metro station documentation

METRO STATION EXTENSION 1

METRO STATION EXTENSION

FAROUQ UMAR IDRIS

BUS380 PROJECT MANAGEMENT

05/10/2013

SUBMITTED TO: MR ASHOK KAKA


ACKNOWLEDGMENT

We would sincerely like to thank our Faculty Mr. Ashok Kaka for her help, without his guidance

this project would not have been possible. This project is the result of constant motivation and

guidance. We received great inspiration and constant encouragement from him and his support is

highly acknowledged.

The execution of this project was done with valuable efforts and guidance of our group members.

Their respective contributions to this project is highly acknowledged.


ABSTRACT

The metro station is an important technology growth on the transport sector of the country, as it

will create job employment and make life easier for the citizens to move around, especially those

not having private cars. The metro will be designed keeping the local architecture in mind, but

we would be doing the construction based on international norms and also not without a rule

book. There will be corridors that serve as stop stations, the metro will rest on a massive concrete

pillars, along the central median of the roads, this will prove a boon for the city. SKYVIEW as is

our brand name we would be handling this project, awarded us on august 15th 2013 and we begin

the project officially on 2nd of September and will be completed 0n 15th December.


1.0 PROJECT INTEGRATION MANAGEMENT

It integrates all the steps involved in the identification activities and the definition of

unity and harmony, composition, different processes in project management.

Project Manager responsible for project integration as an effective technique relies

heavily on the success of each project and helps to satisfy shareholders. Effective project

integration management involves six main steps are as follows:

1.1 DEVELOPING THE PROJECT CHARTER

This is the first phase of the integrated program management projects including

development of a document which permit the official a project documents through appropriate

initial conditions consent shareholders needs and specifications.

Project managers to use the project charter to organize all the resources needed to

successfully complete the project. Project Charter Project Manager helps decide the purpose,

objectives, budget and project timeline. In addition, the Charter project stakeholders, their needs,

interests and expectations are defined. It also helps to determine the external and internal

environment that could affect the project. For example, when we held a wedding project we

document that provides a measure of satisfaction of all stakeholders. Through this process, we

will send documents to our shareholders to read the criteria. If they confirm that the documents

need to be signed. After signing the documents, it becomes an official project and work will

start.


1.2 DEVELOP PROJECT MANAGEMENT PLAN

For a project to a program for the implementation of effective purposeful it is very

necessary. The precise documents Project management program proved very useful for project

managers to understand and project the integrity. With this time a project project management

must always be flexible in such a way that it can be. reform if any change in customer

requirements in the middle of the project work is carried out.

Project management should include the name project and explanations name guarantee,

project manager and key members of the team with contact information as reference materials

that will be in this project as a part of the project introducing. The project should be effective

enough to guide project managers and also members of the team to guide and The

implementation of this project management integrity.

1.3 DIRECTING AND MANAGING PROJECT EXECUTION

To every individual of this team in the project management project. This the most

prolonged phase of the management plan a Project and is most of the budget has been allocated

for the project in that it is been spent here. If this plan is good enough it is very easy to present a

product or good services. However, if the number of risks in the project is high, then the project

manager must have sufficient knowledge of risk management and procurement management.

Besides that corporate support role in this phase. The output of this stage include work

performance information, change requests and updates.


1.4 MONITORING AND CONTROLLING PROJECT WORK

This step involves collecting, tracking, evaluation, assessment and setting performance

targets to measure the progress of the project management application. It is very essential to

evaluate project performance on a regular basis in order to achieve maximum results. If a

customer places some changes made in the project execution phase, the project management plan

should be reviewed and amended accordingly. The phase change requests, project management,

program updates, and project document updates.

In project management, project scope and product range for two distinct Scope. Scope

Contains information needed to start a project, and the characteristics of the product that will

meet the needs of its stakeholders.


2.0 PROJECT SCOPE

Is used in order to deliver a product, service, or result with the specified features and

functions.

2.1 PRODUCT SCOPE

The characteristics and dependencies of a describe a product or service the result. . Note

that in the realm of project work is more oriented, (how) while in the realm of product oriented

more to the needs of functional. hairstyle) If the conditions are to the full definition and is not

described and in case of lack of effective change control in a project, The scope of the need and

or may have come after.

