is necessary to attract representatives of business and government to the team. This work can
be carried out through the most interested structure in the project: AIR FORCE.
The impact of competitors and taxpayers should be minimized. To do this, you need to involve
other stakeholders and the media.
Responsible:
ThanasisDroutsas

4. Detailed scope of work

Responsible: Manoj:
4 DETAILS SCOPE OF WORK

4.1 TECHNICAL DETAILS

Aircraft Type: Trainer Aircraft

Engine Type: : Turbojet

Flight envelop: 0 to 6 KM

Operating (on round): - 10° C to +55° C

4.2 WEIGHT AND DIMENSIONAL DETAILS

Length: 20 ft. (Max)

Width: 7 ft. (Max)

Height:: 5 ft. (Max)

Dry Weight:: 1000 kg (Max)

4.3 TIME SCHEDULE

Design and development: 2 Yr.

Series production: 5 Yr.

Vladimir:

Our deliverables are shown below and they will be accompanied with one or more
reports and a certification (when applicable). There is one milestone at the
completion of each building block (between 3-4 in total) as well as at the finish of
the integration(testing included) of the main control systems. The main
deliverables include:
1. Fuselage
1.1. Wings and Plumage
1.2. Chassis
1.3. Seats, belts, helmets oxygen supply
2. Engine
3. Avionics
3.1. Navigation system
3.2. Communication system
3.4. Display system
3.4. Controls
4. Emergency rescue equipment
5. Ground-based simulator
5.1. Development of guidelines for ground-based simulator
5.2. Training
6. Power System
7. Breaking System
8. Cabling and Piping
system
9. Auxiliary equipment

5. Safety, health and environmental management

Responsible: ArminMeftahi?
The design of the aircraft must meet environmental requirements.
The level of harmful engine emissions should not exceed ???
Manoj:
This design and development of project should not have any impact on safety, health and
environmental problem.
• Hazardous:During the engine and Aircraft development the any hazardous environment likes
process shop. Painting etc. to be taken care to avoid health issue.
• Noise: Aircraft should not have impact on environmental noise pollution during the training
trials. It should be within the
• Pollution: Engine should be designed with low NOx emission so that it will not have any
impact on environment pollution.

6. The project team and its responsibilities

Responsible: PRASHANTSINGH BHADORIA
A over all team size of 100 people is anticipated towards
1. Design and development
2. Manufacturing
3. Assembly and testing
4. Flight testing
5. Certification

The team will be formed with the project manager as the in charge. The project management
team will also include two deputies who will be overseeing the activities for the technical design
and manufacturing team and also the other non-technical team.

The design team will be headed by a design lead who will be ably supported by a team of
engineers / designers who will work on the airframe design, aerodynamics, systems design and
also release of all associated drawings. Another non-technical team will focus on the contracts
management, scope definition, HR , plant maintenance aspects.

The manufacturing team shall be headed by a Manufacturing expert with sub teams for jigs
design, parts manufacturing, structural assembly and integration. There will also be a team which
will head integration and testing once the systems integration task is completed.

This will further graduate in to teams which will also form part of flight testing group and will be
joined by flight test engineers and pilots.

A separate team will work with the certification agencies in order to ensure that all relevant
compliances are embedded in the design of the aircraft.

The team formation follows a matrix structure with all the domain experts being made to report
to project manager. This will ensure effective implementation and flow of instructions /
information.
I suggest that you move this drawing to applications or remove it to reduce the size of the
document (Vladimir)

7. Contracting Strategy
Responsible: Vladimir, Prashantbhadoria
Customer Contractors Possible type of Arguments «for» and «against»
contract (so-called pro's and con's)
Owner - Project team Engineering, As contract will be for entire life cycle of aircraft
Ministry of Procurement including spares, GSE, GHE and simulator , EPC
defence and contract is advantageos
Construction
(EPC);
Loan agreement
Project Plant Engineering,
team (General Procurement
contractor) and
Construction
(EPC);
License
agreement
Plant Contractors Provision of Contract with fixed price and incentive will
(General (Component Cost plus be benficial..
contractor) suppliers) Incentive fee
contract Pro:

1. The supplier will take the additional effort to

meet the specifications that are provided in the
drawings as per the accuracies and tolerances
mentioned.
2. The timely completion of project will earn the
supplier incentive based on performance.
3. Will provide room for some delta changes
should they be required
4. Supplier will not spend additional hours in
fabrication of the parts.
 Plant Leenders Loan agreement
(General
contractor)
Project Legal and Direct
team consulting agreement
companies
Project Engineering Engineering, Contracting for Manufacturing : Strengths: Will reduce
team companies Procurement cost and time lines. We will provide the detailed design
and of the parts and the contractor shall fabricate the same to
Construction specifications provided. Will require smaller project
(EPC) team as manufacturing is outsourced.

