The Northern Leg of Aberdeen Western Peripheral Route - Example

Project Implementation Document: The Northern leg of Aberdeen Western Peripheral Route Name: Course: Instructor: Institution: Executive summary The Aberdeen Western Peripheral Route project report is intended to provide the basis for evaluation and consideration of the project as a viable business venture as well as ascertain the actual viability of the undertaking. The plan thus caters for the overall impact of the project on the transport systems, economic exposure of the concerned areas as well as the overall significance of the project upon completion. The successes of any massive project wholly depend on the project management policies and strategies instigated towards implementation of the same project (Harrison & Lock, 2004). In this case, concepts of project management thus become vital and crucial in the whole process of project undertaking. Considering such significance of project management fundamentals, the report thus presents a plan with well-illustrated details on the managerial organization of the project, work breakdown and schedule, communication plan as well as risk plan for the project. Table of Contents 1.0. Introduction ……………………………………………………………………………………………………………………………………4 1.1. Background ……………………………………………………………………………………………………………..……….4 1.2. Aims and objectives ……………………………………………………………………………………….……………….…5 1.3. Methodology………………………………………………………………………………………………………………….….5 2.0. Project definition……………………………………………………………………………………………………………………….…..5 2.1. Project scope ……………………………………………………………………………………………………………………6 2.1.1. Project exclusions ……………………………………………………………………………..……………7 2.2. Objectives…………………………………………………………………………………………………………………………. 7 2.3. Deliverables ………………………………………………………………………………………………………………………8 3.0. Business case……………………………………………………………………………………………………………………….……….. 9 3.1. Problem rationale……………………………………………………………………………………………………………… 9 3.2. Benefits …………………………………………………………………………………………………………………..……….10 3.3. Evaluation options …………………………………………………………………………………………….....…………10 3.3.1. Option selection…………………………………………………………………………………………….11 3.4. Critical success factors…………………………………………………………………………………………………………11 3.5. Assumptions ………………………..s…………………………………………………………………………..................12 3.6. Consecrations ………………………………………………………………………………………………………………….12 3.7. Constraints………………………………………………………………………………………………………………………13 4.0. Project management ……………………………………………………………………………………………………………………13 4.1. Project structure ………………………………………………………………………………………………………………13 4.2. Roles and responsibilities…………………………………………………………………………………………………14 4.3. Methodology……………………………………………………………………………………………………………........ 14 4.4. Controls………………………………………………………..………………………………………………………………… 14 4.5. Communication plan ……………………………………………………………………………………………………….14 5.0. Work breakdown structure ………………………………………………………………………………………………………….15 6.0. Project schedule identification………………………………………………………………………………………………………15 7.0. Risk plan ……………………………………………………………………………………………………………………………………….16 7.1. Risk…………………………………………………………………………………………………….…………………………….16 identification…………………………………………………………………………………………………………………...16 7.2. Risk assessment ……………………………………………………………………………………………………………….16 7.3. Mitigation strategy ……………….…………………………………………………………………………………………17 8.0. Sustainable development……………………………………………………………………………………………………………..18 9.0. Conclusions…………………………………………………………….…………………………………………………………………… 19 10.0. Recommendations………………..………………………………………………………………………………………………..19 1.0. Introduction According to Russell, 2007, project management often involves careful planning and design of strategies, approaches and methodologies required in achieving a particular given task. The concept of project management has soon evolved over past time to also incorporate financial control and resource allocation for specified tasks. Project managers working on well designed and structured plans find their tasks simplified hence enabling them attain timely attain their objectives. Product aspects such as quality and conformity to standards are also greatly improved through planning. When assigning project tasks to managers, clients often consider the quality of plans as presented by the various managers. Such business cases and plans point out the intended managerial approaches hence helping the client evaluate the same against his tastes and preferences (Russell, 2007). Background The current population in Aberdeen city has grown beyond the holding capacity of the available transport links around the city thus resulting in congestion and human traffic. The North Eastern part of Aberdeen holds substantial investment potential and opportunities which have not been exploited due to inaccessibility of the region. Aberdeen Western Peripheral Route is thus a significant move