Transport and Management Projects - Assignment Example

Management Projects of the Network Diagram for Management Project Integrated Publishing, 2007 2. Timing of Activities Activity A 10 days Activity B 5 days Activity N 2 days Activity Q 3 days Activity R 1 day Activity S 4 days Activity T 2 days Activity U 2 days Activity C 1 day Activity D 2 days Activity K 2 days Activity E 3 days Activity F 2 days Activity G 2 days Activity H 15 days Activity I 7 days Activity J 2 days Activity O 5 days Activity P 5 days Activity L 2 days Activity M 2 days Activity V 1 day Activity W 10 days The total time frame is 90 days The total float is 15 days The minimum time taken for the project to complete is 75 days and the time taken should not exceed 90 days.( Lee Stogner, 2005)2 3. Project Duration, Critical Path The duration of the project should not be lesser than 75 days. If it happens number of activities may not be completed in time. The maximum duration allowed is 90 days. The float time is 15 days.  4. Start of the Project If the project starts on 1st January 2008 the earliest date it can be completed is 21st April 2008. This is because it is supposed that it is 5 working days per a week. In this manner in the month of January 20 working days can be completed. In the same manner in the month of February 20 days can be completed. In the month of March another 20 working days can be completed. In the Month of April 15 days can be completed. This is the earliest date according to the minimum time period prescribed. If the project is not completed in 75 days, another 3 week period is needed. This takes the completion of the project till the end of 2nd week of May. This means the project can be completed at an earliest date of 21st April 2008 and at a latest date of 14th May 2008. (Net MBA, 2007)3 5. What Happens If If a delay of 10 days is caused in printing advertising layout there is no other way to decrease the total float to 5 days. This makes the completion of the project not later than 90 days. If the build component of IT completes 3 days before the schedule the total schedule can move 3 days earlier as this task is given an independent time allotment. This makes the minimum time period for completion as 72 days and maximum completion of time period as 87 days The delay of 5 days in backing up of Atlas Web Site causes the decrease of float time by 5 days or increase of minimum and maximum time periods for the project to 80 to 90 days. The reason is the backing up of Atlas Web Site also is an individual task that is not done simultaneously with any other one. 6. Importance of Risk Management and Costing The importance of project risk management lies in anticipating and addressing the uncertainties. These uncertainties threaten the goals and time tables considered for the project. The questions of material and parts quality are considered in risk management. This improves the quality of the project. The delays in deliver of sufficient materials are minimized and this meets the project needs in time. The changes for budget and personnel are also minimized by risk management methods. The budget and personnel changes can be avoided by having completed knowledge and research. The delays in delivery dates and budget overages can be minimized as part of the risk management process. This involves the costing of the project also. The costing of the project is capable of estimating the project cost and probable increases if there are any delays. The increase in the cost can be minimized by minimizing the delays. As the delays are minimized by risk management and the minimizing the project cost is done by costing the importance of risk management and costing is working on them simultaneously. This is possible by making the risk management process oriented. The risk management avoids having a successful project with an unsuccessful product. This means that the risk management takes into consideration the marketing also to avoid the failure product of a successful project. Along with this the time, budgetary and quality requirements are taken into consideration. As the planning of the project absorbs a minimum level of risk the risk management techniques will clear the problems regarding risk before they arise.( NASA, 2006)4 Transport Modernization This transport modernization report concentrates on increase of infrastructure and control issues to reduce the jams and blockades on London roads in the context of special and important events like Olympic Games. Under Ground Transport can be termed as crucial for a modern metropolis hosting Olympics. As the East London the place that hosts the Olympic Games has a well developed Light Railway System, the Underground railway system should be well coordinated with that of light rails on streets. By developing coordination between underground railways and light railway system the railway system in the London city can be well integrated with road transportation system also. This results in reducing traffic problems up to a larger extent. The upgrades to the tracks of light railway and under ground railway, signals, stations and other infrastructure can be given on contract to private companies on an accurate time line for completion. The development of infrastructure should develop the capacity of every lane from East to West of the City. The development of signals and control systems should concentrate on minimizing breakdowns and if possible nullifying them. This depends on the reliability of the services offered by the transport system and is possible by upgrading the technology. Every train and track in the light railway system will be up graded if needed can be extended to cater the needs of the under ground rail passengers by extending the tracks to those stations. The safety and security of