Weakness. ? Threats

Vendor unable to realise the parts as per scope and

accuracies. Tendering process will take resources.
Schedule will have be strictly followed. Loss of
materials if major re works present.

Project Insurers Direct

team agreement
Project Leenders Loan agreement
team
Contractor Suppliers of Direct
s raw materials agreement
(Compone
nt
suppliers)
Покупател Plant Direct
ь самолета (General agreement;
– ВВС contractor) License
agreement
Shareholders’
agreement

8. Risk register
Responsible: Vladimir, Prashantbhadoria, YOGESHWAR
Vladimir:
Risks of the project to create a new Trainer Aircraft
1. It is not clear how the proposed aircraft will be better than existing simulators. What are its
competitive advantages? Risks from existing Trainer Aircraft.
2. Government opposition. In a crisis, finances are cut. The focus is not on developing new
aircraft, but on improving existing ones. Possible risk – non-receipt of funding.
3. Support for the creation of a new aircraft by the air force.
4. A sharp rise in the cost of components for the Trainer Aircraft.
5. The reluctance of some pilots to be retrained on the new aircraft..
6. Delays in the approval of requirements for the Trainer Aircraft.
7. Delays in the development of the aircraft design and parameters Trainer Aircraft.
8. The need to rebuild ground-based systems and retraining staff

Risk ID 1 2 3
Risk title Competitors Lack of funding Air force Support
Threat or opportunity Threat Threat Opportunity
 TECOPS category
Cause This aircraft is already In a crisis, finances Desire to get a new
available are cut plane
Effect More modern aircraft The government may The air force
object leadership can support
Consequence Counteraction Significant impact on Lobbying for the
the chart project
Before response
Likelihood rating 3 (30-50%) 5 (50-80%) 5 (50-70%)
Consequence rating 2 4 1
Risk (multiplication 6 20 5
of the two)
Risk owner Project manage Project manage
Planned response Engaging as The formation of the Organization of
(incl. timing) stakeholders lobby. Search for interaction
investors
Residual risk
Likelihood rating 2 4 5
Consequence rating 2 3 3
Risk (multiplication 4 12 15
of the two)

Success criterion
Responsible: YOGESHWAR, Stanle Chacko
Vladimir:
1. Implementation of the project on time and within budget
2. Approval of the new aircraft pilots
3. A qualitatively new plane, corresponding to modern requirements

9. Work Breakdown Structure (WBS)

Responsible: Vladimir,

Vladimir:
The WBS is presented as a picture (not completely) and as a numbered list.
1. Design
1. 1. Fuselage
1.1.1. Wings and Plumage
1.1.2. Chassis
1.1.3Seats, belts, helmets oxygen supply
1.2. Engine
1.3. Avionics
1.3.1. Navigation system
1.3.2. Communication system
1.3.3. Display system
1.3.4. Controls
1.4. Emergency rescue equipment
1.5. Ground-based simulator
1.5.1. Development of guidelines for ground-based simulator
1.5.2. Training
1.6. Power System
1.7. Breaking System
1.8. Cabling and Piping system
1.9. Auxiliary equipment

2. Permitting
2.1. Environment Alimpact Assessmen
2.2. Operations permits

3. Contracting &Procurement
3.1. Fuselage
3.2. Engine
3.3. Avionics
3.3.1. Navigation system
3.3.2. Communication system
3.3.3. Display system
3.3.4. Controls
3.4. Emergency rescue equipment
3.5. Ground-based simulator
3.6. Auxiliary equipment
3.7. Service suppliers

4. Construction
4.1. Production of fuselage
4.2. Production of Engine
4.3. Production of Avionics
4.4. Production of Emergency rescue equipment
4.5. Production of Ground-based simulator
4.6. Production of Auxiliary equipment

5. Test &Commissioning
5.1. Trainer Aircraft
5.1.1. Pilot training
5.1.2. Training of mechanics and maintenance personnel
5.2. Ground-based simulator
5.2.1. Testing the Ground-based simulator
5.2.2. Pilot training on a ground simulator

10. Estimation of duration

Responsible: Thanasis Droutsas

BE= Basic Engineering
DE= Detailed Engineering
C&P= Contracting and Procurement
FAT= Factory Acceptance Test

Comment (Vladimir).
1. I edited this table to reduce its size, but I didn't change the content.
2. The Activity list must match the WBS.
3. The activity numbering must be the same for the entire document.
 Activity Duration Predecess Comment
(months) or

1.Research Studies 12 - Early engage of stakeholders

2. BE Design 18 - Cannot finish earlier than 3 months after

the finish of activity 1.

