Presentation

Development Of Multi-function
Display for Karachi Aero Club
 Group Members

SHAHZAIB AHMED AMMARAH SHOAIB ZEESHAN ALI AROOJ TAFAZZUL NEHAL MATEEN QURESHI
02-398191-001 02-398191-009 02-398191-003 02-398191-013 02-398191-041
 HISTORY & HERITAGE

The Karachi Aero Club (G) Limited was established on the 28th of July 1928 and is the subcontinent’s first flying
institution.

Until the 1960’s the Karachi Aero Club had been operating from a purpose built site in what is now known as
Gulshan-e-Iqbal, with it’s own runway and hangar facilities. In addition to flight training and charter services the
club provided other sporting facilities such as a golf course, horse riding school and skeet shooting range.

In the 1960’s the club was obliged to surrender its land for a greater national cause and moved its flight
operations to the BOAC steel hangar and apron facilities at Karachi Airport. Hangar No. 301 was appointed to
the Karachi Aero Club as an Engineering facility.

Some of the officers trained by the club rose to the highest ranks in the Pakistan Air Force. The Karachi Aero
Club was also responsible for training pilots for the Army and Navy aviation wings until the 1980’s.
 FLEET

Cessna 150 Cessna 152 Cessna 172

Built 1961 Built 1983 Built 1979

Diamond DA-40D

Built 2008
Project Background
 Project Background

Technical Analysis
Purpose The existing MFD unit of aircraft is
Purpose and Justification: Karachi based on old Karachi Aeroclub wants
Aeroclub needs a modern MFD for its to develop new MFD unit using latest
aircraft that can display their navigation technology. The advantage of an MFD
route, moving map, weather radar, over analog display is that an MFD
ground proximity warning system, traffic, does not consume much space in the
collision avoidance system (TCAS), and cockpit, as data can be presented in
airport information all on the same multiple pages. The MFD prevents the
screen. Artificial Horizon, Airspeed
Indicator (ASI), Altitude. need for a separate display for each
system.
Analog Cockpit
Glass Cockpit
 Tools and techniques for
monitor and control project
 MEETINGS
(Monitor and control project work)
Meetings is a technique used in Monitor and control project
work of Project Integration Management knowledge area

Meetings were held as needed to execute project successfully.

Meetings helped to make decisions and communicate project status and

changes effectively.

Meetings were held face-to-face and in formal arrangement.

Among Project teams and stakeholders

 TESTING / PRODUCT EVALUATION
(Control Quality)
The aim is to determine the relevance and level of achievement
of project objectives, development effectiveness, efficiency, impact and
sustainability.

Every aspect of the project is measured to determine if its proceeding

as planned, and if not, inform how project parts be improved. ,
project evaluation can be broken down into three main types:
pre-project evaluation,
ongoing evaluation and
post-project evaluation.

During the development of MFD we made sure to schedule on-

going evaluation and post project evaluation.
 TESTING / PRODUCT EVALUATION
(Control Quality)
On-going Evaluation: By Project Manager with the team of Managers of
different department and some time by customers team themselves so
we can analyse the budget and time taken by each department’s
resources to complete their work.

This evaluation / testing is also done before paint job so we can cross
check the design of MFD to avoid any re-work.

Post-project Evaluation Done by going through the project’s

paperwork, interview the project team and principles, and analyse
all relevant data so we can have a better picture of what are the
lacking and these lacking should be overcome.
 TESTING / PRODUCT EVALUATION
(Control Quality)
Project requirements come from scope document and then measured with developed product. For Example:

Context diagram is the visual depiction of the product scope showing the system
(process, equipment, etc.) and how people and other systems will interact with it.

In project management of MFD we made its context diagram commonly referred as block
diagram to make project resources understand the basic requirement of project and how
this project will be carried out during its course.

Being a part of project management department this tool helps us to deliver

presentations regarding the current status of project to higher management as well
as to client.

This is a very important tool to understand the scope of project majorly.

 GROUND RULES (Manage Stakeholder
Engagement)

The ground rules can specifically

The goal behind project
include a list of any and all
ground rules is to improve the
behaviours that are considered to
relationships between the
be acceptable and unacceptable in
different individual members of
the context of the management of
the project team.
the project.

Below are few mentioned rules All CAD operators are advised
which are to be follow by every to release every design on
project team members: official emails of project team.
 GROUND RULES (Manage Stakeholder
Engagement)
No data will be send to anyone on their personal email addresses.

All data related to project will be shared by Project Management

Department only to Clients

IGS of design are not to be send to client (only PDF)

Design document V1.0 is to be completed and shared with

Production Department before first inspection.

All BOQ of local procurement is to be submitted in hard and soft.

Structure of project need to be inspected as per design before paint

job under supervision of Fabrication and R&D manager.
DATA ANALYSIS(Monitor and control project work)

Data analysis is an approach to inspect, clean, transform and model data with
the goal of discovering useful information.
The preliminary approach to analyse data in project management is data
mining, or collecting data from various sources and converting it into a
presentable format for modelling and making predictions.
For data analysis of this project we used qualitative data such as customer’s
observations in design, biweekly status reports, and more.

The next step is inspecting the collected data to correct errors and eliminate
unrelated data. The actual data analysis is either exploratory or confirmatory.

This tool helped us a lot in creation of trends or probabilities for

cost and schedule
 DATA ANALYSIS(Control Procurements)

Vendor performance is monitored and measured throughout by Engineering Department.

Source Selection Analysis:

Engineering Department we have already selected 02 to 03 vendors for machining,
waterjet cutting, bending and paint job.

