Assignment Sample on Project Management System
1. Introduction
The main aim of this essay is to throw light on the management and control effects of projects. A project that is selected for discussion is the Crossrail project which is a transport infrastructural project. The discussion will be based on the environment prevailing in management of Crossrail project. Recognition of the aspirational aspects of the project will also be discussed. Various management techniques are also shed light on the study of this essay. Success factors for the Crossrail project are also discussed in a brief manner to gain knowledge about efficiency. Factors concerned about project success will also be discussed in this essay.
2. Main Body
2.1 Discussion about project success factors
The Crossrail project is a tunnel infrastructure-based project which is a railway tunnel project. It is one of the biggest ever projects made in the lands of the UK. There are many success factors that are discussed below for the success of Crossrail.
Capability of organization
Crossrail project organizational efficiency is very transparent and good coordination is there among the workers of the project. Adaptation of the micro and macro environment of the economy by the Crossrail management is an effective turn to their initiative (Eriksson et al. 2017). Delay in the project is there till 2022 as an extra amount of 1.1 billion dollar needs to be invested for completion of the project. Elizabeth lining of the project will be started after 4 years of delay. There is a business planning cycle that is adopted by the management of Crossrail. The size of the organizational capability is measured using the planning cycle (Stiles et al. 2018). A review of the organizational shape can be structured using cycles in the planning strategy. Planning of the work has not always been according to the requirements. Huge delays were there from the government side. From the time of proposal till today the UK has seen three generations of government (Eriksson et al. 2017).
Robustness involved in the Crossrail project has always got effective importance in the construction environment. Matrix structure of the organizational management helped in keeping a proper balance between time accountability and money accountability. Flexible organizational structure helped in the progress of the project of rail (Stiles et al. 2018). Crossrail aimed at delivering the project in time but failed due to poor management. There were five restructuring changes done over the last 10 years (Zhang et al. 2019). Managers from beginning to end saw all the five structural changes of project proceedings. Structural design of the Crossrail project was not good and changes were the need for further proceedings. Structure of procurement strategy was changed and all other branches were advised to have a common objective (Zhang et al. 2019). An integrated management system was made to make changes in the approach of the project which made delays.
Governance of project
Requirements of any project need to be crystal clear to give a quick start to the proceedings of the project. Discussions at each and every level were made to keep a track of the work effectiveness at each step of the Crossrail project. From the beginning of the Crossrail Project, a very comprehensive style of governance was used (Eriksson et al. 2017). This structure of governance is very accountable and has reliability. There exists a flexible environment to deal with technical glitches and issues related to the commercial breakdowns. Corporate structure of the governance gave importance to the matter of organizational scaling. Scaling is a very essential part of the project to deliver it on time (Stiles et al. 2018). Governance framework of the Crossrail project helps in aligning with the responsibilities that are taken into account (Shafiepour et al. 2018). The leadership team of this project worked hard on rigorously testing the limitations of the project.
Controls of Program
Effective control over the project proceedings helps in getting good outcomes and this strategy was to some extent followed by Crossrail (Shafiepour et al. 2018). A schedule for managing the evolution of risk was developed to have control over all the risks prevailing in further proceedings of the project. Management of the performance was done based on the control and analysis of the project (Eriksson et al. 2017). A work breakdown coherent kind of structure was adopted by the Crossrail team to determine product delivery. This was used as fundamental equipment to do product delivery across the whole lands of Crossrail. All members who were responsible for the Crossrail project were advised to use the work structure of breakdown to gain success.
Split-up of the project was done according to three sections which were in the areas of western part, central region, and east (Love et al. 2017). Each section of the tunnels in three regions consisted of two boring machines. Splitting of the stations was done with the west side operating 4 stations and 2 each on the central and eastern side. In the year 2015 concentration towards discipline was given instead of geographical changes.
2.2 Factors affecting project environment and organizational characteristics
Long-term effects of structural assets as per the climatic changes made in the proceedings of the Crossrail project. Flexible design according to the climatic changes was made for future proceedings of the Crossrail project (Love et al. 2017). Flood risks are taken into consideration to take control over the water level problems. Bringing minimization of the consumption of energy has been brought to make sustainable growth. Lines of operation were the key factor taken into consideration for focusing on the areas of growth (Shafiepour et al. 2018). Evolution in the designing of the lighting and lift capacities has been seen throughout the environmental revolution. Cooling systems were installed to keep a track of environmental changes throughout the future phase.
Protecting the environment is the strategy developed by Crossrail project to provide and bring in Sustainability. Natural resources and natural structures were taken into consideration to move with the proceedings. Strict codes of conduct were followed during the initial proceedings of the Crossrail project. Protecting the resources of the environment and keeping the safety in construction were the main priorities (Love et al. 2017). Huge emission of carbon dioxide was taking place and they thought of controlling the emission through many environmental laws. The Elizabeth line of the Crossrail project had to pay back in the emission of carbon dioxide for 10 to 12 years (Krezo et al. 2018). Excavated materials were taken to landfills and dumped there and any special materials were given to the government.
