OPERATIONAL AND PROJECT MANAGEMENT

Contents

Introduction 3

TASK 1 4

Analysis of the given report 4

Explanation of why the ATS project manager believes the project cannot be undertaken for less than £16 million 5

Determination if the project can be undertaken for less than £12 million 6

TASK 2 7

Analyze the problem/data and create a resource histogram, based on the Gantt chart 7

Use resource leveling/smoothing techniques to see if you can deliver the project using the engineers available 8

Prepare a revised schedule 9

Determine the revised start date for testing and the planned ‘Go-live’ date 10

TASK -3 10

Review the progress achieved, comparing actual to plan 10

Conclusion 13

References 14

Introduction

This report aims to construct a development (Tent, 2017) plan for Snowham Airport. This report will explain the Airport Transportation System (ATS) used in Snowham Airport in the context of capital cost, target budget, and project plan. There will be a representation of the Gantt Chart and Histogram to represent the report in an effective and clear way. The report will discuss the Sverige Tech- Air Traffic Control System and in order to achieve this Air Traffic Control system, there will be a discussion on the revised schedule of an engineer who performs different tasks. And the report will have a brief discussion on the refurbishment project of terminals which includes the creation of new traffic light indicators.

TASK 1

Analysis of the given report

In order to understand the analysis of the given, there is brief detail given about weeks and tasks related to it and how people achieve that given task in a given timeline. Below is a detailed Gantt chart for a better understanding of the creation of a better Air Transportation System (Wei and Vaze, 2018).

Figure 1 Gantt Chart

The above mentioned Gantt chart explained different types of tasks (i.e. Preparation of station sites, construction of platforms, installation of CCTV systems, fitting of terminal escalators, information boards, TBM tunnel work, fitting of electrical services, installation of a ventilation system, railway track, and testing of subway system) that needs to be achieved and also explained that how much time each task will take in order to complete the project (Sharon and Dori, 2017).

Explanation of why the ATS project manager believes the project cannot be undertaken for less than £16 million

Earlier the plan has been discussed before 3 months of the construction in which the project manager gave an estimated cost of the project, but in a recent meeting, the ATS project manager presented an update on the project plan of ATS in which he concluded that the plan cannot get success if the expenditure cost is below £16 million. In this argument, the procure manager asked a question to the project manager that why this project cannot be completed in £12million, to which the project manager replied and explained the cost factor of every task.

The fixed cost of the project mentioned by the project manager was £2,000,000. And the cost of the project team per week is £200,000 which will be spent weekly on the project until the project gets completed successfully. And the cost of tunnel boring machine (TBM) and other useful equipment that will be required in the project was £300,000 per week and this cost needs to be spent until task 6 is not completed i.e. TBM tunnel work. The project manager claims that the TBM and the TBM crew is the most expensive part of this project and without the TBM crew this project cannot be accomplished. The sum of the mentioned cost data and the weekly time per task gives proof that why the project manager claimed that it is impossible to accomplish the project for less than £16 million.

Determination if the project can be undertaken for less than £12 million

As it is discussed in the above section that the project manager of the ATS plan has concluded that the project cannot be accomplished with an amount less than £16 million as the TBM and TBM crew requires a huge amount to operate the business because the TBM (Farrokh, 2020) crew works 5 days a week and it costs £300,000 per week and this task requires minimum 6 weeks to be completed, so in such a long time period it can increase the expenditure cost.

But on the same topic (i.e. expenditure cost on TBM crew) procure manager of the team raised a voice in the recently scheduled meeting that this cost could be reduced in order to save the expenditure cost of the overall project, to this comment project manager replied in favor of expenditure cost that this is the most essential part of the project hence it could not be reduced. But the procure manager provided a suggestion in his reply by commenting that the cost can be reduced if the TBM crew is the most important part of the project. The procure manager provided a suggestion in which he stated that the cost could be reduced by allowing workers to work in 14 shifts a week that means the TBM crew could work in a day and shifts with alternative shifts and an alternative week off. By doing so the productivity rate of the project plan can get faster and improved in order to complete the project in less time so there will be both time saving and cost-saving as the TBM crew will finish their work in lesser time.

So it can be said that the project could be accomplished in £12 million if the TBM crew works in a manner offered by the procure manager.

TASK 2

Analyze the problem/data and create a resource histogram, based on the Gantt chart

The company hired a new and young employee who has just spend 3 months in this company as it is his probation period. And he faced a heap of problems when senior manager Akesson left the company just before the initiation of the plan (Kapatsyna and Morozova, 2020). Gustav Akesson was a project manager who was appointed to supervise the installation and testing at the Snowham Airport. Now all of a sudden Akesson decided to resign from the company at the end moment. But before his resignation, he made a Gantt chart for the engineers and their work. The Gantt chart made by Akesson is mentioned below:

Figure 2 Gantt chart made by Akesson

According to the Gantt chart made by Akesson, it is clearly seen that there are 4 modules in which there is a requirement of 9 engineers and the other 3 tasks would require 7 engineers so there is a requirement of a total of 14 engineers to accomplish the task.