2.2 SCOPE CREEP

Scope Creep Management for effective project management is important. Projects are

expected to meet strict deadlines with limited resources, and a change of unvented and

unconfirmed can affect project success. Scope creep is sometimes cost overrun.

In the realm of a term that is pointing out the gradual extension of the area of the project,

that may include introducing and needed that may be is part of the initial project planning, While

the lack of the plan and budget. two ways to separate the scope of the separate management

creep The first creep the scope of the business is to be called and the second characteristic of the

(technology) the scope of the creep kind of management Scope Creep always dependent on those

who create changes.


Area Business Manager Creep occurs when decisions are made with reference to the

project or solution is designed to meet the requirements and business needs. Business scope

creep changes may be the result of poor requirements early in development, or the failure of

users to the next stage of the project development life cycle. Management system. Items taken

directly to the outside through a process of change control and work items are automatically

added to the project. Project Scope Management Plan as part of the overall project management

plan is included. It can be very detailed, formal or informal, depending on the frame and freely

communicate project requirements.

The (technology) the limits occur by the scope of the features added in the The principle

has not been thought has been introduced. Pleased customer the limits occur when desire please

Jupiter through characteristics of the extra product adds: Working with the current project plan

instead of a new project. Gold plating the limits occur when technology strengthen requirements

the main reason prejudice toward a technical perfection. or due to initial requirements enough

clear and precise.


3.0 COST MANAGEMENT

Cost management is the most important factor in a project sometimes managers avoid to

estimate the cost and time because of given urgency to the work. This can be very costly to them.

This includes the processes which can ensure that the project is according to the budget and time.

As the project cost has been estimated then managers can bring changes into the budget

as needed and control the cost as well. In every project there should be an estimate of every

activity involves in the project. Estimating the project is difficult at the first of the project, but

after defining the project schedule and scope easily we can estimate the cost and time for every

activity of the project. There is three processes involve in cost management such as cost

estimating cost controlling and determining the budget.

3.1 QUALITY MANAGEMENT

Basically the important thing in the quality management is quality control and quality

assurance. In every project there is quality management that managers have to take care of it.

They must create a quality plan at the beginning of the project later on they can have

significant impact on time, cost, risks and scope. There is a difference between quality control

and quality assurance. Quality control see if the result is according to the standard qualities or

not and the quality assurance looks at the improvement of the process. The process of quality

management is all about planning the quality, performing quality assurance and performing

quality control.


3.2 HUMAN RESOURCE MANAGEMENT

Managing staff, human resource planning (responsibilities, and roles) all are the parts of

human resource managers that has to be take in account. This also involves developing a team

and controlling the team. The human resource manager job is to define the goal of the project to

his or her team members.


4.0 CRITICAL PATH METHOD (CPM)

The critical path method (CPM) is an algorithm for scheduling a set of project activities

Activities/tasks A M B TE

1-2 14 20 27 20.1

2-3 9 12 15 12

3-4 5 6 8 6

3-6 20 23 24 23

4-5 12 15 19 15

5-8 12 15 19 15

6-7 22 24 27 24

7-9 3 5 8 5

8-10 24 26 30 26

9-10 12 15 18 15

Above is a table of tasks involved in constructing of the metro station where “Te” is

evaluated using PERT’s formula.

Te = (A+ (4M) +B)/6

Where

A= pessimistic value

M=most likely

B= optimistic


Critical path has two objectives;

1. Planning the project so that it is completed as quickly as possible

2. Identifying activities where a delay in their execution will affect the overall end

Path 2 should be selected because Critical path is the longest sequence of dependent

activities that lead to completion of tasks.


5.0 WORK BREAKDOWN STRUCTURE

Work Breakdown Structure (WBS) is an outcome oriented document that defines the

total scope of a project. At the concept level the WBS document breaks the work tasks out to no

more than three levels (3 levels WBS).

Below is a WBS showing the basic levels (from level 0 to level 3) involved in the metro

station extension project.


6.0 GANTT CHART

A Gantt chart is a type of bar chart which illustrates a project schedule. It is used in

illustrating the start and finish dates (respectively) of the terminal elements and summary

elements of a project at hand.

