Sample Project Planning and Execution on Eco-trans offers “driver assist” technology

Eco-trans offers “driver assist” technology used in mass transit vehicles, trains, and buses. ECO-Stream facilitates routing and scheduling. It also recommends operational approaches and techniques. Eco-trans intends to install Eco-stream on an entire fleet. The fleet is made of 53 locomotives (Mindedge, 2014) and owned by Sunshine Rail Transit (SRT). The project manager, Astrid Varga, is overseeing the implementation process. There are various aspects relating to the planning and execution of the project. Planning and execution form a critical component of any project.

Project Planning

The project has multiple requirements but funding is the most important. The funding is to be provided by SRT and is based on the costs projected following a feasibility study by Eco-trans vis-à-vis the benefits that the installation of the product will offer. The approval of funding will require a comprehensive cost-benefit analysis. The project will also require Subject Matter Experts (SME) to provide guidance on technical and management details during the process of creating a project charter. The SME team will assist the project manager in developing business strategy and the launching of the project. Timely delivery is also an important business requirement. No project is timeless in its implementation. The project must meet a predefined period within which it is required to be fully functional. Timely delivery starts with timely procurement, timely delivery of components, timely verification of components, and timely installation and verification of the installed system. The final business requirement identified is quality. Quality assurance will entail the use of quality components and efficient installation in a manner that meets the pre-defined requirements and standards.

Project funding will be provided by SRT. On the other hand, time and quality will be ensured by the project manager. The project manager will ensure that the project is not only on track but that all quality standards and project specifications are adhered to. Subject matter experts will play an advisory role concerning standards and project requirements. Soliciting requirements from subject matter experts will be done continuously. While initially these will be laid down in project charter, they will be constantly involved in an advisory capacity to ensure compliance as the project progresses.

Requirements’ traceability is key to the successful implementation of the project. This involves ensuring that every project requirement is traceable to the project objective and the corresponding need to meet (Burke, 2013). At the time of testing the installed system, it is advisable to develop a Requirements Traceability Matrix.

Table 1: Standard Requirement Template

Requirement Number Requirement Description Priority (High,
Medium, or
Low)
Fuel saving through increased efficiency. High
Offer a customized system High
Friendly and easy to use system Medium
Improved communication between terminals High
Resources optimization High

 

Table 2: Project schedule

Project Schedule with Milestones Project Planning Part E
Months
  1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16
Initiation Phase                                
Planning Phase                                
Discovery/Requirements Phase                                
Design Phase                                
Testing Phase                                
Delivery                                

 

Project Execution

The implementation of the project considers the organizational structure. In this regard, an agile method is proposed. The method favors incremental and iterative techniques in which cross-functional teams are used to incorporate requirements (Chin, 2014). In this project, changes are expected as the project progresses. Conflicts could also lead to delayed schedules, a problem that the agile method deals with adequately. Additionally, the method helps with backlog absorption without changing scheduling project completion time.

Fast-tracking of the project can be achieved through the incorporation of extra training and the initiation phase rather than during implementation. This will help those involved in being accustomed to the involved processes, hence ensure smooth flow once implementation commences. Further, it allows those involved in installation to be accustomed to the resources and hence detect any defects early enough. Additionally, it is important to seek the opinion of all stakeholders and as such instill a sense of ownership, as it creates a positive spirit in implementation. Teamwork and efficient communication channels must also be developed to ensure the project is fast-tracked. Suppliers should also be brought aboard to ensure the timely delivery of materials. Crashing, on the other hand, is critical, more especially in dealing with cases whereby suppliers fail to meet their obligations. In such instances, stand-by suppliers are brought on board to eliminate delays occasioned by having to wait for a supplier.  Although crashing may require additional funding, this may be bridged by cutting costs in other areas and reduced costs due to time savings. Crashing will ensure that additional resources are brought on board when needed without having to seek for additional funding.

Communication is also important. A channel will be created to keep the leadership constantly appraised on the ongoing. Communication will involve both written and verbal communication. Weekly briefing is recommended as it allows the leadership to be up to date on all ongoing, seek clarification, and recommend timely change where required. Weekly briefings are better than reports since they are real-time and do not require comprehensive reading.

 

References

Burke, R. (2013). Project management: Planning and control techniques. Princeton, NJ: Princeton University Press.

Chin, G. (2014). Agile Project Management: How to Succeed in the Face of Changing Project Requirements [Electronic resource]. CC Pace Systems.

Mindedge. (2014). QSO 640: Project Management. Retrieved from https//snhu.mindedgeonline.com