towards improving the general transport network within Aberdeen City as well as providing access routes to the outskirts of the city for economic investments. Aims and objectives The aims and objectives of this report are to provide a business case proposal and plan for Aberdeen Western Peripheral Route project. The report thus covers work breakdown structure and work schedule, a risk assessment plan, communication plan, sustainable framework of the project, recommendations and conclusions about the overall undertaking process 1.1. Methodology This report has been compiled as a product of extensive work carried out by the RGU Project Group of NESTRANS on Aberdeen Western Peripheral Route project. The information contained herein has been compiled from secondary resource materials such as internet website pages, Mega-project journals, articles and consultative discussions, brainstorming and innovative forums with the group members.. 2.0. Project Definition According to the project management institute, a project is any temporary or time bound endeavor that is undertaken so as to produce a unique product or service. Project management on the other hand has been defined as the intentional planning, supervision and control of organizational tasks in order to realize certain set objectives. According to Schmidt, 2009, a project, therefore, must have specific objectives; involve a particular strategy and incorporate project management principles in its execution.. 2.1. Project scope The size and inclusions of a project are defined by aims and objectives as well as deliverables. The project scope is thus meant to provide a clear and in-depth understanding of the project to all involved stakeholders. The project scope is usually defined in the initial phases of the project undertaking (Harrison & Lock, 2004). It basically involves statement of the work to be done, the breakdown of the whole project into smaller tasks and sub tasks, definition of work packages and the sequence of execution of the various tasks in each phase and stages of the project. Scope exclusions is a collective term used to refers to those statements that are made in order to avoid misinterpretations, misunderstandings and misconceptions in form of false projections and exaggerated expectations from the project implementation team by the client. The Aberdeen Western Peripheral Route project involves construction of a bypass road between road numbers A90 in the south to the A96 in the north of Aberdeen town to accommodate 43, 000 vehicles per day alongside a separate pedestrian lane. This will include construction of an eight lane tarmacked road with two pedestrian lanes on either sides of the road, drainage tunnels on both sides of the road, pedestrian fly overs at the point linkage of the bypass to road number A96 and A90 and erection of flood lights on the completed road. The whole project undertaking us expected to take two years. (Schmidt, 2009). 2.1.1. Scope exclusions Improvement of the current drainage of roads A90 and A96, re-carpeting of roads A90 and A96, ground stabilizations on the sides of roads A90 and A96 as well as installation of traffic controls at points of linkage between roads A90 and A96 to the bypass are exclusions of the Aberdeen Western Peripheral Route project. The project will thus work to meet its objectives and aspirations as outlined in the scope of the project. 2.2. Objectives The aims and objectives of the Aberdeen Western Peripheral Route project are: a) To provide a strategic fast-link to the commuter town, Stone haven, in the south affording an alternative route for approximately 43,000 vehicles per day as well as pedestrians and will to access areas in the west and north of Aberdeen. b) To significantly improve the notorious traffic hot-spots such as North Anderson Drive, Parkway and Bridge of Dee areas by providing an extra route. Aberdeen Western Peripheral Route will provide an alternative route thus reducing the overall automobile population on roads A90 and A96. c) To provide a distinct route for heavy goods vehicles in key areas thus reducing traffic congestion. This will reduce the overall journey time. 2.3. From an economic viewpoint the project is also expected to greatly enhance growth and encourage businesses to the North East through additional investment 2.4. Deliverables Projects are undertaken and implemented intentionally to produce deliverables (Hedeman, Van Heemst & Fredriksz, 2010). Deliverables in this case refer to the tangible outputs of the project as a result of consumption of a given amount of inputs. The Aberdeen Western Peripheral Route project should thus produce the following deliverables: a) The project should yield an eight lane bypass road, tarmacked and complete with street lights, pedestrian lanes on either side and