PROJECT MANAGEMENT (303KM) - ASSIGNMENTdocshare01.docshare.tips/files/29049/290495011.pdfPROJECT MANAGEMENT FARHAN YOSUF 3 INTRODUCTION Project Management is the art of making things

PROJECTMANAGEMENT(303KM)-ASSIGNMENT

AIRBUS POWER LIFTER - APL20

ByFarhanYosuf(EAU0710043

Instructor:Mr.NigelWoodhead|EmiratesAviationUniversity

PROJECT MANAGEMENT FARHAN YOSUF 2

TABLE OF CONTENTS INTRODUCTION .................................................................................................................... 3

TASK 1 - SCOPING OF THE PROJECT .................................................................................. 4

OBJECTIVE .......................................................................................................................... 4

GENERAL FEATURES ......................................................................................................... 4

INTENDED STAKEHOLDERS ............................................................................................. 5

FEATURES FOR CIVILIAN USE .......................................................................................... 5

FEATURES FOR INTERNATIONAL AID AGENCIES ........................................................... 6

FEATURES FOR AIR FORCE AND MILITARY OPERATIONS ............................................. 7

RESOURCES MAPPING ..................................................................................................... 8

PROJECT BUDGET ............................................................................................................. 9

TASK 2 - RISK ASSESMENT ................................................................................................. 10

TASK 3 - MILESTONES ........................................................................................................ 14

RECOMMENDATIONS ........................................................................................................ 15

CONCLUSION ..................................................................................................................... 17


INTRODUCTION Project Management is the art of making things happen. It is process of streamlining

the tasks for all departments and ensuring a desired final outcome within the self-

defined parametrical limitations all while monitoring each outcome closely. It requires

meticulous definition of the scope, planning and successful implementation, control

and transition of the project.

This endeavor is undertaken by a project team, which consists of: A project Sponsor

who signs off on the project, Project Manager who is accountable and responsible for

the project progress and the team members who implement the project in accordance

to the devised plan.

For the purpose of this project, as Airbus we have to ensure the successful

management and development of the Airbus Power Lifter (APL20) project.

This Assignment explores the scoping of the project, risk assessment and key

milestones of the project. These are key features that are elementary in any project

management.


TASK 1 - SCOPING OF THE PROJECT

OBJECTIVE

Research, Design and Manufacturing of a V/STOL (Vertical/Short Takeoff and

Landing) aircraft designed to carry up to 20 tons of cargo and can carry cargo in

format of 20ft sea containers to and from restricted spaces, remote locations and

difficult terrain with the advantage of flying faster and carrying heavier loads than

average cargo helicopter.

GENERAL FEATURES

MAXIMUM PAYLOAD CAPACITY 20,000 Kilograms (20 tons)

POWERPLANTS Two Rolls Royce F140 “Lift system”

powerplants producing 45000 to 60000

lbf of thrust.

CRUISE AIRSPEED 700 knots (1296 Kilometers per hour)

FUEL CONSUMPTION 97 liters per 100 kilometers. (For

Maximum Takeoff Weight)

CO2 EMISSIONS 25 Kilogram per Kilometer.

COST 378 million USD for APL20-100.


INTENDED STAKEHOLDERS

1. Cargo and Freight companies with complex logistics and operations such as UPS,

Federal Express (Fedex) and DHL.

2. International aid agencies and emergency relief operators such as World Food

Program (WFP) Aviation and United Nations Humanitarian Air Services

(UNHAS) emergency cargo services.

3. Air Force Operators such as the Royal Air Force (RAF) and the United States Air

Force (USAF) for aiding ground military operations.

FEATURES FOR CIVILIAN USE

1. Ability of using standard 20 feet sea containers for cargo drastically reduces

loading and offloading time and streamlines the sea and air freight logistics by

improving the interchangeability and providing ease of operations.

2. An industry leading 7% improved SFC (Specific Fuel Consumption) in comparison

current generation cargo aircraft.

3. Up to 28 times faster shipping in comparison to current sea freight operations

and up to 30% faster shipping in comparison to current cargo aircraft.

4. Unobstructed Cargo Space with dimensional space for unconventional cargo

transport.

5. Access to rural areas and extreme terrain with restricted spaces.

6. Operations to and from any airport across the globe.

7. Optional Pressure hold for sensitive cargo.

8. Long Operational Range of up to 25000km (Optional).

9. Operation in extreme weather conditions.


FEATURES FOR INTERNATIONAL AID AGENCIES

1. Operation to and from restricted spaces in remote locations with unpredictable

terrain.

2. Direct provision of relief to the affected areas instead of shipping the relief

supply by an aircraft and transferring the relief to the affected areas by an

helicopter.

3. Replacement of helicopter operations to remote areas with airbus power lifter,

with the advantage of carrying up to 2 times the payload of a comparable

current generation helicopter, reducing the frequency of operations.

4. Provide emergency relief to remote areas with a 4 times faster emergency

response time than a comparable current generation cargo helicopter.

Time

22 Days

Cruise Speed

25 knots

Docks at the seaport only

SIMILAR SEA

VESSEL Time

12 Hours

Cruise Speed

550 knots

Lands at an airport only.

