This document discusses a case study of a gas turbine engine development project by the Gas Turbine Research Establishment (GTRE) in India. The project required managing many stakeholders, including the Indian Air Force, certification authorities, industries, and academic institutions. GTRE identified stakeholders at different phases of the project and kept them informed of progress and issues. Managing stakeholder expectations, resolving conflicts, and gaining support and resources from stakeholders were critical to the project's success. The collaboration with stakeholders helped build technical capabilities within GTRE and Indian industries.

2. Project Management National Conference 2011 PMI India
Stakeholder Management Strategy: A
Challenge in Indian Defence R&D
Project – A Case Study
SUBRATA DAS
Scientist-E & Project Manager
Gas Turbine Research Establishment
2|P a g e
Application of Select Tools of Psychology for Effective Project Management

3. Project Management National Conference 2011 PMI India
Contents
1 Abstract..............................................................................................................................4
2 Introduction........................................................................................................................4
3 Project Stakeholders and Factors: A Literature Review....................................................5
4 Characteristics of Technology Development Projects.......................................................6
5 Case Study: Defence R&D project of fighter aircraft engine............................................7
6 Discussions.......................................................................................................................10
7 Conclusion........................................................................................................................11
8 Abbreviation.....................................................................................................................12
9 Acknowledgement............................................................................................................12
10 References:.....................................................................................................................12
11 Author’s Profile..............................................................................................................14
3|P a g e
Application of Select Tools of Psychology for Effective Project Management

4. 1 Abstract
Every project, whether simple or complex, need to indentify its stakeholders.
The selection of stakeholders, through its process of identifying the people or
organization to be impacted by the project and documenting relevant information
regarding their interests, involvement, expectations and impact on project
success, necessitates utmost attention and exhaustive analysis. The
stakeholders may also influence the project deliverables, thus act as catalysts of
project success. The levels of stakeholders within and outside the organization
are also important factors, to be considered during the preparation of project
feasibility report and project scope. The necessity of evaluating stakeholder
expectations and its timely monitoring & review at an appropriate management
level determines the expected project outcome. It is always advisable and
desirable that project directors or managers effectively categorize the
stakeholder group according to their interest, influence and involvement in the
project. In modern era, almost every project takes place in a context where
stakeholders’ contributions add value in the successful completion of the tasks.
Often the project is sensitive to actions and decisions taken by the stakeholders.
Project stakeholders can include project sponsors, contractors, user,
competitors, media, insurance companies and third parties. Gas Turbine
Research Establish (GTRE), Bangalore under Defence Research and
Development Organisation (DRDO), while developing a gas turbine engine for
Indian military application, provided due importance to its stakeholder.
Considering the scenario of complex R&D project, the stakeholders at different
levels were identified from project inception for different activities viz.
Aerodynamic & mechanical analysis, simulation, technology acquisition,
prototype build. Expectations of stakeholders from Indian Govt. (Project
Sponsor), user (IAF), certification authorities, other scientific & academic
institutions, public & private sector industries were taken into account. In a
nutshell, this paper will bring out the methodologies of meeting stakeholder’s
interest, influence and involvement during planning and execution phases of
engine development.
Key words: stakeholder, project phase, technology, success factor.
2 Introduction
Gas turbine engine development projects financed, controlled and reviewed by
the Government of India necessitates stakeholders’ assistance and support
during project life cycle. The development cycle of an engine development
project typically follows Project Life Cycle (PLC) – initiation, growth, maturity and
decline.
* Scientist “E’ & Project Manager (Kaveri), GTRE, Bangalore email:
subratadas969@hotmail.com