Establishment of Crossrail was done in the year 2008 by joint processors. Delivering the smooth and efficient railway was the task of the Crossrail project. Vision-enabled the management of Crossrail is to maintain a multi-layered structure of an organization (Krezo et al. 2018). This move gave an efficient turn to the supply chain of the resources. Values of the organization of Crossrail are.
- To give priority to the safety of the workforce and product safety
- To provide inspiration to the changes of the project strategy
- To respect the values of each and every individual involved in the Crossrail project
- To maintain collaboration with the suppliers and smallholders to make a strong management of the Crossrail project
- To keep the integrity of the promises to delivery of the final project.
The Crossrail Act of 2008 gave powers to the government of the UK to develop the secretary of state’s prevailing in the project (Krezo et al. 2018). There were two delivery partners’ contracts developed by the Crossrail projects.
Award of first partner was given to Transcend which was a joint venture between Aecom, Nicholes groups, and CH2M Hill. This venture looked towards the safety of organization and nature (Jonas et al. 2019). Desirable standards of the budget were set for supplementing core technical proceedings.
Award for second partnership was given to Bechtel which was the partner in project delivery.
There was huge support from the nominated sub-suppliers like Halcrow and the Systra (Jonas et al. 2019). Delivery partners of Crossrail project under the contract needed to put a drone in the delivery central section projects.
The partners worked collaboratively for the beginning 2 years in setting up a strong management. Mobilization the huge task force and prolonging peace was the major point of challenges taken into consideration (Jonas et al. 2019).
3. Conclusion
Construction of huge projects requires a proper management of the whole process and involvement of managers. Controlling the proceedings of a project is also an essential task to perform managing operations. Huge advancement in technology has been seen in the working of Crossrail project. Aim to deliver the project failed due to poor management of the team. Various factors affected the proceedings of the project and effects from the environment were given. Crossrail adopted some factors that are needed to keep a safeguard to the resources of the environment. Values to maintain a healthy working culture was adopted by the management to have smooth proceedings of the construction. Organizational structure of the Crossrail project was good but management was a bit poor in the UK environment. Project environment was also hampered due to drastic changes in the process and project got delayed till the year 2022.
References
Eriksson, P.E., Lingegård, S., Borg, L. and Nyström, J., 2017. Procurement of railway infrastructure projects–a European benchmarking study. Civil Engineering Journal, 3(4), pp.199-213. Available at: https://civilejournal.org/index.php/cej/article/download/310/107
Jonas, A.E., Goetz, A.R. and Brady, S., 2019. The global infrastructure public-private partnership and the extra-territorial politics of collective provision: The case of regional rail transit in Denver, USA. Urban Studies, 56(7), pp.1426-1447. Available at: https://hull-repository.worktribe.com/OutputFile/1162196
Joubert, F.J. and Pretorius, L., 2017. Using Monte Carlo simulation to create a ranked check list of risks in a portfolio of railway construction projects. South African Journal of Industrial Engineering, 28(2), pp.133-148. Available at: http://www.scielo.org.za/pdf/sajie/v28n2/12.pdf
Kaewunruen, S. and Lian, Q., 2019. Digital twin aided sustainability-based lifecycle management for railway turnout systems. Journal of Cleaner Production, 228, pp.1537-1551. Available at: http://pure-oai.bham.ac.uk/ws/files/61482417/6D_BIM_of_railway_turnout_system_ver2.pdf
Krezo, S., Mirza, O., Kaewunruen, S. and Sussman, J.M., 2018. Evaluation of CO2 emissions from railway resurfacing maintenance activities. Transportation Research Part D: Transport and Environment, 65, pp.458-465. Available at: https://core.ac.uk/download/pdf/185511679.pdf
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Love, P.E., Ahiaga-Dagbui, D., Welde, M. and Odeck, J., 2017. Light rail transit cost performance: Opportunities for future-proofing. Transportation Research Part A: Policy and Practice, 100, pp.27-39. Available at: https://www.academia.edu/download/53257032/Light_Rail_Transit_Cost_Performance_-_Opportunities_for_Future-Proofing1.pdf
Shafiepour, M., Tamannaei, M. and Abtahi, M., 2018. A methodology to prioritize the construction projects of new railway infrastructures for privatization in railway networks (Case Study: Iran). International Journal of Transportation Engineering, 6(2), pp.123-143. Available at: https://iranjournals.nlai.ir/bitstream/handle/123456789/78598/B6A818B54ACB550E02AA9CB0A338BEA4.pdf?sequence=-1
Stiles, S., Ryan, B. and Golightly, D., 2018. Evaluating attitudes to safety leadership within rail construction projects. Safety science, 110, pp.134-144. Available at: https://nottingham-repository.worktribe.com/preview/908713/stiles_safety_science.pdf
Zhang, N., Deng, X., Zhao, X. and Chang, T., 2019. Exploring the sources of contractors’ competitive advantage on international HSR construction projects. International Journal of Civil Engineering, 17(7), pp.1115-1129. Available at: https://www.researchgate.net/profile/Na_Zhang111/publication/329073803_Exploring_the_Sources_of_Contractors%27_Competitive_Advantage_on_International_HSR_Construction_Projects/links/5f6ac43e92851c14bc8e33b3/Exploring-the-Sources-of-Contractors-Competitive-Advantage-on-International-HSR-Construction-Projects.pdf
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