Project Business Case - Essay Example

? Project Template Project Business Case Version Project Paramedic Controlled Freeway Management System in Adelaide Proposed Project Start Date: July 1, 2011 Proposed End Date: June 30, 2012 Project Manager: ?  Project Sponsor: ?SA Ambulance Service  Document Control: Document Name Status Draft/Approved File path Document Version Number Date 30/05/2011 Amendment History: Document Version Number Date Modified By (Name) Section, Page(s) and Text Revised 0.1 ????? ????? Document Creation ????? ????? ????? ????? Sign Off: Title Name Signature Date Project Manager ????? ????? ????? Project Sponsor ????? ????? ????? Reviewers: Name Title ????? ????? ????? ????? ????? ????? ????? ????? ????? ????? ????? ????? *add/ delete rows as required Table of Contents 1. Introduction 3 2 Options 4 3 Implementation Plan 9 4 Governance 10 5 Project Review & Closure 11 1. Introduction ????? 1.1 Background In most parts of the world, it is common practice for paramedics to navigate their way around traffics when they are called to handle an emergency situation. They do not really have the power to control traffics and they are held by the status of traffic lights each and every time they are called to duty. It is common practice for drivers of vehicles to stop and allow paramedics to get to their destination on time (Bledsoe et al, 1998). This body of traffic rules and moral obligations forces the ‘rational’ driver to quickly clear the road for an ambulance to pass. However, in a crossroad, there are no laws that really stop the flow of traffic in a road where there is a green traffic light reflected. Most drivers have to drive through irrespective of whether there is an ambulance coming through or not. Secondly, a ‘rational’ driver who sees a moral obligation to stop for an ambulance to pass might end up causing a serious accident because it is unlikely that the cars following him would also think like him and stop for the movement of the ambulance. It is therefore important for a middle way to be found to ensure that ambulances and their paramedic staff get to scenes of medical emergencies and then save lives. This therefore calls for some kind of method that will enable paramedics and ambulance drivers to control the traffic lights whenever they are in driving to the scene of an emergency. Currently, SAAS has little control over the traffic light systems. This therefore means that they would have to stop in every traffic light and wait till it turns green before they can proceed to save lives. This defeats their main purpose and there is the need for SAAS to get some power to control the traffic light systems so that they can fulfill their main purpose of formation – to save lives by arriving at emergency destinations on time. 1.2 Justification By definition, paramedics are trained to give first aid and emergency medical aid as and when it is needed and this forms the foundation of their primary responsibility – to save lives (Bhushkan & Mone, 2006). This therefore means that the staff members of SAAS devote their lives and times to saving citizens and residents of Australia who are in critical condition and need to be protected from death and severe hardships at the exact time they need it. The traffic lights are there to control the normal flow of cars carrying peoples through different crossroads. It regulates the flow of people throughout their travels on Australian roads. These people driving are often normal people who are not in any form of immediate danger. It is therefore necessary for priority to be given to residents of the country who are in critical or fatal condition. This can be done by giving paramedics the right to control the traffic lights and stop all vehicles moving across the road ahead of them. This is because a delay in their movement could mean the loss of another Australian life. There is therefore the need for the city and planning authorities Southern Australia to give paramedics and ambulances the right and authority to control traffic lights in order to save endangered Australians and give them the necessary care and attention they need at a particular nick of time. 1.3 Project Goal(s) ?????Every project has three main goals; to create something, to complete within a specified budget and to finish within an agreed schedule (Campbell, 2009). In this report we identify the best way and a system that will enable SAAS to control traffic that crosses its way in emergency situations and causes delays in life-saving situations. This therefore means that the core goal is to get a way that SAAS’s ambulances and paramedics can control traffic. This, must be achieved within the specific budget and must be done within a period of 1 year, ranging from 1st July, 2011 to 30th June, 2012.. 1.4 Assumptions and Constraints Although SAAS operates in Southern Australia, this project focuses on the set-up of a traffic control system in Adelaide. The assumption here is that if the project is cover the whole span of Southern Australia, there will be too many variables, including local legislations covering city operations that would be so cumbersome. The hope is that if this project succeeds in Adelaide, it would be applied consistently to other parts of Southern Australia. The major assumption is that all traffic systems can be controlled and the city of Adelaide has a centralized system or mechanism that can be applied to control traffic in Adelaide. It is also assumed that the full co-operation of the city authorities have been sought in this project. The main constraints are: 1. Designing a comprehensive traffic control system. 2. The installation of the traffic control system to traffic lights in Adelaide. 3. Cost of equipment and maintenance. 