marked lanes after the stated two years from the point of start of implementation. b) The Aberdeen Western Peripheral Route project will provide an alternative short distance connection between roads A90 and A96 for pedestrians and automobiles. c) To support economic development of the Northern outskirts of Aberdeen City by way of providing accessible route. d) Reduce overall pressure hence ease automobile traffic on most transport routes around Aberdeen City. 3.0. Business Case The business case for Aberdeen Western Peripheral Route project includes explanations on the problems aimed existing entrepreneurial gap in society, available business opportunities as a result of such needs, the business needs necessary to fill the gaps as well as other tentative options, economic gains, priority for implementation, timescale for implementation of the same ideas, scope of implementation, cost of implementation, critical success factors, criteria for evaluation of success, constraints, assumptions and various probable risks in the course of exploration of the business opportunities.. 3.1. Problems and Rationale The available roads within Aberdeen were constructed to cater for the automobile and human population present during the time of construction. Although future increments were factored in, the current population is far much beyond the holding capacity of such available roads. This has been manifested by the huge traffic congestion, both human and automobile. Such congestion has increased the overall journey time between different points within the city as well as delayed deliveries and slow speed movement. The North eastern part of Aberdeen has been shunned by investors despite its enormous economic potential. There is no sufficient transport route to link the region to the rest of the city. 3.2. Benefits The benefits to be realized from implementation of the Aberdeen Western Peripheral Route project upon completion can be categorized into two broad types: economic gains and infrastructure improvement. Infrastructure improvement will be realized in a number of ways. Upon completion of the Aberdeen Western Peripheral Route project, tremendous changes will be realized in the transport sector. For instance, the current human and automobile congestion on roads A90 and A96 linking the north eastern part of the country to the city will greatly reduce. The project would have created an alternative and in fact shorter connection route hence most people will opt to use the shutter and less congested route. 3.3. Evaluating Options Two major considerations were made before routing for the Aberdeen Western Peripheral Route project. The viability in terms of practical implementation, affordability and efficiency were the major factors during the evaluation process. a) The first option was expanding the existing roads in order to cater for the ever increasing transport needs within the city as well as linking the city to other regions in the neighborhood. b) The second option involved constructing the shortest route possible to link road A90 and A90 which all link the city to the outskirts. c) The third option involved building extra roads with four lanes each, parallel and along road A90 and A96 so as to increase their overall human and automobile traffic holding capacity d) Another option was evaluated was leaving the roads to operate the way they are despite the evident challenges and shortcomings 3.3.1. Option Selections Upon evaluation of all the available options, the option best suited to achieve the objectives earlier on stated at the start of the project was picked upon. The suitability of the options was based on the extent to which the same option would offer solution to the current problems in the transport network sector. The ability to operate in conformity to available resources was also a point of consideration when selecting the option among the available list. Aberdeen Western Peripheral Route project was selected because it seemed most viable, highly practical and could offer a long lasting solution to traffic congestion in Aberdeen. 3.4. Critical Success Factors Success factors is a collective terminology used to refer to all drawbacks and challenges that may affect by way of derailing or accelerating the attainment of project aims and objectives. In the case of the Aberdeen Western Peripheral Route project, a number of success factors will be highly reviewed to reduce chances of failure. Such factors include among others: a) Guaranteed financial security for the project b) Compliance with the national environmental management authority requirements c) Evaluation and rigorous testing of all involved technical processes d) Application of quality and quantity production principles in all stages of implementation e) Strict adherence to the standards