As it can be seen that there is a requirement of 3 engineers to achieve the Air control module, 2 engineers to achieve the Ground control module, 2 engineers to achieve the Flight clearance module, 2 engineers to achieve the Terminal control module, and other 7 engineers to accomplish the integration and testing. But the problem is that the company is currently having only 5 engineers to achieve all the tasks (Geddes and Ashby, 2019). Below is a histogram of the problems that are faced by a new young man who needs to carry out the plan.

Figure 3 Histogram

The above histogram represents the main 4 modules that need to covered while accomplishing the project and this graph represents the height of problems that need to be faced by the engineers in accomplishing those 4 modules.

Use resource leveling/smoothing techniques to see if you can deliver the project using the engineers available

Smoothing techniques allow people to compile and manipulate unnecessary data to get effective outcomes only. This technique allows (Taheri, et. al., 2016) people to determine the noise and volatility in the project so that everyone performs better to obtain desired outcomes with fewer people.

Here is a situation where is a requirement of a minimum of 14 engineers to accomplish all the tasks and modules. All these tasks and modules have been divided into the same categories so that engineers can work effectively and fast (Keskin and Salman, 2020). But the company faced a situation in which there is the availability of 5 engineers only. Now all these tasks and modules need to be done by these 5 engineers only. So, the random techniques can be applied here to meet the expectation. In this technique these 5 engineers would be allotted with different tasks and modules like engineer 1 would carry out Air control module, engineer 2 would carry out the ground control module, engineer 3 would carry out the flight clearance module, engineer 4 would carry terminal control module, and engineer 5 would conduct integrating and testing of the project. All these tasks would be assigned randomly so it is much required to understand each task and then provide training accordingly.

Prepare a revised schedule

Revised data refers to the plan carried out by Gustav Akesson by considering 5 engineers instead of 14 engineers but the amount of work needed to be done would be the same.

Figure 4 Gantt chart 2

The above Gantt chart represents the work allotted to each engineer that needs to be completed within the given timeline else the company would lose its contract.

Determine the revised start date for testing and the planned ‘Go-live’ date

Once the engineers achieve all the work that has been assigned to them in a given timeline. The company and the project managers have decided on a testing and go-live (Mongcolpitakkul, 2016) date for the project. The young man has pressure on his head to manage all the things very quickly otherwise there are chances of losing his job and company’s contract. As the company is under the pressure of both the ATS system and SverigeTech because of fewer engineers. And the firm has warned if the work is not achieved by Thursday then the firm might cancel the entire contract. So, in order to save all the hard work and achieve success so that the company can again meet with such a beneficial contract, the company and the managers decided to start the project and testing on May 11.

TASK -3

Review the progress achieved, comparing actual to plan

It is reviewed that the refurbishment project is designed into the six stages which are Check-in Facilities, Baggage Handling Services, Building Services, Circulation areas, Concessions units as well as Terminal Support services. Also, the high and effective level of schedule were developed and it is authorized through the administrative team of the airport. Apart from this, it is reviewed that on the 1 march the meeting were held where different stakeholder presented to illustrate the review of the progress. It is analysed that for preparing about the meeting, senior planning engineer assort the information regarding actual progress. Therefore, it is examining that the check in facilities has been effectively proceed and its work has been completed 70% with any kind of concern (Lugard, 2020). In case of baggage handling services, its progression is fast as compare to the other segment. Basically, the baggage handling is based on the check in and check out facilities. Although, it is analysed that the building services is in early phases is only complete 15% of the work. Hence the building services is slower in progress because engineers are more focused about the main segment of the terminal, due to which the resume flight will continue. It is reviewed that the circulation area is completed around 60% where the civil engineers are more focused as compare to the other work. At last, it is analysed that the Terminal Support services as well as Work on Concessions units has yet to start. Basically, this section is one of those section which work is not start yet due to the shortage of the labour and equipment’s.

Apart from this, by reviewing the work progress it is analysed that it is different from the planned one. Also, most the segments are not start yet and those segments have to finished in the month of the March end, it is uncompleted. Also, the probability of the work completion is 50% and project need more labour and civil engineers for effectively completing the work. As compare to the actual and planned work of the check in facilities, the work is only 70% completion but there is a probability to compete it till end of the march. Also, the baggage handling services are also in right track which need to complete in the end moth of April. Yet, it is completed around 40% and the probability of completion of this section is high as compare to other sections. In actual, the building services is complete about 15% and its work progression is slower as compare to the planned one (Ekeskär, 2019). The circulation area is work as a planned and it is completed around 60% within last 1 month. Apart from this, as planned the actual work of the Terminal Support services and concession unit has not start yet.