4. Training of paramedic staff 5. Education of drivers in the Adelaide 2 Options 2.2 Identify Options Option 1: Installation of a Computerized Freeway Management System: This will use up-to-date technology to ensure that ambulances are sensed whilst they proceed so that all traffic lights block traffic on roads that crosses the path of the ambulance to prevent cross-sectional movement and obstruction. Option 2: Use of a Manual Freeway Management System: This will utilize staff members who will go ahead of each paramedic team and stop the traffic on crossroads that will obstruct ambulances. Option 3: Maintain the Status quo: Do nothing about the status quo and allow ambulances to meander their way through traffic. 2.2.1 Option 1  Benefits: Uses up-to-date technology that is effective and efficient. Forces drivers on the cross roads in the way of paramedic vehicles to stop and this comes with a legal backing. There is no need to exert efforts in maintaining and monitoring the movement of paramedic convoys. Once the system is installed, maintenance is relatively easy and cheap. Motorists can be easily trained to understand this system. Drawbacks: The initial cost of setting this system up is quite high. There is the need to involve the City Authorities which can create a lot of complications. There can be errors in the operation of the system that can be fatal. Costs: The initial cost of purchasing the components for the installation is $50,000 for the centralised system. There will be a unit cost of $50 for the detectors/remote controls to be placed in the ambulances and this will come up to $11,450 for all the 229 ambulances operating in Adelaide. There will be a monitoring and maintenance cost of $3,000 per month. This sums up to a fixed cost of $61,450 and a variable cost of $36,000 for the first year. Risks: There is a major amount of money that SAAS needs to sink into this project in order to achieve this, which might affect its financial position. There is the risk that errors and failures of this device can lead to accidents and problems court suits. Stakeholder Impact: The parties to be affected by the installation of the Freeway Management System include: Adelaide city authorities: They need to integrate this system into the existing traffic systems and monitor how SAAS uses it to ensure that they deliver their own expectations. Patients and people in emergency situations will get the prompt attention they need if the system is used in a positive sense. Road users and motorists: This includes drivers who will be using the road and are likely to be affected by the operation of the system Ambulance drivers will get quick and uninterrupted access to their destination. SAAS’ management team, who are the main project managers. Suppliers of the Freeway Management System will be responsible for the proper operation and maintenance of the new system. Issues: It may be abused by some ambulance drivers in situations that are not really emergency cases and this will impact on the other road users. Other relevant information: There is the need for continuous and uninterrupted power supply otherwise the system will not work. 2.2.2 Option 2  Benefits: This does not involve the sinking of fixed costs for the installation of new systems. The use of members of staff going ahead of the team to alert other motorists of the ambulance team approaching can achieve effective results if the motorists are trained to co-operate. Drawbacks: This system will lead to the duplication of efforts because the convoy will just repeat what the main ambulance needs to do. The use of an alert convoy can cause panic which can lead to mistakes. It is an archaic system that will get more undesirable as technology improves. Costs: There will be the following costs to be incurred: The cost of training staff members to act as convoys: $20,000 for a three-month session. The cost of paying additional staff members to act as convoys and alerters: $40,000 per month. The incorporation of this new system into the training manuals of new drivers and road users (this is quite difficult to quantify). Will assume that this will cost $60,000 in the current year. Risks: There is a risk that these manual alert officials will not be able to contribute to the speed of the ambulances and paramedics. There is a good chance that pedestrians might not co-operate fully with them. Mistakes from these alert staff could be fatal. Stakeholder Impact: The parties to be affected by the installation of the Manual Freeway Management System include: Adelaide city authorities: They need to integrate this manual system into the existing traffic rules and ensure that motorists co-operate with them. Patients and people in emergency situations might not get the speedy response they need. Road users and motorists: This includes drivers who will be using the road and are likely to be affected by the operation of the manual system and they will have to learn to co-operate with these supporting staff members. Ambulance drivers will get quick and uninterrupted access to their destination. SAAS’ management team, who are the main project managers will try to meet their main objectives of giving timely care to people who need emergency assistance. The human resource management team of SAAS who will give the necessary training and design the work systems of these new members of staff. Issues: Duplication of effort: the alert team will do a double work. This seems to be an archaic system which can be compared to the way manual effort was used to control locomotive trains. Other relevant information: There is the need to train and retrain staff members 2.2.3 Option 3  Benefits No extra costs No extra management responsibilities No need for maintenance works and training. Drawbacks: Arrival times will be drastically long Potential loss of lives Potential for accidents Costs: Nil Risks: Loss of lives in emergency situations. Potential for accidents in road switch and usage situations Issues: SAAS’ attempt to reach its target of saving lives and ameliorating hardships will be drastically affected.’ Other relevant information: The main mission and strategic delivery of SAAS will be fundamentally affected if the status quo is maintained. 