Below is a Gantt chart of the project


7.0 PROJECT COMMUNICATION MANAGEMENT

This ankle as one of the nine knowledge tentacles of project management constitute of

processes necessary in ensuring prompt and rational initiation, collection, conveyance,

reservation, retrieval and optimal disposition of information within the premises of a project. The

necessity of this ankle defines its on evaluation of the time project managers devote in

communicating with assigned team leaders/members as well as other stakeholders although a

project life cycle. The functionality of this tool entails hereunder stipulated components:

1. Identification of Stakeholders: This consist of identifying individuals, corporate or

organizational entities that will be impacted by extension of Delhi metro, documentation of

vital information with respect to their interests, commitment and impact on the extension of

the Delhi metro.

2. Plan Communication: This comprise of the determination of information needed by project

stakeholder as well as defining a suitable communication channel to propagate although the

lifecycle of metro extension.

3. Distribution of Information: The process of making important information available to all

stakeholders as premeditated.

4. Management of Stakeholders Expectations: This is a very challenging compound as it

constitute of disseminating as well as working with stakeholders towards meeting their need

and inevitably the allocution of issues as they occur at any stage of the metro extension life

cycle.

5. Performance Reporting: This consist of gathering and dissemination of performance report,

inclusive of status report, progress benchmarking and forecasting.


7.1 COMMUNICATION MANAGEMENT PLAN FOR DELHI METRO EXTENSION

Process Name Inputs Outputs Tools and Techniques

Identification of

Stakeholders

Procurement of

Documents

Managerial Strategies

of Stakeholders

Fishbone/Ishikawa

Diagram

Project Charter Stakeholders Register Brainstorming

Plan Communication

Stakeholder’s Record Communication

Management Plan

Gantt Charts

Shareholder

Management Strategy

Updating of Project

Documentations

Gantt Charts

Enterprise

Atmospheric Factors

Input of

Organizational

Process Assets

Fishbone/Ishikawa

Diagram

Information

Dissemination

Project Management

Plan

Updating of

Organizational

Process Assets

Gantt Charts

Reporting of

Performance

Gantt Chart/ Affinity

Diagram

Organizational

Process Assets

Management of

Stakeholders

Stakeholder’s Record Updating of

Organizational

Gantt Chart/Critical

path Analysis Flow


Expectations

Process Assets Diagram

Shareholder

Management Strategy

Request For Change Fishbone/Ishikawa

Diagram

Project Management

Plan

Updating of Project

Management Plan

Gantt Chart

Issuance of Log Updating of Project

Documents

Gantt Chart

Change of Log Fishbone/Ishikawa

Organizational

Process Assets

Performance

Reporting

Project Management

Plan

Operation Reports Fishbone Diagrams

Information of Work

Performance

Updating of

Organizational

Process Assets

Gantt Charts

Measurement of

Work Performance

Change of Request PERT

Budgetary

Forecasting

Gantts Charts

Organizational

Process Assets


8.0 RISK MANAGEMENT

This tier of the project management knowledge tentacle consist of processes of organizing

and execution of risk management planning, recognition, examination, response planning,

supervision and control on Delhi Metro extension project. This essence of conducting risk

management in this project is to magnify the probability and effect of positive events and also

minimize the probability and effect of negative occurrences although the extension project.

Hereunder are the parameters that ought to constitute an effective project risk management:

1. Plan Risk Management: This consists of processes aimed at defining methodologies designed

to manage risk activities during propagation of Delhi metro extension project.

2. Risk Identification: The process of identifying and determining risks that seemingly to affect

Delhi metro extension project and the documentation of those identified and documented

features.

3. Qualitative Risk Analysis: The process of ranking project associated risks for cross-

examination or action by evaluating and integrating their probability of re-emergence and

impact.

4. Plan Risk Response: The art of developing alternatives and actions with the view of

enhancing opportunities and the reduction of threats to the project objectives.

5. Monitoring and Control Risks: The process of executing risk response plans, monitoring

risks identified, invigilating residual risks, identifying new risks and estimating risk process

efficacy throughout the Delhi metro extension project.