Create a “traffic light” indicator of progress achieved for each task

Below here are the traffic light indication which illustrate the work progress and achievement of particular task –

Segment progression	Planned	Actual	Colour code
Check-in Facilities	Completion in march	70% complete
Baggage Handling Services	Completion in April	40% complete
Building Services	Completion in may	15% complete
Circulation areas	Completion in march	60% complete
Concessions units	Completion in June	Not start yet
Terminal Support services	Completion inJune (Arafianto and Rahardjo, 2020).	Not start yet

Use the data to determine an approximate completion date for the whole project

From reviewing the report, it is analysed that the work has been divided into the six segment and it is constructed at different engineers. Also, it is analysed that the check in facilities has been proceed and its work has been completed 70% in effective manner. Basically, the baggage handling services, its progression is better. Although, it is analysed that the building services is in initial stages is only complete 15% of the work. Hence the building services is slower in progress and it is only 15% completed. Also, it is reviewed that the circulation area is completed around 60%. At last, it is analysed that the Terminal Support services as well as Work on Concessions units has yet to start (Zietsman, 2019). Therefore, by determining these data the approximately completion data can be analysed for the whole project. Below here are the segments and its estimated completion of work –

Segment progression	Planned	Actual	Approximately completion
Check-in Facilities	Completion in march	70% complete	Completion in first week of April
Baggage Handling Services	Completion in April	40% complete	Completion in May
Building Services	Completion in may	15% complete	Completion in June
Circulation areas	Completion in march	60% complete	Completion in April
Concessions units	Completion in June	Not start yet	Completion in June
Terminal Support services	Completion in June	Not start yet	Completion in June

Conclusion

The report achieved a successful completion in making a project plan for the Air Transportation System. The report a good structure of the company in order to make a cost-saving plan for the creation of the new terminal and new traffic system at the Snowham Airport. The report discussed several Gantt charts and histograms to make a better understanding of the given in order to understand the plan discussed by the project manager and procure manager to save expenditure cost. The report discussed the problems that came in the way while making a project plan and how the company and managers overcame those problems. The report also discussed the refurbishment project on a terminal (Kotopouleas and Nikolopoulou, 2018) four in the context of traffic lights at the Snowham Airport.

References

Arafianto, A. and Rahardjo, P.P., 2020. Site Characterization for Container Terminal Project at North Coast of Jakarta City by In-Situ Testing. In Geotechnics for Sustainable Infrastructure Development (pp. 1383-1390). Springer, Singapore.

Ekeskär, A., 2019. Exploring the Introduction of a new Actor Role in a Construction Project Setting. In IMP Conference.

Farrokh, E., 2020. TBM Tunneling Construction Time with Respect to Learning Phase Period and Normal Phase Period. Journal of Mining and Environment, 11(2), pp.539-554.

Geddes, M. and Ashby, C., 2019. Design and construction of the wellington airport hotel building. SESOC Journal, 32(2), p.72.

Kapatsyna, V.M. and Morozova, M.A., 2020. THE PROBLEMS OF AIRPORT FACILITIES DESIGN. Modern Science, (3-1), pp.23-26.

Keskin, B. and Salman, B., 2020. Building Information Modeling Implementation Framework for Smart Airport Life Cycle Management. Transportation Research Record, p.0361198120917971.

Kotopouleas, A. and Nikolopoulou, M., 2018. Evaluation of comfort conditions in airport terminal buildings. Building and Environment, 130, pp.162-178.

Lugard, S.B., 2020. Risks and Challenges in Public-Private Partnership Projects in Nigeria: A Case Study of the Concession of Murtala Mohammed Airport 2 Terminal (Lagos) to Bi-Courtney Nigeria Ltd. KAS African Law Study Library, 6(4), pp.563-576.

Mongcolpitakkul, S., 2016. IT Investment and Organizational Support Influence on the IT Project Success and Go Live through IT Infrastructure Capabilities and Teamwork Quality. International Journal of Applied Computer Technology and Information Systems, 6(1), pp.79-86.

Sharon, A. and Dori, D., 2017. Model‐Based Project‐Product Lifecycle Management and Gantt Chart Models: A Comparative Study. Systems engineering, 20(5), pp.447-466.

Taheri, E., Kolmanovsky, I. and Atkins, E., 2016. Enhanced smoothing technique for indirect optimization of minimum-fuel low-thrust trajectories. Journal of Guidance, Control, and Dynamics, 39(11), pp.2500-2511.

Tent, C., 2017. Project Plan.

Wei, K. and Vaze, V., 2018. Modeling crew itineraries and delays in the national air transportation system. Transportation Science, 52(5), pp.1276-1296.

Zietsman, J., 2019. Framework For Developing Coworking Spaces Through Sustainable Refurbishment In South Africa.