Project Development and Implementation

This document provides information about the project development and implementation process. It includes details about the justification, deliverables, budget, stakeholders, and negotiation strategies. The document also covers the project plan, resource standards, and cost plan.

Project Development and Implementation
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Section 1
1.1 Justification of Project
A Sentry aircraft incident relating to a failure of the portable fire fighting oxygen supply during an
emergency resulted in insufficient oxygen for the crew when dealing with the emergency. This led
to an urgent modification being issued by the Sentry Delivery Team (DT). Mitigation has been put
in place until this modification can be installed, but the mitigation has limitations on the amount and
type of passengers our platform can carry. The author is the desk officer who has the responsibility
for all aspects of the platform and capability and will be by default the Project Manager (PM). This
project was to find a permanent solution to ensure the risk was As Low As Reasonably Possible
(ALARP), thus providing assurance to our safety chain.
1.2 Project Deliverable
The plan of this safety modification based on the alignment of the successful integration of a new
oxygen system on the aircraft, which would provide a safer environment to fly in.
The deliverables of the project are:
 Fully functional and adequate emergency oxygen system
 System design
 Updated aircraft documentation set
 Trial plan
 Implementation plan
The completion of the project would allow the aircraft to operate to its maximum capability and
adhere to latest safety guidance.
1.3 Project Descriptions
Budget: The project budget would include the cost and expenses of the budget for the finishing of
the installation of the oxygen system. This will come from aircraft program costs and will have to be
budgeted and prioritised accordingly. Since this is a safety modification, it will be a top priority.
Duration:
 Phase one: Define what the problem is and Produce a Statement of Requirement (SOR)
 Phase two: Distribute the SOR, bring together internal and commercial stakeholders. This will
allow a better understanding of the route to contract.
 Phase three: Delivery of modification. Detailed Statement of work, interweaved into aircraft
availability.
Main Stakeholders: The stakeholders of the project would include the Customer, project manager,
sponsor, end users and project team members. They are the crucial stakeholders of the project
aligning the finishing of the works successfully. They are;
Main Stakeholders. There are eight key stakeholders:
 The Station Commander (Delivery Duty Holder)
 DE&S commercial lead - Delivery Team
 Project manager – Project Team Lead
 Aircraft Authority
 Sponsor
 Project Subject Experts
 Requirements manager
 Operators
Roles and responsibilities of stakeholders
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Project manager: One of the most important stakeholder who has the overall responsibility for the
completion of the project from initiation to closure. He is also liable to meet the cost estimation and
development of a budget and monitoring the progress of the project as well. In addition to this, they
also control the time management and make sure that the define project help to meet the define
aim and objectives in better manner.
Sponsor: The project sponsors were responsible for providing the resources to the project team
for executing their works. The project sponsors would enable the monetary support to the project
works. The sponsor would be the Force Commander, who owns the asset. He is the person who
raise find for the project and also accountable for the project as well. Basically he is act as a link
between the project, business community and strategic level decision making group. As per the
define project, sponsor also provide the direction and guidance for the project empowerment and
assist to meet the define aim.
Project team members: They work under the guidance of the project manager and also make
sure that they perform the technical work for the project in order to meet the define aim of the
project. In addition to this, it is also analysed that they are responsible for carrying out the task that
is assigned to them and also then report to the project manager as well. The project team
members would enable the finishing of the works required in the project and aligning the
management of the advanced work alignment. All the activities developing the final project
deliverable were the responsibility of the team members. They are;
 PM
 Requirements Manager
 Project Management Assistant
 Logistics
Section 2
2.1 Detailed Stakeholder Negotiation Strategies
Timescales and targets
 PM present route to success to the Project Sponsor, this needs to take place in XXXXXXX so
that authority can be granted in order to commence work ASAP.
 Tranche 1 by 07 May 2021: The PT should engage through capability integration working
groups to fully understand the problem though detailed, planning and analysis. This should
include reaching out to internal delivery teams and other operators of the Boeing 707. The
should culminate in an aligned SOR that can be endorsed by the PM and taken forward to
commercial for consideration.
 Tranche 2 by 20 Aug 2021: Presentation of the SOR to the Delivery Team (DT) stakeholders.