set by the national highways authority f) Establishment and encouragement of team spirit and collective responsibility among the implementation team 3.5. Assumptions The assumptions for the Aberdeen Western Peripheral Route project include a) Sufficient and adequate budget has been secured and set aside by the client b) The implementation team has all the technocrats and stakeholders on board for the sake of the Aberdeen Western Peripheral Route project 3.6. Considerations The implementation of the Aberdeen Western Peripheral Route project will take the following into consideration a) Similar existing roads constructed by The RGU Project Group of NESTRANS b) The existing economic conditions c) Advancements, innovation and modifications in road construction technology 3.7. Constraints The following are some of the expected constraints in the course of implementation of the intended project. a) Financial shortcomings b) Elongated rainy season 4.0. Project Management The RGU Project Group of NESTRANS organizational structure has a well-structured chain of command and flow of authority. This is intentionally designed to enhance effective communication within the organization, spell out responsibilities within the organization and aid in simplifying governance roles such as supervision and control (Hedeman, Van Heemst & Fredriksz, 2010). The organizational structure is as presented in the appendix herein attached to the report. 4.1. Project Structure Projects undertaken by organizations can be classified among the numerous other tasks undertaken by the same organization. In order to effectively attend to the needs of implementation of any particular project, organizations often develop hierarchical framework to be used in the same process. The organizational structure to be assumed in the implementation of the Aberdeen Western Peripheral Route project by The RGU Project Group of NESTRANS will therefore as shown in the appendix (Arabaolaza, 2009). 4.2. Roles and Responsibilities The roles and responsibilities will be assigned according to individual skills and expertise. This will be so done as shown in the appendix. 4.3. Methodology Methodologies are usually applied based on the geographical location of the project being undertaken. This therefore implies that the implementation of the Aberdeen Western Peripheral Route project will take the Association for Project Management (APM) methodology on the mere fact that it is a project based in the United Kingdom. The guidelines for using this project management methodology are produced and documented by APM. 4.4. Controls The Aberdeen Western Peripheral Route project will majorly employ earned value management (EVM) as a cost and schedule control method (Arabaolaza, 2009). The method compares the actual work completed after a given length of time with the total value and cost as planned in the budget to be earned from the same completed task. This helps establish the exact expenditure at different stages of implementation stages of the project. 4.5. Communication Plan A communication event refers to a schedule of events that caters for all communication sessions throughout the whole undertaking of a project. It includes verbal, nonverbal, official and unofficial communication aimed to reach the project team members through any media of form. Effective communication often determines the overall success in any team event since each participant can only contribute in such by communicating. Communication ensures periodic update, reminders, corrections as well as consultations during a team activity to see to it that all the team members are working towards a common objective and goal The communication plan to be implemented during the implementation of the Aberdeen Western Peripheral Route project is as shown in the appendix. 5.0. Work Breakdown Structure Work breakdown structure involves the criteria for sub-dividing a huge project into smaller tasks and responsibilities to be assigned to different individuals within the implementation team. More often than not, work breakdown structure is client oriented; it is done depending on the client’s tastes and preferences. The herein attached appendix presents a typical work break down structure that will be adopted in the implementation of the Aberdeen Western Peripheral Route project. 6.0. Project Schedule Projects are designed for implementation within a given time span. The Gantt chart will be used in the implementation of the Aberdeen Western Peripheral Route project. 7.0. Risk Plan It is a normal occurrence that things won’t happen as scheduled or planned, hence risks and uncertainties. In most cases, risks and uncertainties will either lead to delays in meeting set deadlines or even compromise the quality of the completed structure hence failure (Harrison & Lock, 2004). Risk management therefore includes determining the probable risks and uncertainties, determine the detrimental effects posed by the same risks and planning for the relevant mitigation procedures ton cushion against such risks and uncertainties. 