term project
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Term Project
Install Screen in MBTA
Instructor: Professor Klosterman Student: Shuyu Zhang
Table of context 1. Letter of Transmittal
2. Project Objectives
3. Critical Success Factors
4. Assumptions
5.Project Organization
6. Implementation Plan
6.1. Task List
6.2. Work Breakdown Structure
6.3. Responsibility Chart
6.4. Scheduling
6.4.1. Gantt Chart
6.4.2. PERT Analysis
6.5. Resource Allocation
7. Financial Plan
8. Monitoring and Control
9. Risk Assessment
10. Summary
11. Appendices
1.LETTER OF TRANSMITTAL November 26, 2014
Dear Professor Klosterman: Project Name: Install Screen in MBTA The objective of my project is to install latest mobile digital terminals in platforms of MBTA subway. The specific objectives is that MBTA will purchase a good supply of LED screen with network connected as mobile digital terminals and install them on the platform walls which people could watch video or TV show in the subway. By the end of year, all MBTA subway will cover the devices and investment will be taken back through advertisement profits. The project includes getting permit of government and related administration, obtaining funds, choosing and purchasing mobile digital terminals in the existing market, reforming subway to get ready for installing, supplying company installing and debugging devices, professional TV station preparing media resources and testing play, and lastly put devices into operation. Subcontractors will be used to do the most of tasks above. Within several months, the devices be well set up and satisfy people who take the train, with investment taken back and profits made in the future. Sincerely, Shuyu Zhang
2. Project Objectives The objective of my project is to install latest mobile digital terminals in platforms of MBTA subway. It is has been so familiar for us to see people napping with drowsy eyes in the MBTA subway. I am a part of them too since it is boring there and time just goes really slow. It is high time that every subway needs a screen! By installing these screens, the MBTA can make income through advertisement and other indirect ways. Besides, there are many potential business opportunities behind this action. The city will also have good reputation for attending the people’s needs and more and more tourists will come to Boston, which will be great benefits for all.
3. Critical Success Factors of the Project The critical success factors of the project can be summarized as the following points: • To complete the project in 32 days and within budget. • To raise enough money and funds before the given date. • To successfully install screen and debug devices. • To plan and control all factors that can lead to the improvement of the project better outcome.
• To plan a successful advertisement marketing promotion of the new digital terminal.
4. Assumption 1. The train itself is in good condition so that the screen can be properly located. 2. There is enough space in the subway to hold the screen. 3. The wireless connection is good enough for video transmission. 4. The control system is well designed to control the TV and play the right shows. 5. The electricity can be supplied and charge the screen. 6. The noise or the vibration of the subway will not influence the normal function of the screen. 7. The screen itself can be used for an entire day without turning off and break down. 8. Advertisement is not annoying for most of people who take subway.
5. Project Organization This project will be implemented by existing departments in MBTA and the project manager will be in charge of the whole process. The project will be conducted in functional organization and professional consultant is always there for any help.
Every manager is in charge of a department and will be responsible for all the work associated to their team. They need to share information and balance their resources especially money to make the most of every strength to finish the project on time.
President
Project Manager
Marketing Manager
Contract Manager
Consultant
Customer Service Manager
Engineering Manager
6.Implementation Plan 6.1 Task List • Define project goal and objectives • Develop project charter • Plan resources, people and stakeholder involvement • Establish the project plan • Investigate feasibility • Identify customer needs • Develop project scope from project objectives • Get permit of government and other related administration
• Obtain money and funds • Raise funds from outside • Ask for financial grant from the state • Comparing and choosing screens • Install screens in subway • Reform subway • Supplying company install screens • Debug devices • Prepare for media resources and testing play • Put devices into operation • Refine from complaints and suggestions • Assess satisfaction and make profits • Summarize project results and lessons learned • Close out the project records
6.2 Work Breakdown Structure (WBS) The Work Breakdown Structure is a description of all the tasks to complete a project, organized by some consistent perspective and containing a variety of information needed for that perspective. In Appendix A the WBS of this project is shown. 6.3 Responsibility Chart This chart is a table showing, for each project task, who is responsible, accountable, who can be consulted, and who needs to be informed.
With the chart, all member of the project team will clearly understand their obligations and who to report or consult in certain task.
The RACI Diagram is on next page.
RACI Diagram
WBS Project Manager
Consultant Contract Manager
Marketing &Purchasing Manager
Engineering Manager
Customer Service Manager
1.1 R C 1.2 R C I 1.3 R C I I I I 1.4 R C 2.1 R C A A 2.2 R C A 2.3 R C I 3.1 R C 3.2 R C 3.2.0 R C 3.2.1 R C 3.3 R C A A I 3.4 R C A A A 3.4.1 R C A A 3.4.2 R C A A A 3.4.3 R C A A 3.5 R C A A I 4.1 R C A 4.2 R C I A I 5.1 R C A A 5.2 R C I I I I 5.3 R C I I I I Legend: R Responsible C Consult I Inform A Accountable
6.4 Scheduling For the scheduling of the project two methods have been used: Gantt charts and PERT analysis. 6.4.1 Gantt chart In Appendix B the Gantt chart is presented 6.4.2 PERT analysis In Appendix C the Network Diagram is presented (PERT)
6.5 Resource Allocation The resource is limited since this project is mostly supported by government. So we must make the most of every cent of money. In planning phase, the resource we need is just human brain. However this is the most important process of all. From lower to higher, everyone should try their best to come up with great ideas about how to save money and how to better make things down. Resource will almost remain the same in this period. Later on, with the development of the concept, some money should be used because we need to do some investigation to identify the customers’ need. Maybe it will cost 5% of the budget to do that. The implement process is the crucial part of project, more than 80% of budget is going to spend in this phase. Lastly, the termination process including testing, debugging and refinement will consist of 10%. The closure will also make up for 5%. Some manpower is needed to record the whole process and summarize the drawback and achievement so that they will benefit the future.
