Metro station documentation


Published on

complete project

Published in: Education
  • Be the first to comment

Metro station documentation

  2. 2. METRO STATION EXTENSION 2 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.
  3. 3. METRO STATION EXTENSION 3 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.
  4. 4. METRO STATION EXTENSION 4 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.
  5. 5. METRO STATION EXTENSION 5 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.
  6. 6. METRO STATION EXTENSION 6 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.
  7. 7. METRO STATION EXTENSION 7 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.
  8. 8. METRO STATION EXTENSION 8 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.
  9. 9. METRO STATION EXTENSION 9 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.
  10. 10. METRO STATION EXTENSION 10 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.
  11. 11. METRO STATION EXTENSION 11 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
  12. 12. METRO STATION EXTENSION 12 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.
  13. 13. METRO STATION EXTENSION 13 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.
  14. 14. METRO STATION EXTENSION 14 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
  15. 15. METRO STATION EXTENSION 15 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.
  16. 16. METRO STATION EXTENSION 16 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
  17. 17. METRO STATION EXTENSION 17 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
  18. 18. METRO STATION EXTENSION 18 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.
  19. 19. METRO STATION EXTENSION 19 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
  20. 20. METRO STATION EXTENSION 20 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 Organizational Process 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
  21. 21. METRO STATION EXTENSION 21 Risk Monitoring and Control Risk Record Risk Re-evaluation Updating of Risk Record Project management Plan Risk Audit Updating of Organizational Process 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
  22. 22. METRO STATION EXTENSION 22 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
  24. 24. METRO STATION EXTENSION 24 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
  25. 25. METRO STATION EXTENSION 25 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
  26. 26. METRO STATION EXTENSION 26 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
  27. 27. METRO STATION EXTENSION 27 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
  28. 28. METRO STATION EXTENSION 28 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
  29. 29. METRO STATION EXTENSION 29 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
  30. 30. METRO STATION EXTENSION 30 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
  31. 31. METRO STATION EXTENSION 31 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
  32. 32. METRO STATION EXTENSION 32 14.0 REFERENCES Educational Update to the HIMSS Legal Aspects of the Enterprise Task Force December 5, 2007.