7.1. Risk Identification See appendix 7.2. Risk Assessment See appendix 7.3. Mitigation Strategy This will be done depending on the nature of the risk as shown below. Environmental risks 1. Avoid dumping soil debris in the nearby river. 2. Fit all exhaust pipes with carbon captures Fatalities on site and injuries: 1. Intensive training, induction and apprenticeship for all people working on the 2. Strict adherence to health and safety dress code Theft, vandalism, arson and other security risks : 1. Engage a security firm to provide all time surveillance and watch of the site and property on sit Withdrawal of major stakeholders: 1. Sign binding contracts before any transaction is made 2. Review the contacts on a monthly basis Conflict among stakeholders: 1. Encourage efficient communication 2. Encourage team work and team spirit Economic fluctuations: 1. The budget design should be meant so as to cater for such occurrences 2. Have a standby emergency kitty 8.0. Sustainable Development Framework A sustainable development framework aims at offering the best platform for undertaking current projects without necessary altering the possibilities of implementing similar or related projects in the future. This is squarely in line with environmental conservation and protection chief missions of the RGU Project Group of NESTRANS organization. The sustainable development plan with involve developing a framework for evaluation of successful implementation and performance for the various activities involved in the actual implementation the proposed project. 8.1. Environmental Sustainability In order to enhance environmental sustainability, the RGU Project Group of NESTRANS organization shall a) Encourage minimum and effective consumption of water. Unless clean water is specified, the company shall use water from the river adjacent to road A90 on the lower side of Aberdeen National park 8.2. Noise and air pollution; all then excavators and bulldozers are fitted with carbon captures to prevent emission of carbon into the atmosphere. 8.3. Financial sustainability This will be realized through the following approaches: a) The new road will open up the northern region for business investments and other financial gains b) Increasing the automobile holding capacity twill directly increase the amount of revenue collected by the local council c) The new bypass road will increase job opportunities for the passenger automobile operators 8.4. Enhancing Social Sustainability 1) By opening up the north eastern part of Aberdeen, there is bound to be more social interactions between the residents, entrepreneurs seeking investment and their clients 2) Enhancing transportation and establishing effective control systems will improve access to Aberdeen city 9.0. Conclusions In conclusion, this project implementation report has been prepared and will thus serve as a blue print for the RGU Project Group of NESTRANS to implement the Aberdeen Western Peripheral Route project which will involve building a bypass road within the Aberdeen and Aberdeen shire councils. The construction of the bypass will greatly decrease the traffic congestions as evident in the city as well as increase investments within the region. The whole implementation will be in line with the set objectives, incorporate the best project management fundamental as well as work within the financial limits as set and the specified timespan. The project implementation is a vital aspect id the council ever intends to bring order on its roads and transport routes. 10.0. Recommendations With all the necessary information pertaining the nature , expectations and implementation of the project available, the by Aberdeen City Council and Aberdeen shire Council should therefore recommend and sanction the implementation of the Aberdeen Western Peripheral Route in line with the plan provided. 11.0. References Association for Project Management, (2012). APM body of knowledge. Arabaolaza, I. (2009). Aberdeen western peripheral route: data structure report: project 2648. Glasgow, Glasgow University Archaeological Research Division. Docherty, I., & Shaw, J. (2008). Traffic jam: ten years of 'sustainable' transport in the UK. Bristol, Policy. NHS Centre for Coding and Classification, NHS Management Executive, & NHS Executive, (1992). Project initiation document: professions allied to medicine: terms project. [England], NHS Centre for Coding and Classification. Fowler, A., & Lock, D. (2006). Accelerating business and IT change: transforming project delivery. Aldershot (UK), Gower. Harrison, F. L., & Lock, D. (2004). Advanced project management: a structured approach. Aldershot, England, Gower. Hedeman, B., Van Heemst, G. V. & Fredriksz, H. (2010). Project Management Based on Prince2 2009 Edition. Zaltbommel, Van Haren Pub. Project Management Institute, (2013). Guide to the project management body of knowledge: pmbok guide. Project Management Inst. Russell, L. (2007). 