7. Financial Plan
Firstly when we decide to select a project, we need precede some method to better choose the proper project.
Project selection is the process of evaluating proposed projects or groups of projects, and then choosing to implement some set of them so that the objectives of the parent organization will be achieved. In this situation, we use numeric model to make decision.
Net present value (NPV) method determines the net present value of all cash flows by discounting them by the required rate of return.
Ft =the net cash flow in period t,
k =the required rate of return,
and ��� A0 = initial cash investment
𝑁𝑃𝑉 𝑝𝑟𝑜𝑗𝑒𝑐𝑡 = 𝐴! +𝐹!
(1 + 𝑘)!
!
!!!
In this case, 𝐴!=500,000 which is the total estimated investment of the project, the required rate of return is about 15% and the net cash flow in every year is perhaps 100,000. After calculation, we can tell the project is worth invested.
There are direct cost and indirect cost need to be considered. Direct cost includes labor costs, material cost. Indirect cost consists of accounting cost, human resources cost and overhead cost.
The budgeting method should be bottom-up budgeting in order to take every detail into consideration and cover all the expenses with little mistake.
8. Monitoring and control
The reason we monitoring and control is that we should keeping stakeholders up to date on progress and team performance through reports and on-going documentation contributes to project success. Regularly assessing progress related to scope, benchmark goals, timeline, and budget helps to ensure that there are no unpleasant surprises as the project unfolds.
As the project progresses through each phase, it is important to secure the documentation related to completed portions of the project. Re-visiting other process groups to be sure that objectives have been met reflecting any changes is part of the follow-through needed as the project continues toward completion.
If there have been adjustments to budget, timeline, or the desired end-product, it is important to re-visit the documentation related to scope and mitigate any unresolved challenges. Maintaining effective communication with stakeholders and related constituents will keep everyone updated and engaged in the project’s success.
Every project has a schedule baseline. As the project progresses adjustments are often necessary to address unforeseen circumstances. Monitoring the project properly can decrease the chances that schedule issues become major setbacks.
Many factors will affect cost throughout the project timeline. Keeping track of any changes in budget is important so that communication around the control of costs is clear and accurate.
Quantifying and reporting quality control issues are necessary – and ongoing – to support the accuracy and responsiveness of the project. Based on findings during monitoring, process adjustments can be made.
All above are what we should do.
9. Risk Assessment
After finishing planning your project's scope, timeline, budget, tasks and milestones, we need to plan ahead for the unexpected and assesses the possible impact future risks can have on the overall project. Calculate risk exposure based on impact, probability and controllability. Rate each on a scale that you determine, such as insignificant to critical or high to low. Put risk avoidance and mitigation strategies into place. Start by reviewing your project's scope and eliminating any pieces that are not essential to a successful completion. As you narrow the scope, you may find that many of the identified risks are no longer relevant. For risks that have a high level of controllability, make plans for how you can reduce the risk of them occurring and minimize their impact if they do occur. Create contingency strategies, sometimes called "Plan B." Assign each risk to one team member who will watch for indicators or symptoms of the risk throughout the project. This will help you to recognize developing risks early on, giving you the opportunity to put contingencies in place before they become critical. Identify what those contingencies are, or how you will counteract the risk's impact as it happens.
10 Summary My project is to Install Screen in MBTA, the scope is relatively small since the budget is not over 500,000. However, the work takes out more than 6 months. Besides, this project is rarely done before in the United States, So we need to pay more attention to it. The stakeholders are MBTA and subcontractors include screen provide company, network service provider, subway repair factory, and TV station. Thousands of people will benefit both Boston citizen and traveller. They will feel less boring on the way. Government and other departments will also earn reputation. I believe in the future, we can watch TV in subway.
11.Appendix A: WBS Project Name: Install Screen in MBTA 1.0 Project Planning
1.1 Define project goal and objectives 1.2 Develop project charter 1.3 Plan resources, people and stakeholder involvement 1.4 Establish the project plan
2.0 Concept Development 2.1 Investigate feasibility 2.2 Identify customer needs 2.3Develop project scope from project objectives
3.0 Project Implement 3.1 Get permit of government and other related administration 3.2 Obtain money and funds 3.2.0 Raise funds from outside 3.2.1 Ask for financial grant from the state 3.3 Comparing and choosing screens 3.4 Install screens in subway 3.4.1 Reform subway 3.4.2 Supplying company install screens
3.4.3 Debug devices 3.5 Prepare for media resources and testing play
4.0 Operation and refinement 4.1 Put devices into operation 4.2 Refine from complaints and suggestions
5.0 Project closure 5.1 Assess satisfaction and make profits 5.2 Summarize project results and lessons learned 5.3 Close out the project records
B: Gantt Chart: Attached PDF file C: PERT: Attached PDF file
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