3. DE fuselage 9 2 -

4. DE Engine 5 2 Can start at least 6 months after the start

of basic engineering

5. DE Avionics 6 1 -

6. DE Emergency 4 2 -
rescue equipment

7. Ground based 7 2 Can start at least 5 months after the

simulator beginning of activity 2

8. Auxiliary 3 2 -
Equipment

9. Permitting 24 Total amount of months that will be

needed for this activity to finish;
it doesn’t have to be keep employees busy
continuously during all this time

10. C&P fuselage 12 3 If finances are cut from the Air force,
(including materials will be heavily impacted, high
construction & FAT) probability of back and forth
communication with supplier

11. C&P Engine 14 4 If finances are cut theAir force, attention

(including to be given to changed design that can
construction & FAT) lead to delays

12.C&P Avionics 16 5 Potential increase in lead time due to open

(including tender with many competitors
construction & FAT)

13. Construction in- 13 6,7,8 We need to hire expert personnel

house of the rest of
the systems

14.Integration 25 10,11,12, -
of separate 13
systems

15. Testing and 8 14 -

Commisioning

Action item: Total duration to be defined if there are no comments

Comment (Vladimir).
1. The Activity list must match the WBS.
2. The activity numbering must be the same for the entire document.

11. Cost and scheduling

Responsible: YOGESHWAR NATH SINGH

Cost Estimation: Delivery of a successful project is defined by your overall cost

performance and ability to meet project deadlines. Project managers need to have
the ability to allocate time and resources efficiently to manage costs and keep the
project on its tracks.

Comment (Vladimir). You need to reformat the table to reduce the size of the table: make
the last two columns narrower (the report should contain no more than 10 pages of text!)
Attention! The list of works in this table must be complete (including the numbering of
works) to coincide with the WBS. Please correct the table.

CAPITAL COST ESTIMATION OF DESIGN AND DEVELOPMENT OF TRAINER

AIRCRAFT

B
S.N BREAKDOWN OF COST PLANNED (IN ACTUAL VARIANCE DI A
O. S RE S
CT E
C
1 WING PRODUCTION $5,000.00 $5,500.00 $500.00 OS C
T O
S
2 EMPENNAGE PRODUCTION $6,000.00 $6,500.00 $500.00 T

3 FUSELAGE PRODUCTION $5,000.00 $5,000.00 $0.00

4 LANDING GEAR $6,000.00 $6,500.00 $500.00

PRODUCTION

5 ENGINE PURCHASE $15,000.00 $15,500.00 $500.00

6 AVIONICS LRU PURCHASE $10,000.00 $10,500.00 $500.00

7 ELECTRICAL LRU PURCHASE $20,000.00 $20,500.00 $500.00

8 SYSTEMS(HYDRAULIC) $15,000.00 $15,500.00 $500.00

9 SYSTEM(LANDING GEAR) $20,000.00 $20,500.00 $500.00

10 FLIGHT CONTROL SYSTEM $10,000.00 $11,000.00 $1,000.00

11 ENVIRONMENT CONTROL $25,000.00 $30,000.00 $5,000.00

SYSTEM

12 GROUND SUPPORT $50,000.00 $55,000.00 $5,000.00

EQUIPMENT

14 TOOL FABRICATION $15,000.00 $10,000.00 $5,000.00

15 PROJECT MANAGEMENT $25,000.00 $20,000.00 $5,000.00

16 DESIGN MANPOWER $100,000.00 $120,000.0 $20,000.00

0
17 PRODUCTION MANPOWER $200,000.00 $180,000.0 $20,000.00
0

18 HUMAN RESOURCE $15,000.00 $14,000.00 $1,000.00

MANAGEMENT

19 TEST PILOT COST $30,000.00 $25,000.00 $5,000.00

20 FUEL COST $25,000.00 $24,000.00 $1,000.00

21 WIND TUNNEL TESTING $15,000.00 $14,000.00 $1,000.00

22 GROUND TESTING $20,000.00 $25,000.00 $5,000.00

23 FLIGHT TESTING $60,000.00 $55,000.00 $5,000.00

24 INTEGRATION $15,000.00 $10,000.00 $5,000.00

B
25 FACILITY PURCHASE COST $10,000.00 $12,000.00 $2,000.00 IN A
AND FACILITY DI S
DEPRECIATION RE E
CT
C C
26 FACILITY MAINTENANCE $15,000.00 $13,000.00 $2,000.00 OS O
COST T S
T

