CREATION OF A BUSINESS CASE FOR ESTABLISHING DUNDEE TRAM SYSTEM
1. Introduction:
1.1 Key planning problems associated with the Edinburgh Tram System
1.2 Benefits of project management techniques to mitigate the above-mentioned problems
1.1 Key planning problems associated with the Edinburgh Tram System:
Scheduling constraints
Rise in anticipated project cost
Excess interest payments
1.2 Benefits of project management techniques to mitigate the above-mentioned
problems:
Work breakdown structure
Gantt chart
Critical path
2. Project objectives:
3. Performance measurement/ quality management:
Planned Value (PV)
Actual work cost
Earned Value (EV)
Return on Investment (ROI)
Cost Performance Index (CPI)
Planned working hours against existing working conditions
Schedule Performance Index (SPI)
Utilisation of sources
Project percentage finished within time
4. Stakeholder analysis:
Contractor
Professional service providers
First-tier and second-tier consultants
Financial, Commercial and Legal Committee (FCL)
Financiers, clients and project sponsors
Regulatory agencies
State councillors and officials
Scottish government
Common public
4. Stakeholder analysis (Continued):
5. Activities and milestones scheduling of the project:
5. Activities and milestones scheduling of the project (Continued):
6. Resources required including project budget:Particulars Amount (in million £)
Layout of the project 40
Land 125
Labour 50
Raw Materials 100
Analysis of risks 15
Advertising and Promotion 8
Launch of the project 18
Total Budget Cost 336
7. Constraints and risks:
Lack of availability of sources
Loss of money
Overrunning of schedules
Failure to meet the performance requirements
8. Communications required:
Combination and coordination of work of the project team members
Delegation the tasks amongst the team members with clear description of the job types
and roles
Strong and positive methods of communication like e-mail and telephonic conversation
Top-to-down communication method
9. Success/ Failure factors for the project:
Worker involvement and strong back-up support of the executive body
Resource availability and mitigation of unanticipated risks
Fund allotment
Human resources
10. Conclusion and Recommendations about considerations
concerning future operations:
References and Bibliographies:
Books:
Heagney, J., (2012). Fundamentals of project management. AMACOM Div American Mgmt Assn.
Jeston, J. and Nelis, J., (2014). Business process management. Routledge.
Kerzner, H.R., (2013). Project management: a systems approach to planning, scheduling, and controlling. John
Wiley & Sons.
Leach, L.P., (2014). Critical chain project management. Artech House.
Meredith, J.R. and Mantel Jr, S.J., (2011). Project management: a managerial approach. John Wiley & Sons.
Weske, M., (2010). Business process management: concepts, languages, architectures. Springer Publishing
Company, Incorporated.
Wysocki, R.K., (2011). Effective project management: traditional, agile, extreme. John Wiley & Sons.
References and Bibliographies (Continued):
Journals:
Blomquist, T., Hällgren, M., Nilsson, A. and Söderholm, A., (2010). “Project‐as‐practice: In search of project
management research that matters”. Project Management Journal, 41(1), pp.5-16.
De Bakker, K., Boonstra, A. and Wortmann, H., (2010). “Does risk management contribute to IT project success? A
meta-analysis of empirical evidence”. International Journal of Project Management, 28(5), pp.493-503.
Ajmal, M., Helo, P. and Kekäle, T., (2010). “Critical factors for knowledge management in project business”.
Journal of knowledge management, 14(1), pp.156-168.
Meskendahl, S., (2010). “The influence of business strategy on project portfolio management and its success—a
conceptual framework”. International Journal of Project Management, 28(8), pp.807-817.
Caniëls, M.C. and Bakens, R.J., (2012). “The effects of Project Management Information Systems on decision
making in a multi project environment”. International Journal of Project Management, 30(2), pp.162-175.