the Underground railway can be increased by installing and increasing the CCTV. The ticketing, power and communications systems can be developed using the systems across the network and if needed by upgrading the technology. The main problem in the transport system is investment backlog and the increased or expected increase in tourists due to Olympics is a reason for anticipation of problems in coming future. By taking the records of the cancelled trains they can be replaced and if needed there should be investment for introducing new trains. The track and signal systems should in a standard of bearing the increasing number of trains before 2012. The infrastructure development that increases the capacity of transport system in London requires the public private partnership as it needs massive coordination between two transport systems. If needed the coordination should be extended to road transport system also. This coordination depends on the policy matters as it involves the traveling on rails and buses on the same ticket issued in both trains and buses as this reduces. The increase of infrastructure for Underground and light railway needs $36 billion of investment in the coming two years. (Department for Transport, 2001)5 The main upgrade of the transport in London for Olympics is regarding the additions and technology up grades. Keeping in view the 2012 Olympics a new fleet of domestic trains should allow the movement of commuters to increase by 25,000 from the present number between Central London and East London. The Underground and Docklands Light Railway lines and rail services need more investments for modernization and enhancement of capacity of passengers by increasing the infrastructure and number of trains. The modernization project should concentrate on further upgrades needed for 2012 Olympics rush. The first project in the enhancing the capacity of transport system in London is the Channel Tunnel Rail Link as this enables the international services between London, Paris and Brussels and increases the local transport by 25,000 commuters per hour. A new extension to London City Airport is needed from the Docklands Light Railway as this is needed the transportation of commuters from Airport to East London. This can be further extended to take the system on to North Woolwich from London City Airport by 2009 and to Stanford International by 2010. After that the East London Line should be converted to a metro style heavy rail system as this attracts commuters from number of light railway systems. In the first stage of ELL project the London Underground line can be converted to heavy rail standards. By doing that it can be extended north to Dalston Junction. As the majority of Olympics work is taking place in Stratford area the Stratford International Station should be upgraded to act as catalyst in creation of Stratford City. On CTRL the St. Pancars station’s Barlow train shed needs refurbishment. This when works in tandem with Temple Mills depot, is capable of replacing the depot at North Pole, Kensington. Starting from now an investment of 80 billion GBP is needed to upgrade London Underground transport railway to make it useful for the increased commuters for Olympic Games. The modernization of Underground and light railway systems need high speed local trains having multiple units. Each train costs about 250 million GBP to build and should be delivered to the transport system by 2009 to make them available by 2011. The main contract should be for 1,738 new cars for the Victoria and sub-surface lines for delivery between 2008 and 2015 and must be completed in time. The completion of the contract till 2012 should be useful for the needs of 2012 Olympic Games. The Jubilee line too should secure extra cars to strengthen current train formations for coping with higher passenger volumes. In 2009 there is a need of extending the London Underground fleet by 44 new units of trains. In 2010 the fleet should be further increased by 20 units of trains to increase the capacity of the transport system by 2011. Another system that should be developed alongside extending the fleet and rails is signaling and controlling. The signals and control systems should be developed to serve the needs of 240 trains that reach Olympic park in Stratford Railway Station every hour in Olympic Games in 2012. The following diagram can be a model for the extension of the lines for increased number of trains. 6 The above diagram is adopted from http://www.railway-technology.com/projects/london-olympics/ References 1. Integrated Publishing, 2007, Total Float, Integrated Publishing, Vol. 5, Electronic Source Retrieved on 5th October from http://www.tpub.com/content/construction/14233/css/14233_44.htm 2. Lee Stogner, 2005, Project Management for Your Local Section, IEEE, Volume Information not Available, Electronic Source Retrieved on 5th October from www.ieeeusa.org/calendar/conferences/2005workshop/Presentations/Project%20Management.ppt 3. Net MBA, 2007, Critical Path Method, Net MBA, Vol. 6, Electronic Source Retrieved on 5th October from http://www.netmba.com/operations/project/cpm/ 4. NASA, 2006, Project Risk Management, NASA, Volume information not available, Electronic Source Retrieved on 5th October from http://www.hq.nasa.gov/office/hqlibrary/ppm/ppm22.htm 5. Department for Transport, 2001, London Underground Public Private Partnership: the offer to Londoners, Department for Transport, Vol. 5, Electronic Source Retrieved on 6th October from http://www.dft.gov.uk/about/publications/apr/ 6. Railway-technology.com, 2007, London Olympics Transport Upgrade, United Kingdom, Railway-Technology.com, Volume information not available, Electronic Source retrieved on 6th October from http://www.railway-technology.com/projects/london-olympics/ Read More