On basis of cost and scheduled work of vendor we gave the required task to one of the
vendor for bending and waterjet cutting.

For paint task we hired new painters and after observing analysing their work’s
quality and speed we selected only 02 painters from the pool of 05 painters. This
selection of resources for paint job is also an example of using the source selection
criteria tool.
 TO COMPLETE PERFORMANCE INDEX (Control Costs)

To Complete Performance Index (TCPI)

• It computes the future required cost efficiency needed to achieve a
target Estimate at Completion (EAC).
• The TCPI is compared to the cumulative Cost Performance Index
(CPI) to determine if a target EAC is reasonable.
 EARNED VALUE ANALYSIS (Control Costs)
Earned value analysis is used by Engineering Department to measure variances between planned and
actual project costs.

This technique is helpful to analyse and audit projects

It also helps Engineering Department to estimate for future projects more accurately.

For estimating cost and duration we used parametric estimation for our project. Parametric
estimation is a project technique whereby a unit rate is used and multiplied by the number of
units.
Development of MFDs we used this technique for calculating the BOM (Bill of Material) of Aluminium
sheet required for the manufacturing of bezels of LCDs. The cost and amount of material required for
one unit of MFD is multiplied by 07 for total calculation.
This technique for calculation of cost of procurement of international items like LCDs, glass,
military grade connectors, material, paint, BOQ (Bill of Quantity) of screws, nuts and washers .
 EARNED VALUE ANALYSIS (Control Costs)

In Engineering Department, we basically use this technique for calculation of cost of procurement of
international items like LCDs, glass, military grade connectors, material, paint, BOQ (Bill of Quantity) of
screws, nuts and washers etc.

Using this technique for scheduling is also very helpful for forecasting the delivery date of product

We then compare actual costs to these estimated costs and take necessary actions.
 DESIGN FOR X (Manage Quality)

Designing for manufacture and

When any project comes in
assembly have major impact on
Engineering Department we keep
cost and quality factors at
our focus on cost, quality and
which the product is
reliability.
developed.

The methodology of design which A successful design must satisfy

meets an all encompassing range many requirements other than
of criteria is known as designing for functionality, appearance and
X. cost.
 DESIGN FOR X (Manage Quality)

Designs that are constructed to be

easy to manufacture during the
Durability and reliability have been
conceptual stage of product
recognized as needed attributes for
development are much likely to avoid
many years of Engineering
redesign later when the system is
Department.
being certified for production
readiness.
COMMUNICATION TECHNOLOGY(Manage Communications)

Communication technology is the specific modes and means to communicate and

exchange information between stakeholders faster and speedily using electronic modes.

This tool is used in only three processes which are mentioned below:

Develop team.

Plan communication management.

Manage communication.
COMMUNICATION TECHNOLOGY(Manage Communications)

There are different factors that affect the type of communication technology that you
can use for the project scheme.

One of the factors is the urgency or need for the information.

Urgent information is communicated immediately by WhatsApp group, contact

numbers and official email addresses.

Letters, emails were used for formal communication.

Another factor is the availability of technology. Using communication technology that

is compatible and accessible for the stakeholders is very important.
PROJECT MANAGEMENT INFORMATION SYSTEM (Direct and Manage Project Work )

An information system consisting of the tools and techniques used to gather, integrate, and
disseminate the outputs The PMIS provides access to information technology (IT) software tools,
such as scheduling software tools, work authorization systems, configuration management
systems, information collection and distribution systems, as well as interfaces to other online
automated systems such as corporate knowledge base repositories. Automated gathering and
reporting on key performance indicators (KPI) can be part of this system. project management
processes.

It supports cost management planning, including WBS analysis and integration of control
processes.

PMIS will also prove beneficial to the project manager when resource planning in terms of
availability and level. It can also help establish a baseline for project scope, schedule and cost.
PROJECT MANAGEMENT INFORMATION SYSTEM (Direct and Manage Project Work )

Once the project has been executed, the PMIS is collecting, organizing and storing data as it
comes in from the project team, which can then be compared to the baseline projections.

The PMIS helps with cost and schedule forecasts to help if changes are required mid-project.
Materials management, cost collect, performance measurement and, of course, reporting are
all supported by PMIS.

Project management information systems can include resource management or scheduling

software that can be used to monitor the resource utilization which helps ensure that the right
resources are working on the right activities at the right time and place.

• Engineering Department uses MS Project for monitoring projects.

 Rewards and Recognition (Develop Team)

It is important to create a plan for rewarding team members who exhibit desirable behavior on a project, rewards are
effective when they satisfy a need that is valued by that individual. The differences between individuals should be
considered when determining recognition and rewards. It is not just tangible awards like money that motivate people, but
intangible rewards such as recognition that helps to build confidence and self-esteem.

It’s a common practise in Engineering

Department whenever we are going
To keep project team motivated to introduce any reward and
Engineering Department uses recognition system in our project, it’s
Rewards and Recognition System like everyone will get something out
of it. It is like everyone will get this
reward based on their performance
in the projects.
 Rewards and Recognition (Develop Team)
One more thing need to be remembered for the project manager is the incremental cost for the reward
and recognition system should not exceed the project cost and it should be added while estimating the
cost.

Engineering Department make sure that we are getting more work (more revenue) from the
project team who are eligible for reward and recognition.

The incremental cost for reward and recognition should be nearly equal to incremental revenue.

It also serves as a great way of pushing people to do better and better over project life cycle.

One important point is that each and every project team members should be aware of this reward
and recognition system so that they can religiously try for achieving the same. In this way, they can
be more motivated towards the ultimate project goal.
Thank You