5. Critical success factors for business or profit-oriented projects such as
construction project, information technology projects and so on have received
significant research interest by Pinto and Slevin (1987, 1989). However little of
this research pays adequate attention to ‘technology development’ projects
which are characterized by intangible development results, complex stakeholder
management and uncertainly. These factors, in each stage of project life cycle,
contributing to the outcome of a technology based project need to be brought out
explicitly and discussed.
3 Project Stakeholders and Factors: A
Literature Review
The project and its stakeholders can be viewed as a network in which the actors
interact with each other and exchange information, resources and results
(Milosevic, 1989). The user requirement and resources, vital inputs to a project,
are more often controlled by the stakeholders. According to Jergeas et. al
(2000), it is the stakeholder who ultimately determines whether a project is a
success, based on the project results. Jan Terje Karlsen (2002) brought out that
client, end users, contractors/suppliers, line organization, and public authorities
are equal, when it comes to causing problems and uncertainly for project. The
project environment is complex and changing (Gilbert, 1983). If stakeholder
management has not been managed properly, the project manager strive to
meet goals that were never intended by the stakeholders (Meredith and Mantel,
2000). The frequent scope changes leading to time and cost overrun, poor
communication, political & socio-economic situation are some of the additional
problems and uncertainties caused by the stakeholders. To meet this challenge,
several stakeholder management methods and guidelines have been introduced
(Cleland, 1986, Gilbert, 1983 Jang, Chen and Klein, 2002 Savage et al., 1991).
The guidelines include the execution of the management functions of planning,
organizing motivating, directing and controlling the resources used to cope with
stakeholders strategies.
Diallo and Thuillier (2004) was the first important empirical research that is
focused on the specific success criteria and factor of development project.
These authors assessed the project success as perceived by seven groups of
stakeholders; coordinators, task managers, supervisors, project team, Steering
Committee, beneficiaries and population at large. They also outlined a
comprehensive set of evaluation criteria that includes satisfaction of beneficiaries
with goods and services generated, conformation of the goods and services
produced to the project scope, achievement of project objectives, completion of
the project in time and within budget, receiving a high national profile and
recovering good reputation among the principal donors.

6. 4 Characteristics of Technology Development
Projects
Technology development projects constitute a special type of project that
enhances technical expertise and technological capability of an organization and
the country with an objective to develop a system, useful to a group of target
beneficiaries. These projects differ according to its scope, deliverables and
beneficiaries.
The objective of technology development projects, by definition, concern
enhancement of technical knowledge & competency, capacity building and
development of physical infrastructures. The scope of these projects
encompasses the requirements of the users, so that the products developed at
the matured stages of the project adhere to the specifications.
The other salient objectives of the technology development projects are
optimized utilization of national resources as a whole and complex web of many
stakeholders’ involved (Youker, 1999). This category of projects is characterized
by the knowledge and expertise of contemporary technologies of the
competitors. The life-cycle analysis of these development projects revealed that
the evaluation process and factors for these type of projects necessitate
refinement and modification. A typical life cycle analysis for technology
development projects are depicted in Table 1:
TABLE 1: Typical Life Cycle Analysis for Technology Development Projects
Life cycle phases Milestones of activities Stakeholders Deliverables
Feasibility • Analyze user requirements • Project sponsor • Feasibility report
• Prepare product • Subject experts • Project proposal
specification • User representatives
• Evaluate the project • Project mangers of

7. alternatives similar categories of
• Select the best alternative project
• Identify stakeholders
• Discuss with key
stakeholders
• Assess capability
• Prepare product scope and • Different technical • Project
WBS groups Implementation
• Augmentation of existing • Budget & Resource Document (PID)
physical capability Manager including
• Enhance knowledge base • Risk Manager - Project scope
• Evolve prototype building • Quality Manager - Project
Planning strategy schedule
• Resource allocation - Project Cost
• Quality management - Risk
implementation Management
plan
- Quality plan
- HR policies
• Establish Project • Project sponsor • Project review
management group • Project review meeting
• Review project plan members • Modify scope
• Control & review mechanism • Technology cost, schedule
• Modify project scope, if acquisition group • Prototype
Execution
applicable • Testing manager manufacturing
• Prototype manufacturing & • Testing
its qualification testing
• Stakeholder requirement
reassessment
• Component/system • User representative • Assembly &
assembly • Quality Manager integration
• Prepare qualification • Project Management • Field trial
Product Integration &
document group • Limited Series
testing
• Handing over prototypes for • Project sponsor Production (LSP)
field trials • Project closure
• Prepare project closure report
5 Case Study: Defence R&D project of fighter
aircraft engine
Gas Turbine Research Establishment (GTRE), Bangalore under Defence
Research & Development Organisation (DRDO), is developing a gas turbine
engine for application in Indian fighter aircrafts. This class of gas turbine engine
consists of about 25,000 components, necessitating extensive project
management knowledge and expertise in design, manufacturing, assembly,
integration and testing of prototypes.
The feasibility study phase of this project, as in Fig.1, identified the system
requirement of military engine development. The process of evaluation and
system analysis of engine development with respect to contemporary technology
of similar class of engines generated initial awareness of an indigenous
technology development programme. The support of all key stakeholders
concerned was adequately raised to ensure the project proposal enters the next