27 GROUND EQUIPMENT $20,000.00 $15,000.00 $5,000.00

DEPRECIATION

28 GROUND EQUIPMENT $75,000.00 $55,000.00 $20,000.00

MAINTENANCE COSTS

29 MAINTENANCE OVERHEADS $10,000.00 $15,000.00 $5,000.00

30 HEADQUARTERS $25,000.00 $30,000.00 $5,000.00

OVERHEADS

31 ADMINISTRATION AND $26,000.00 $20,000.00 $6,000.00

TECHNICAL SERVICES

32 ADVERTISING, PROMOTION $250,000.00 $200,000.0 $50,000.00

AND SALES EXPENSES 0

33 PUBLIC RELATIONS COST $5,000.00 $6,000.00 $1,000.00

EXPENSES
 34 CUSTOMER SERVICES $20,000.00 $20,000.00 $0.00

35 TRAINING $6,000.00 $5,000.00 $1,000.00

36 INSURANCE COST $20,000.00 $15,000.00 $5,000.00

37 DESIGN ALLOWANCES FOR $15,000.00 $15,000.00 $0.00 AL

EQUIPMENT L
O
W
38 MATERIAL INEFFICIENCIES, $20,000.00 $5,000.00 $15,000.00 A
CUTTING AND WASTE N
ALLOWANCE CE

39 REWORK $20,000.00 $5,000.00 $15,000.00

40 NON-PRODUCTIVE $5,000.00 $0.00 $5,000.00

CONSTRUCTION TIME

41 ACTIVITY EFFECTED BY BAD $20,000.00 $5,000.00 $15,000.00

WEATHER CONDITIONS

42 CONTINGENCIES $25,000.00 $30,000.00 $5,000.00 C

O
NT
IN
G
EN
CI
ES

43 ESCALATION COST@5% $64,700.00 $58,250.00 $6,450.00 ES

C
AL
AT
IO
N

TOTAL COST FOR BUILDING $1,358,700.00 $1,223,250 $135,450.00  

AIRCRAFT ( ONE  NUMBER) .00

NOTE: COST FIGURES ARE INDICATIVE , ONLY FOR EXPLANATION PURPOSE.

12. Economic evaluation

Responsible: Prashantsingh

The designed aircraft will providing a robust platform for training future
pilots and also will be extremely safe. The aircraft will have state of art
avionics and systems which will enable it to undertake training for systems
level even in intermediate role. Although initial cost of the aircraft will be
higher than an available option, the life cycle cost will be far cheaper when
compared to economic benefits in terms of training value, maintenance,
simulation training and down time of aircraft.

13. Project management approach

Prashantsingh Bhadoria

The key metrics which will be the guideline primarily is the golden triangle of
project management
1. Scope management
2. Schedule management
3. Cost management

However what remains most critical is the stake holder management,

The primary stake holders have already been identified and a dedicated
approach will be adapted for each of these.

The communication channel will be bi directional as far as team interaction

goes so as to have all inclusive involvement of the team members and also
possibly other stake holders.

Weekly reviews will be conducted and the project progress shall be tracked
using dedicated project schedule software.

Progress reports will be generated on a monthly basis so as to benchmark the

earned value vs planned value.

All identified risk will be monitored closely for any probabilities of change
and suitable back ups shall be activated based on need.

The time scheduling will include management buffer which can cater for any
likely delays due to design risks or unforeseen events.

Gold plating shall be strictly avoided in order to restrict scope creep, in order
to ensure we dont aim to make the Best aircraft which essentially becomes an
enemy of the Good.

14. Monitoring and control

Responsible: Vladimir,
Vladimir: The figure below shows a variant of the Gantt chart. Please make adjustments.

The main task of monitoring and control is to detect possible problems before they become
critical for the project.

Understanding the overall project goals and control principles allows you to use common control
procedures.
The necessary conditions for the control:
1. Careful planning of work.
2. Correct assessment of time, labor, and financial costs.
3. Detailing the content and scope of tasks.
4. Accounting for the results and cost of work.
5. Periodic reassessment of time and costs.
6. Periodic comparison of performance and cost.
with calendar plans and budgets.
The basis of control is the Gantt chart and plans for cost, resources, etc.

15. Progress reporting

Responsible: Laura Gonzalez
13.1. Management summary
13.2. HSE performance
13.3. Project Key Performance Indicators (KPIs)
13.4. Key risks and mitigation actions
13.5. Schedule
13.6. Cost control
13.7. Quality
13.8. Engineering
13.9. Contracting and Procurement
13.10. Construction
13.11. Commissioning and Start-up
13.12. Scope changes

16. Evaluation and lessons learned

Responsible: Vladimir,
After the project is completed, it is necessary that the accumulated experience and new
knowledge do not disappear without a trace.
To do this, you need to collect and save the following information: project
Information.
Achieving project goals:
● • The results of the project (facts, figures)
● * Deviations from the plan, non-compliance with regulations, accidents
● * Problems and solutions, risk minimization
● • Assessment of compliance with the quality

Financial result
● Financial model
● Contracts
● Evaluating the performance of contractors/suppliers
● Evaluation of the project's economic efficiency
Marketing materials
● Company's achievements in the project, success story
● Client feedback

Team performance evaluation:

● Evaluating the contribution of project team members
● Suggestions for improving project management
● Comments and suggestions from project team members