2.3 Comparison of Options Criteria Option 1 Option 2 Option 3 Benefits Drastic reduction in arrival time of the paramedic team to disaster sites Some reduction in arrival time at disaster sites There will be long arrival times to disaster sites. Drawbacks High initial costs of set-up Difficulties in implementation Major problems with strategy deliver Costs Fixed Costs: $61,450 Variable Costs: $36,000 per annum Training costs: $20,000 Monthly salary: $40,000 Other costs: $60,000 No costs Risks Massive financial loss to SAAS Failure of the devices High failure rates Fatalities in the event of failure Late arrival at scene and the loss of human lives Stakeholder impact Improved services and more comfortably systems Hard work and apparent high compliance requirements in each case Failures of the paramedic team might lead to low confidence in SAAS Issues Prone to abuse Duplication of efforts Archaic system Death and serious flaws in the operations of SAAS Other Continuous monitoring and control Staff training and monitoring Inherent fundamental breach in strategy delivery. 2.4 Recommended Option Using a manual traffic management system is going to lead to the duplication of efforts in an archaic system. This is likely to lead to the loss of confidence on the part of the wider community. This also comes with some inherent costs that are hidden and quite difficult to control and manage. Obvious, the status quo is not favourable. This therefore leave us with the usage of the automated and electronically managed systems of Option 1. 3 Implementation Plan 3.2 Full Title: Paramedic Controlled Automated Freeway Management System in Adelaide City. 3.3 Target Outcomes The targeted outcomes for this project are: 1. The hiring and contracting of an appropriate Information Technology & Electronic professional to design an appropriate freeway management system 2. Selection and contracting of an appropriate Freeway Management Technology company with the expertise to set up the system 3. The procurement of the various assets and inventories for the project 4. The installation of the system 5. The training of ambulance staff members 6. The education of members of the wider community on how the system works. 7. Monitoring and maintenance of the system 3.4 Plan overview The project team will include a project manager from SAAS, 2 project team members from SAAS, 2 members from the Adelaide City Authority and 1 additional seat from the external party that will be involved in the project as and when they are contracted. Phase 1: July 1, 2011 to August 1, 2011 Meet with the various stakeholders about the project. The deliverable will be broad description of specific stakeholder needs and expectations. Based on this, an appropriate external consultant will be hired. Phase 2: August 1 – September 30, 2011. This phase will be dedicated to the design of a new freeway management system by the hired consultant. The final deliverable will be approved by all stakeholders and adjustments made where necessary. Intermediate Activities: October 1, 2011 – October 15, 2011 This phase will be concerned with the sourcing of an appropriate freeway management technology company from around the world to implement the recommendations of the external consultant. At this phase, the project team will also select an appropriate supplier of materials for the project. There will be a briefing of the staff members and ambulance drivers of the new project and how it is going to affect their operations Phase 3: October 16 – January 1, 2011 This will be the phase for the installation of all the systems that were defined. This will involve the installation of the central system for the monitoring of traffic lights and the integration of this system into the traffic lights of Adelaide in conjunction with the Adelaide City Authorities. The deliverable will be the implementation report. Phase 4: January 1 – February 29, 2012 This will be the training phase, where the ambulance drivers will be given specific training on how the new system works. The project team will liaise with the Adelaide city authorities to run public campaigns on the new system that has been installed. Phase 5: March 1 – May 31, 2011 This phase will involve the monitoring of the new system and its impact on stakeholders by the project team. This will entail the monitoring of challenges with the new system, complaints and time reduction factors in the new project. Phase 6: June 30, 2012 This will be the stage of the executive review of the entire process. Its milestone will be the submission of a report on the whole process by the project manager and this will give details of the whole process and how well it fared. 3.5 Budget The budget of the project includes $10,000 for the running of the project team and their administrative expenses. There will be an allocation of $61,450 for the purchase of materials. And there will be external consulting costs of $30,000 for the consultants who will be hired to draw and install the project. This leaves a total cost of $101,450. 4 Governance Project Sponsor: Southern Australian Ambulance Service Project Manager: To be drawn from SAAS management team Project Team: 2 SAAS employees, 2 representatives from the Adelaide City Authority, and 1 member from the external consultancy team as and when they are brought on board. 5 Project Review & Closure The project will be judged by the arrival time that will be reduced in each case by the use of the new system. This will be compared to other previous projects of similar length and urgency. Reference List Bhushkan, Chandra & Mone Chandra Sekhar (2006) Step-by-Step Trauma Management New Delhi: Jaypee Brothers Medical Publishers Bledsoe, Bryan; Cherry Richard & Porter Robert (1998) Brady Intermediate Emergency Care New York: Brady Prentice Hill. Campbell, Michael (2009) Communication Skills for Project Managers New York: AMACOM Read More