8. planning phase and project execution with proper review & control mechanism
lead to prototype manufacturing & its qualification testing. The resource
allocation and physical capability building, emphasizing material technology of
high temperature and high strength based titanium & nickel based alloys,
manufacturing technology and engine prototype testing.
Fig 1: System Analysis for Technology Development Project
The each and every process of the development cycle emphasizes the
importance of interaction with stakeholders. The design process of GTRE
encompasses different design integrations & its validation through simulation and
testing necessitating techno-managerial association of all technical groups, other
scientific organizations like National Aerospace Laboratory (NAL) and academic
institutes like IISc and IITs. The association of these scientific experts from
industry & academic fields enriched the design knowledge base of the country in
system development of fighter aircraft propulsion systems.
The manufacturing cycle of aerospace materials is very much challenging, which
warranted special process, techniques and should be embedded with
manufacturability, maintainability and reliability.
The stakeholders association in manufacturing these nickel and titanium based
alloy materials culminated in probable consortium of about 15-20 manufacturing
agencies. The manufacturing division of this engine programme associated
premier public sector industries like HAL, Brahmos Aerospace (erstwhile Keltech
industries). The participation of material production and manufacturing private
industries on risk-sharing basis facilitated the programme. The challenge of
techno-managerial decisions of Economic Order Quantity (EOQ) and cost of a
technology capability building with machines, “soft skills” of technical expertise
knowledge for machining were shared by these precision stakeholders. The

9. benefits accrued from this programme have also effect on socio-economic
conditions of the country by contribution of employment and import substitution.
The successful and precision manufacturing process leads to prototype
assembly and integration, when risk mitigation and quality management
philosophy followed in design and manufacturing process will be proven. The
reliability and precision machining techniques and all associated stakeholders
commitment & knowledge will be guaranteed by assembling more than 25000
components/sub-systems. The stakeholder’s management philosophy of
prototype development process is depicted in Fig.2:
Fig 2: Stakeholder Management Philosophy of Prototype Development
Process
The prototype engine & component testing associates the stakeholder from user
(IAF), Certification Authority (CEMILAC), Project sponsor, industry experts along
with project team of GTRE. The performance of prototype testing validates the
task responsibility and accountability of all associated stakeholders. The laxity of
the project team in assigning proper authority and delegation to its team
members and stakeholders hinders the delivery schedule of final products.
The criteria and factors chosen for Engine development project, other than
traditional criteria of targets, time and costs are also included in all the life cycle
phases of this type technology development projects, as brought out in Table 2,
where issues like knowledge enhancement, physical capability building in-house
and in stakeholder premises, were also considered.
Table 2: Criteria and Factors for Engine Development Project
Project
Success Criteria Critical Success Factor
phases

10. • Meeting user specification • Clear understanding of project
• Addressing all stakeholders objectives & scope
• Evaluating alternatives of available • In-house capability evaluation
systems technology • Competence of designers
Feasibility • Evaluating available resources to meet • Effective consultation with main
user specification stakeholders i.e. IAF (user), CEMILAC
• Stakeholders meeting (certification authority), DGAQA
• Project team constitution (quality authority)
• Project approval
• Prepare WBS • Planning implementation document
• Assign responsibility (PID)
• Resource optimizations & distribution • Concurrence of primary/main
Planning • Capacity utilization (in-house) stakeholder
• Supplier/vendor meeting • Availability of resources
• Project plan with scope, schedule, • Readiness of in-house facilities
deliverable, risk & quality • Project planner experience
• SOW preparation & contract • Commitment to project objectives and
finalization plans
• Allotment of resources • Continuous support of all stakeholders
• Output produced vis-à-vis plan • Users (IAF) active participation
Execution • Continuous review mechanism and • Resource mobilization
controlling • Project team effectiveness
• Change control process • Minimum changes in project plan &
• Information to key stakeholders scope
• Review of project scope
• Timely delivery of all hardware • Project scheduling & its monitoring
Prototype • Number of prototype assembly • Faster deviation analysis & its
assembly optimized acceptance decision
integration & • Performance of components/systems • Implementation of quality management
testing w.r.t. physical dimension & quality
• Manufacturing deviation & its effect
• project achievements & its future • Project deliverables vis-a-vis project
• growth potential for advanced system scope
Project closure • project financial statement • Project cost and time overruns
• key stakeholder appraisal • Interaction with project stakeholders
• project extension
6 Discussions
The technology development projects have a challenging task, the key factors
being the understanding stakeholder management and their expectations with
limitations of the project team or group. The stakeholders during the design &
feasibility phase consist of technical experts from industry and academia,
whereas the manufacturing facilities and technical expertise are utilized from
private industries of India and foreign countries. During the prototype assembly,
integration and testing the notable stakeholders are from user (IAF), aircraft
industries, certification authority (CEMILAC) and quality
authority (DGAQA). The development cycle of system and technology oriented
project provide emphasis on the following aspects of stakeholder management:
• Understand stakeholder needs