SIMILAR AIR

CARGO Time

10 Hours

Cruise Speed

700 knots

Land and takeoff from anyairport, seaport & heliport (any terrain)

AIRBUS POWER LIFTER

Figure 1: A comparison of features


5. Compatibility with 20 feet standard sea containers improves and streamlines the

emergency response by reducing the loading and offloading time between sea

and air relief provided by various countries.

6. Long Operational Range of up to 25000km.

7. Optional Pressure hold for sensitive cargo such as food and medical supplies.

8. Operation in extreme weather conditions.

FEATURES FOR AIR FORCE AND MILITARY OPERATIONS

1. Provide ground support in remote locations with uneven terrain and restricted

space.

2. Launch support missions directly to the intended location without the need for

air to air refueling with an exceptional range (2 times the operating range of any

current military cargo aircraft).

3. High operational ceiling, out of range of any Surface to Air (SAM) missiles.

4. First of its kind optional armored protection for the aircraft body, wing and

engine nacelle with protection of up to 4 SAMs to the aircraft body 2 SAMs to the

wings and 1 SAM to the engine nacelle.

5. Unconventional cargo space allows for carrying up to four light tanks (such as

Alvis F107) or up to seven ALSVs (Advanced Light Strike Vehicles) such as

General Dynamics Flyer-72.

6. Capacity for up to four apache AH64 attack helicopters.

7. Heavy armament options can be configured for establishing a line of defense

support in air to air combat or air to ground combat missions.

8. Long endurance search and rescue missions with ability to operate in adverse

weather conditions, advanced hovering abilities for effective search and faster

vertical speed for quick return.


RESOURCES MAPPING

Figure 2: Resource Mapping for Part Suppliers

Wing and associative parts are supplied by Britain, Germany France and South

Africa.

Various fuselage sections are manufactured and supplied by Germany, South

Africa, Belgium and Turkey.

Powerplants, Engine Nacelle and Engine mounts are supplied by Britain, Spain and

France.

Parts are gathered and assembled in a new state of the art facility in Toulouse,

France.

NewAssemblyPlant

(Toulouse)

Britain

SouthAfrica

France

BelgiumTurkey

Spain

Germany


PROJECT BUDGET

The total project budget is 20 billion euros, of which 9 billion euros are assigned for

Research and Development, 6 billion euros for Assembly and Manufacturing, 4

billion euros for Prototype Development and 1 billion euros for marketing.

45%

30%

20%

5%

BudgetConsolidation

Research&Development Assembly&Manufacturing PrototypeDevelopment Marketing


TASK 2 - RISK ASSESMENT A survey of predictable risks is conducted for determining and preventing a major

non appreciable event from happening.

• DELAY FROM THE SUPPLIERS

Delays from any of the seven suppliers from Britain, Germany, Spain, Turkey,

Belgium and France can cause an overall delay of the aircraft development

progress.

ACTION TO PREVENT:

Due Diligence of the supplier must be carried out prior to hire to ensure the

supplier has leading practices.

Clear Service Descriptions to ensure that the supplier shares or take

responsibility for the costs incurred due to the delay.

• BUDGET MISHANDLING

Inappropriate expenditure practices by overspending or even underspending

can result in sensitive budget changes which could lead to lack of funds.

ACTION TO PREVENT:

Monitor the expenditure by all project teams closely to ensure event like “Scope

Creep” do not happen (A situation where consistent changes to the scope are

made regularly causing delays due to problem tackling by the project teams).

• MISCOMMUNICATION BETWEEN THE PROJECT TEAMS

Misunderstanding the criteria by the project teams can lead to confusion within

the teams and can further lead to an undesired end result and delays. This can

fairly impact the project in a negative manner.


ACTION TO PREVENT:

Ensure each team member clearly understands their role on the project.

Conducting well timed meetings to update project status like division of

responsibility, progress on deliverables, and upcoming tasks and any obstacles

hindering success.

Well established protocol of communication between the team members and

the managers.

• FAMILIARITY WITH NEW TECHNOLOGY AND MANUFACTURING PROCESSES

Use of newly developed technologies and manufacturing processes can result in

unfamiliar work environment for the workers and the learning curve ca result in

delays.

ACTION TO PREVENT:

Training sessions and workshops to ensure the employee awareness about use

of new equipment and software in advance, preventing a higher and potentially

dangerous learning curve from trial and error.

• SATISFACTION OF THE EMPLOYEES

It goes without saying, the more satisfied the employees, higher the individual

productivity, dissatisfied employees can cause severe delays by causing protests

and strikes.

ACTION TO PREVENT:

For ensuring employee satisfaction, a set of benefits should be established and

an atmosphere of growth should be created. The employees should be

encouraged to establish social connections, ensure good health and provision of

routine break up.


• LEAK OF CLASSIFED DATA

Leak of sensitive data can lead to competitors developing a similar/better

aircraft and cause market share to drop (due to loss of business).

ACTION TO PREVENT:

Ensure credibility of the workers before hire, set up security systems and

designated security clearances for individuals working in each department,

installation of custom design firewall to prevent intruder access.