This will allow the DT to have a full understanding of the requirement to enable the drafting of a
Business Case. During this process the PT should fully support the DT, this will allow the DT to
fully consider the following areas;
o Impact on front line operations
o Priorities
o Trial period
o Modification restrictions
o Security implications
o Safety concerns
o Training courses
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o Aircraft manuals
o Aircrew manuals
 Tranche 3 By the 30 Sep 21 roll out of the modification process;
o All aircraft documentation should be updated
o All aircrew and ground crew should be fully trained
o Trail reports are complete and endorsed by the DDH
o A mixed fleet should be avoided.
Costings
Any additional costing need to be identified in phase 1 and an Initial Look Request be submitted to
Air Resource and Planning for accurate costings. This should then be submitted in to the Annual
Budget Costs cycle for consideration and approval.
Resources
In addition to the team below, the Station Commander may prioritise other sections to assist if he
feels it is necessary.
 The Station Commander (Delivery Duty Holder)
 DE&S commercial lead - Delivery Team
 Project manager – Project Team Lead
 Aircraft Authority
 Sponsor
 Project Subject Experts
 Requirements manager
Stakeholder mapping
Low Level of Interest High
Minimal Efforts
 Operators
Keep informed
 Station Commander
 Delivery team
Keep satisfied
 Force commander
Key players
 Project Manager
 Aircraft authority
 Requirement Manager
Swot analysis
Strength Weakness
 There is a strong relationship between
the project team and sponsor because
sponsor keep providing their support in
order to meet the define aim
 Also, project sponsor has a strong
working relationship with station
commander in order to make any
changes in the project.
 Limited interest of other stakeholder
may also lead to affect the project in
negative manner.
 Sudden change in the policies with
regards to the aviation industry affect
the project in negative manner.
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 The team have a highly skilled
professionals in order to meet the
define aim and objectives.
 Also, the project manager make sure or
encourage the project team in order to
meet the define aim and also support
them as well.
Opportunities Threats
 By developing complete oxygen system
for the passenger will assist to sustain
the brand image of the company.
 Also, by build the relationship with a
business management team who also
help the company to use new
techniques into its existing aircraft will
help to develop an opportunity for the
company.
 The project team member has to make
sure that they design the strategy in
better manner with a specified purpose
which in turn help to meet the define
aim and create an opportunity as well.
 Sudden change in the dates of the
project, may leads to delay the project
and create negative impact upon the
business.
 Changes in any plan or activities will
creates negative impact upon the
business and this affect the results as
well.
 Another threat is, changes in the policy
and human resource will also affect the
entire project in negative manner
Stakeholder negotiating strategy
In order to understand where time should be prioritised;
Minimal Effort
 Operators. This is a high profile safety modification, which will require a robust
communication plan to keep stakeholders satisfied. Whilst a lot of the stakeholders will
require more than should a basic communication plan, it is perceived that the operators will
be content with this as the interim safety mitigation
Keep Informed
 Station commander. The Station Commander is the DDH and therefore responsible for
the assurance of all platforms on his station. He should be updated though out the process
and focussed on the solution, the assurance the solution has gone through, initial timeline,
timeline updates and trial plans and the barriers intend to be tested.
 Delivery Team. The DT are crucial to the timely delivery of the modification. It is essential
that they are kept informed of all elements of the project and so they can have an in-depth
knowledge of all dependencies and they identify the critical paths.
Keep Satisfied
 Force commander. He will want periodical updates on the progress and a broad
understanding of issues. He will not want to know the detail but will need to know any
significant timeline delays of financial pressures.
Key Players
 Project Manager. The PM is responsible directly to the Station Commander for the quick
and safe modification of all Sentry aircraft. He will chair all meetings and direct teams as
required. He is to ensure that the solution delivered permanently migrates the oxygen
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issues and is brought ASAP. Cost should considered but the priority is to get the aircraft
back to operating safely without any restrictions.
 Requirements manager. The key conduit between the PM and the DT. He has subject
matter knowledge as an operator and an engineer. He will ensure the solution complies
with regulation but is also a workable solution from an operator’s perspective.