11. • Stakeholders assessment of the project
• Association of multiple stakeholders with divergent interests and their
respective company profiles
• Quality and performance expectations from the stakeholders
• Explaining project strategies
• Resolve conflict and appreciation for positive inputs to the project
• Resource mobilization through stakeholders
• Encourage status reports submission as per schedule and its review
mechanism
• Address issues of stakeholders to avoid project cost/time overrun and timely
delivery
• Generating project ownership concept among key stakeholders.
GTRE from the inception of the engine development project associated all key
stakeholders and provided adequate exposure on project scope, schedule, cost,
risk and quality management practices. The processes and philosophy followed
always keep stakeholders informed of achievements, its shortfalls with techno-
managerial justification and resolution methodologies. All these facts and figures
are discussed during review meetings to gain their support and assistance. The
expertise of key stakeholders is also utilized at the time of facility augmentation
and the utilization of their facilities on time-sharing basis also provide leverages
in executing the project, resulting in saving resources and its optimal utilization.
The knowledge and physical capability augmentation facilitates the production
schedules through proper ‘technology and knowledge’ transfer. It was also
beneficial when the prototype, after successful assembly integration and testing,
is inducted for Limited Services Production (LSP) or production line.
7 Conclusion
This case study of defence R&D in the field of engine development project
narrates the benefits and its success factors with criteria in association with
stakeholders. The different phases of the project necessitated different levels of
stakeholder participation and involvement. The project manager during the
feasibility and planning phase of the project utilized the legacy data and
authenticated by application of risk factor. The interaction and discussion with

12. major stakeholders and the decisions emanating from review meetings
accelerated the development cycle. The techno-managerial inputs from private
and public sector manufacturing and sub-system development agencies refined
the design process and quality management system, resulting in risk mitigation
of defect investigation and its repair of component & sub-systems at the stage of
assembly integration and prototype testing. The execution phase of these types
of project is characterized by field experience inputs from IAF (user) and aircraft
development partner, who are pioneer in their relevant areas of expertise in the
country. However, the technology development projects is in the category of
risk-sensitive, as these are driven by aggressive, sometimes overly optimistic
approach of project team and its major stakeholders. The inexperience of project
planner and executor also delays the project schedule, leading to cost overruns.
The legacy data & information are not always beneficial and it is difficult to carry
out statistical extrapolation of the facts. More often, these projects suffer from
immature technology, ineffective acquisition strategy, unrealistic project deadline
and inadequate system engineering. The major or key stakeholders’ experience
should be transformed into a credible program baseline with realistic scope,
schedule & cost, maintaining quality of the deliverables to the satisfaction of the
user or customer. The area of training of manpower for skill enhancement and
imparting knowledge are the requisites of successful stakeholder management
philosophy for these types of projects.
8 Abbreviation
IAF: Indian Air Force
CEMILAC: Centre for Military Airworthiness & Certification
DGAQA: Director General Aeronautical Quality Assurance
9 Acknowledgement
The author would like to thank the Director, GTRE for encouragement and
providing support in submission of this paper. The acknowledgement is also
extended to Shri B. Shankara of GTRE for his excellent documentation support.
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11 Author’s Profile
Mr Subrata Das obtained his bachelor’s degree in Mechanical Engg.
Discipline from Calcutta University, India in the year 1989. Subsequently,
he joined Gas Turbine Research Establishment in 1991. He was
assigned the responsibilities of carrying out component performance
Testing of Kaveri engine development programme. On successful
completion of this assignment, he pursued Master of Business
Administration (MBA) with specialization in Technology Management.
After completion of MBA, he had been posted to Programme
Management Office of Kaveri engine. He is mainly associated with
project management especially in component manufacturing, contract
management, budget and resource management. Shri Das is a qualified
Project Management Professional (PMP) from Project Management
Institute (PMI), USA and also an Accredited Management Teacher (AMT)
from All India Management Association, New Delhi. He is currently

15. pursuing his Doctoral Degree from Visveswaraya Technological
University, Belgaum. He has to his credit 13 publications in various
International and National Journals and Conferences.
subratadas969@hotmail.com / subrata@gtre.drdo.in