• MARKETING OF THE AIRCRAFT

If the aircraft is not marketed properly, the aircraft wouldn’t appeal to the

different sets of customers and result in very low set of orders.

ACTION TO PREVENT

Provide a range of options catering specifically to each customer with a right set

of achievable customizations that are advertised to each customer in

accordance.

• TESTING DELAY LEADING TO CERTIFICATION DELAY

Delays in testing can lead to stringent certification checks and cause a delay,

impacting the deadline adversely.

ACTION TO PREVENT

Ensure individual departmental deadlines are achieved on time, preventing

delays at individual levels and hence preventing testing delay and certification

delay.

• NEGATIVE COMPETITION

A competing aircraft development by a rivaling company can cause a negative

impact on the current set of specifications, and they will have to be modified to

match or exceed the rivaling aircraft.


ACTION TO PREVENT

Prevent leak of sensitive documents, sign agreements with suppliers for

confidentiality and keep a level of flexibility in the initial scope to accommodate

changes that improve competitiveness.

• IMPROPER MANAGEMENT

Lack of proper management can lead to simultaneous setbacks leading to bad

decisions and errors causing numerous delays.

ACTION TO PREVENT

Ensure that a systemic hierarchy of management exists and accountability of

each department to ensure a high level of responsibility among the project team

and managers.


TASK 3 - MILESTONES Milestones for development of the Airbus Power Lifter (APL20) based on

completion of a deliverable are shown below:

• ACQUISITION OF PARTS

Acquiring all the parts from the suppliers in time for assembly.

• ASSEMBLY OF PARTS

Completion of the barebones structure assembly.

• FIRST PROTOTYPE DEVELOPED

First prototype ready for initial set of testing.

• STRUCTURAL STATIC TESTS

A set of tests including FTI (Flight Test Installation) calibration test, maximum

wing bending at limit load, ailerons and spoilers functioning test during max

wing bend, fuselage pressure test and fatigue tests and flight cycles simulation.

• INTERGRATED SYSTEMS TEST

To ensure the functioning of all on board systems such as hydraulic, electric and

pneumatic systems, all avionics equipment onboard to ensure configuration and

calibration.

• FIRST FLIGHT TEST

Flight test helps assess general handling qualities, operational performance,

airfield noise emission and systems operation in normal mode, failure scenarios

and extreme conditions.


• AIRCRAFT CERTIFICATION

On successful completion of the flight test, the aircraft receives airworthiness

certification from the concerned authorities such as the Civil Aviation Authority

(CAA) or the Federal Aviation Authority (FAA).

• OFFICIAL UNVEILING CEREMONY

The official aircraft unveiling marks the official release of the aircraft to the

customer and the public (via press),

• FIRST ORDER

A first order marks the beginning of a successful project development.

• FIRST DELIVERY

The completion of the first aircraft and delivery marks an important milestone,

not only for the aircraft project, but also as a successful venture for the

company.

RECOMMENDATIONS For the large scale project like the airbus power lifter APL20, numerous steps can

be taken to improve the management process at a hierarchical level to have an

improved visibility and control over the project and resources and to improve

efficiency and effectiveness:

• Improving the project estimation process: A foreseen issue can be resolved

in an effective and a timely manner in comparison to an unforeseen issue,

improving the project estimation, helps determine the problems that can occur

within the project scale.


• Prioritizing the key aspects for improved project development: Prioritizing

the project helps in streamlining the transition from development of one part to

another in a time effective manner, reducing transitional delays.

• Clear and consistent planning: If the planning phase is plagued with

confusion, it directly affects the implementation phase leading to frustration and

time delays.

• Optimization of resources: Having the same part made by a single supplier

helps reduce and optimize the quality control and management of parts.

• Encouragement of team collaboration and cross project communication:

Team collaboration and cross project communication helps in maintaining an

effective timeline of project progress and development.

• Minimizing project risks: A detailed risk assessment of foreseeable project

risks should be conducted to document and address the possible risks that

could arise during the project development lifetime.

• Real time Progress Tracking of project deliverables: At a senior management

level, the progress of the project deliverables should be tracked consistently to

ensure positive project development.

• Improved Budgeting and Cost control: Analyzing the over and under

expenditure properties at a departmental level is key to ensuring successful

project budget management.


CONCLUSION Project management is an elementary feature of any project, it is the backbone of

the entire project and is fundamental for the successful outcome of the project.

In developing and researching for this assignment that addresses some key

features of project management such as the Project scope, Risk Assessment and

the key milestones, I have understood some of the key decisions that have to be

taken in order achieve a standard of management.

I have also seen that majority of the project undertaken of this scale suffer from

scope creep, numerous project phase delays and over expenditure.

Many a times Murphy’s Law comes into play and can be responsible for these

issues, however I have made some recommendations that I believe can affect these

issues in a positive manner.

This has been a great opportunity for me and has given me an educational insight

into the topic of project management. I would like to thank my instructor “Mr.

Nigel Woodhead” who aided and assisted me in understanding the criteria and

the requirement of the project.


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