8.1 RISK MANAGEMENT DESIGN FOR DELHI METRO EXTENSION

PROCESS NAME INPUT TOOLS AND

TECHNIQUES

OUTPUTS

Plan Risk Management Scope Statement of Project Brainstorming or Fishbone

Diagram

Risk Management Plan

Cost Management Plan Gantt Charts or Critical

Path Analysis Flow

Diagram

Enterprise Atmospheric

Factors

Fishbone/Ishikawa

Diagram

Organization Process

Assets

Fishbone/Ishikawa

Diagram

Risks Identification Risk Management Plan Review of

Documentations

Risks Record

Estimated Cost of Activity

Gantts Chart

Estimation of Activity

Duration

Checklist Analysis/ Gantts

Chart

Scope Baseline

Gantts Chart, Analysis of

Assumptions

Stakeholder’s Record Fishbone

Cost Management Plan Gantt Chart/Cost Risk

Analysis

Schedule Management

Plan

Gantt Chart/Schedule Risk

Analysis/ Expert

Judgement

Quality Management Plan


Benchmarking

Project Documents

Enterprise Atmospheric

Factors

Fishbone/Ishikawa

Diagram

Organizational Process

Assets

Fishbone/Ishikawa

Diagram

Qualitative Risk Analysis

Performance

Risk Record

Risk Possibility and

Assessment of Effect

Updating of Risk Register

Risk Management Plan Possibility and Effect

Matrix

Cost Management Plan Risk Data Quality

Evaluation

Schedule Management

Plan

Risk Categorization

Technique


Assets

Risk Response Plan

Risk Record

Terminologies For

Negative Risks

Updating of Risk Register

Risk Management Plan Quantitative Analysis of

Risk

Risk-Oriented contractual

Decisions

Contingent Response

Terminologies

Updating of Project

Management

Expertise Decision Updating of Project

Documentation


Risk Monitoring and

Control

Risk Record

Risk Re-evaluation

Updating of Risk Record

Project management Plan

Risk Audit

Updating of


Assets

Performance Record

Trend and Variance

Analysis

Change of Request

Performance Reports

Technical Performance

Evaluation

Updating of project

Management Plan

Inverse Analysis

Updating of Project

Documents

Status Meeting


9.0 THE PROJECT MANAGEMENT PROCUREMENT

Whatever the project might be, it’s always requires getting the raw materials or all that is

needed to make the success of the project, at this phase we’re looking at the procurement phase,

which is very important in a project management.

Acquisition of the goods and services includes:

1. The Plan Acquisitions − Define what to procure

2. The Plan of Contracting − Preparing a solicitation

3. Get the Request Proposals − Soliciting responses

4. Select a Vendor − Evaluation and choosing a vendor, and negotiate a contract

5. Administration the Contract − Manage the vendor relationship, document ongoing contract

activities and request changes

6. Closing Contract − Accept the final products of the contract also

WHY PROCUREMENT?

1 All most all projects will need to get some resources from outside, no doubt

2 An understanding of the different ways to contract could result in reducing unnecessary

risk for the project


10.0 THE INTEGRATION

1. Planning the Process Group : we continue the project integration management by adding a

procurement management plan in the project management plan

2. Closing Process the Group: Acceptance of contract deliverables and project phases and

formally completing the project would be carried out.

10.1 PROCUREMENT TERMS

1 Retainage – Money that is withheld to ensure performance at the end of the contract

2 Terminate – in case stopping the work before it is completed

3 Waiver – this is statements in the contract that indicate that rights cannot be ignored or

modified without written agreement between the two parties

4 Time is of the essence – Seller is placed on notice that delivery agreements are strictly

binding and must be adhered to.

5 Working for Hire – in this we see at the end of the contract the work product generated will

be owned by the buyer


10.2 MANAGING PROCUREMENT

Four processes;

1. Plan the Procurements

2. Conduct the Procurements

3. Administer the Procurements

4. The Close of Procurements

10.3 IMPORTANCE OF PROCUREMENT

Procurement means acquiring goods and/or services from an outside source, other terms

include purchasing and outsourcing.

Experts predict that global spending on computer software and services will continue to grow

People continue to debate whether offshore outsourcing helps their own country or not.

10.4 STEPS INVOLVED

10.4.1 PLAN ACQUISITION

Acquisition options:

1. Upgrade - Modifying the already existing system

2. Build – Developing a system “from the SCRATCH up” internally or through a third party

3. Buy - Purchasing a Commercial-Off-The-Shelf (COTS) solution hosted internally or by a

third party


4. Transfer – Obtaining the public domain or no/low-cost license software from a third party

Platform - Converting the status quo to a new technology platform using internal or third

party resources

10.5 PREPARING REQUIREMENTS

Acquisition options includes:

1. Upgrade - Modify the existing system

2. Build - Develop system “from the ground up” internally or through a third party

3. Buy - Purchase a Commercial-Off-The-Shelf (COTS) solution hosted internally or by a third

party can be done

4. Transfer - Obtain public domain or no/low-cost license software from a third party

5. Re-Platform - Convert the status quo to a new technology platform using internal or third

party resources

10.6 PLANNING A CONTRACT

1. We try reducing the time to procure a system by limiting initial vendor proposals to scripted

demonstration of the user requirements

2. Requesting the vendor costs and support for the technical requirements/raw materials we

need from only those vendors that support user requirements

3. We would maintain a consensus by working with the various key users as they prepare

requirements, conduct vendor demonstrations and select the best option


10.7 REQUEST PROPOSALS

Identify vendors that support user needs, e.g., EMR niche, provide similar products to

competitors and/or have existing relationships with your organization

1. A vendor short-list and solicit proposals should be prepared

2. Preparing a solicitation document also

3. Issuing of the RFP

4. We would administer vendor solicitation process

10.8 SELECT A VENDOR

1. Evaluation of the vendors during demonstrations

2. We Request the finalists’ costs and support for technical requirements

3. Check the given references and conduct site visits

4. Selecting the vendor supporting most user requirements at lowest cost

10.9 REQUEST SELLERS RESPONSES

1. The decision on whom to ask to do the work, sending the appropriate documentation to

potential sellers, and obtaining proposals or bids

2. The organizations can carry out advertising for procuring goods and services in several

ways

� Approaching the preferred vendor

� Approaching several potential vendors


� Advertising to anyone interested

3. A bidders’ conference can help clarify the buyer’s expectations

10.10 SELECT A SELLER

Can also be called the source selection Includes:

1. Evaluation of the proposals or bids from sellers

2. The process of choosing the best one

3. Negotiation of the contract

4. Awarding or giving out the contract

10.11 SELLER SELLECTING PROCESS

1 The Organization would often do an initial evaluation of all the proposals and bids, then also

develop a short list of potential sellers for further evaluation

2 Sellers that are on the short list often prepare a best and final offer (BAFO)

3 The Final output is a contract signed by the buyer and the selected seller


11.0 NEGOTIATE A CONTRACT

1. We would use an agreement provided by our organization not the vendor

2. Including a contract scope of service based on the project SOW, which defines the criteria for

approval and payment for deliverables

3. Assembling of all our negotiating team, including project manager and an attorney with

system procurement experience

4. Here we would Identify, prioritize and share negotiation issues with vendor

5. The Obtaining and evaluation of the vendor response

6. Preparing a fallback response and share it with vendor

7. The Narrow issues are to be short-listed and conduct face-to-face negotiations

11.1 WRITE AND GIVE AN AGREEMENT

There cannot be a negotiation without a formal written agreement, especially for a huge

project as building a metro, it involves lots of stakeholders, sellers, staff, and workers and others.

So we should follow the following to work well.

1. We would Use contract scope of services , project schedule and budget as standards

2. Here we also Monitor vendor compliance

3. There should be Identification of deviations and define agreed upon corrective actions

4. We can Prepare change orders and contract amendments where required by corrective actions

5. Monitoring and documenting successfully the completion of all corrective actions


12.0 CLOSE THE AGREEMENT/SINGNED

1 Before we close and sign all agreements we would first ,Compare deliverable results to

deliverable acceptance criteria included in contract scope of services

2 We would also need to Identify corrections and actions to be taken if the vendor does not

adhere to the acceptance criteria

3 Review the updated deliverable this has to be done to confirm compliance

4 We also have to accept and pay vendor for delivered goods when it complies with

acceptance criteria

12.1 EVALUATE THE CRITERIA

It is important to prepare some form of evaluation criteria, preferably before issuing a

formal RFP or RFQ, Beware of proposals that look good on paper; be sure to evaluate factors,

such as past performance and management approach can require a technical presentation as part

of a proposal


13.0 CONCLUSION

It is important to know exactly what you’re up to in a project development, no mistakes

would be taken likely as it will cost the team or organization a lot, appropriate plan which

includes the following.

• We define the actual need for the project

• Development of the statement of work, specifications, and work breakdown structure

• Performing a make or buy analysis

• Laying out the major milestones and the timing/schedule

• Cost estimating, including life-cycle costing

• Obtaining authorization and approval to proceed


14.0 REFERENCES

Educational Update to the HIMSS Legal Aspects of the Enterprise Task Force

December 5, 2007.