10 steps to successful project management. Alexandria, Va, ASTD Press. (2013). Nestrans. Book On Demand Ltd. Schmidt, T. (2009). Strategic project management made simple practical tools for leaders and teams. Hoboken, N.J., John Wiley & Sons. Sydor, M. J. (2010). APM best practices: realizing application performance management. New York, Apress. 11.0. Appendix Communication Plan Stakeholder Information required Information to share Frequency Method Responsibility INTERNAL     Regular designed basis     BAA Briefing and funding Project Charter, progress, incidence reports, Weekly, Monthly various reports, review meetings, web blog, telephone, intranet, informal meetings Program Director Government Bodies Approval Project Charter, progress, incidence reports, Weekly, Monthly various report, review meetings, Blog Director Environment & Risk Project Teams Budgeting, progress, reports scope statement, approval change requests, daily, weekly, ASAP Intranet, formal meetings, informal comm. Blog, stand up meetings Program Manager Major Contractors proforma, status updates SOW, RFQ, Contracts Weekly, as required Intranet, formal meetings, conference [virtual] Program Manager Sub-Contractors proforma, status updates SOW, RFQ, Contracts Weekly, as required formal meetings, telephones, e-mails, informal communications Project Managers Project Sub-Teams Status and incidence reports, constraints Schedules, change request As required Formal and Informal meetings, intranet, radio Project Managers EXTERNAL     Prior to start and periodically     National roads authority requirements, advice, questions project plan, updates Monthly newsletters, formal meetings, e-mails Head of Public Relations Aberdeen community views/requirements, agreement environmental/project plans, benefits, reports bi-weekly newsletters, townhouse meetings, press Project Managers Directorate of Transport approval, road/rail data, plans strategy, status, progress reports Weekly, as required reports, status updates, e-mails, web blog Program Manager Public/Groups /Press views, requests, questions project plan, updates Weekly conferences, press releases Head Public Relations, Project Managers Risk Matrix and Risk Breakdown Structure Description of the identified risk Score of probability Score of impact Scale of risk Mitigation Plan High level of conflict amongst stakeholders and participants. 0.1 0.8 Medium (0.08) Encourage efficient communication. Encourage team work and team spirit Possible withdrawal of a major stakeholder 0.1 0.8 Medium (0.08) Sign binding contracts before any transaction is made. Review the contacts on a monthly basis Unexpected growth in resource prices 0.3 0.4 Medium (0.12) The budget design should be meant so as to cater for such occurrences. Have a standby emergency kitty Unexpected environmental hazards 0.5 0.05 Low (0.025) Monitoring weather conditions during execution phases Breach of contracts 0.5 0.4 Medium (0.20) Sign binding contracts before any transaction is made. Review the contacts on a monthly basis Fatalities or injuries on site 0.7 0.4 High (0.28) Intensive training, induction and apprenticeship for all people working on the site. Strict adherence to health and safety dress code. Competency inspection to verify possession of right Publication of safety booklets Environmental risks 0.9 0.8 High (0.72) Avoid dumping soil debris in the nearby river. Plant grass and trees on the ether sides of the pedestrian lanes to stabilize the soil. Avoid oil spills from automobile fuel tanks since they cause soil pollution. Fit all exhaust pipes with carbon captures Security issues i.e. vandalism, theft, arson 0.7 0.4 High (0.28) Engage a security firm to provide all time surveillance and watch of the site and property on sit Risk Matrix and RBS (Risk Breakdown Structure) Key Responsibility matrix Work packages Project sponsor Program director Project manager Project team Design director Construction director Finance director Risk Director Initiation A R I I C C C C Planning and design and design A R R I R R R R construction A R M I R R R R Earthworks R M I C C N C Environmental conservation R M I C C N C Logistics and temporary facilities A R M I C C N C Drainage R M I C C N C Layering R M I C C N C Lighting R M I C C N C Testing R M I C C N C Commissioning A R M I C C N C Performance review N R M I C C N C Key N NOTIFIED M MANAGES R RESPONSIBLE I INFORMED A APPROVED C CONSULTED Read More