 Aircraft Authority. Will be key to a smooth outcome. They will liaise with the design
authority and have delegated authority. Not change can be made to the aircraft without
there permission. They will require detail knowledge of the solution to enable decision
making.
Conflict handling.
Due to the modification being safety orientated, conflict should be minimal. When it comes to the
actual embodiment of the solution and aircraft availability. Work on ensuring that the modification is
embodied ASAP and minimising a mixed flight will be the priority.
There may be chances that sponsor will not ready to accept the changes and that is why, it
affected the results, at that time, project manager has to manage the conflict and through
negotiation strategy, it is the duty of the project manager to solve the issue. On the other side,
there may be conflict in the disagreement over the timescale and the content of deliverables.
During this time, project manager play a role of mediator and this tactic do not take the things
personally otherwise, it affected the project in negative manner. Hence, by using the negotiation
strategy, project manager has to maintain the forum.
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Running head: PROJECT DEVELOPMENT AND IMPLEMENTATION
Section 3
3.1 Project Plan
Gantt Chart shift your start/finish dates forward for the future
3.2 Resource Standards and Cost Plan
The standard rates of the resources used in the ERP implementation project are given below,
The project budget has been estimated using the bottom up estimation and it would ensure the
alignment of the resource management. The standard resource usage was implied with the
formation of the effective arrangement of the information management and progressing of the
activity management. The resource management was listed for the extension of the implied
work function management and listing the formation of advanced work finishing. The alignment
would also take care of the functionalities for forming the standard rates and multiplying it with
the resource usage of the projects.
3.3 Requirements of Plan
Meetings:
Chair Frequency Reason Remarks
PM Weekly Update All Teams
Station Commander Monthly Platform update All Stakeholders
Force Commander Quarterly Platform Safety
Group
PM + safety teams
Teams will conduct internal working groups to achieve key milestones.
Reporting Arrangements: The reporting arrangements are in accordance with the meetings in
the table above.

Key Decision Points: Where decisions are required by higher authority these are to be made
clear at the start of the appropriate meeting. The authority should be given the detail during the
meeting and any decisions recorded.
Term of reference (Project team): This is prepared by the project manager for its team members
in which roles and responsibilities are assigned to each members in order to meet the define
aim.
Task tracker: this is used to track the status of the project deliverables and other performance
as well. This can be done by using application and MS Office
Risk and Opportunity register: Risk register is the mandatory document that helps to analyse the
risk which affect the project in negative manner.
Communication plan: Another important key element through which the project manager deliver
the important notes to other members of the team which helps to let everyone understand about
the project aim. In the same way, for the current project, project manager uses presentation,
consultation and also ask the question to the team members in order to determine their views.
As regular meeting will be conducted in order to deliver the changes of the project time and
additional resource requirement, so that they will also understand that project team plays an
important role in the success of the project. Also, to generate the better outcome, project
manager should also use the question and answer forum in order to bring the department
together. Even if any project team member also require any extra mentoring then he can easily
communicate with the project manager so that it will not affect the project in negative manner.
Contingency actions:
 In order to prevent from delaying the work, project manager booking a meeting with the
stakeholder in order to manage the work. This will help to minimize the issue and
manage the time
 The selected project team members possesses a strong skills and abilities in order to
manage the work and easily understand their work, roles and responsibilities as well.
 Project manager should make sure that task will be arrange as per the priority so that
most of the project staff members manage the work accordingly and through this it will e
easy to cope up with the changes.
Section 4
4.1 Project Closure
The following will be used as a final checklist for project closure:
 All fleet aircraft are to be modified with the new oxygen system.
 All aircraft documentation and aircrew checklists updated.
 Final report signed of by the DDH.
 Also make sure that proper testing is done in order to ensure that there will be no loopholes
in the existing project. Otherwise, it will lead to affect the overall project in negative manner
as well.
 Delivery team contracts paid.
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 Project team lessons learnt completed.
The project closure would include an internal audit to ensure all current defence practices has
taken place.
4.2 Final Project Indicators
All aircraft in the fleet working to full capability and all risks associated with the oxygen system
assessed as ALARP.
The testing will be done before introducing the project in market and if it is successful, then
project manager should provide an approval to launch in to the market.
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