Metro station documentation

METRO STATION EXTENSION 1
METRO STATION EXTENSION
FAROUQ UMAR IDRIS
BUS380 PROJECT MANAGEMENT
05/10/2013
SUBMITTED TO: MR ASHOK KAKA

ACKNOWLEDGMENT
We would sincerely like to thank our Faculty Mr. Ashok Kaka for her help, without his guidance
this project would not have been possible. This project is the result of constant motivation and
guidance. We received great inspiration and constant encouragement from him and his support is
highly acknowledged.
The execution of this project was done with valuable efforts and guidance of our group members.
Their respective contributions to this project is highly acknowledged.

ABSTRACT
The metro station is an important technology growth on the transport sector of the country, as it
will create job employment and make life easier for the citizens to move around, especially those
not having private cars. The metro will be designed keeping the local architecture in mind, but
we would be doing the construction based on international norms and also not without a rule
book. There will be corridors that serve as stop stations, the metro will rest on a massive concrete
pillars, along the central median of the roads, this will prove a boon for the city. SKYVIEW as is
our brand name we would be handling this project, awarded us on august 15th
2013 and we begin
the project officially on 2nd
of September and will be completed 0n 15th
December.

1.0 PROJECT INTEGRATION MANAGEMENT
It integrates all the steps involved in the identification activities and the definition of
unity and harmony, composition, different processes in project management.
Project Manager responsible for project integration as an effective technique relies
heavily on the success of each project and helps to satisfy shareholders. Effective project
integration management involves six main steps are as follows:
1.1 DEVELOPING THE PROJECT CHARTER
This is the first phase of the integrated program management projects including
development of a document which permit the official a project documents through appropriate
initial conditions consent shareholders needs and specifications.
Project managers to use the project charter to organize all the resources needed to
successfully complete the project. Project Charter Project Manager helps decide the purpose,
objectives, budget and project timeline. In addition, the Charter project stakeholders, their needs,
interests and expectations are defined. It also helps to determine the external and internal
environment that could affect the project. For example, when we held a wedding project we
document that provides a measure of satisfaction of all stakeholders. Through this process, we
will send documents to our shareholders to read the criteria. If they confirm that the documents
need to be signed. After signing the documents, it becomes an official project and work will
start.

1.2 DEVELOP PROJECT MANAGEMENT PLAN
For a project to a program for the implementation of effective purposeful it is very
necessary. The precise documents Project management program proved very useful for project
managers to understand and project the integrity. With this time a project project management
must always be flexible in such a way that it can be. reform if any change in customer
requirements in the middle of the project work is carried out.
Project management should include the name project and explanations name guarantee,
project manager and key members of the team with contact information as reference materials
that will be in this project as a part of the project introducing. The project should be effective
enough to guide project managers and also members of the team to guide and The
implementation of this project management integrity.
1.3 DIRECTING AND MANAGING PROJECT EXECUTION
To every individual of this team in the project management project. This the most
prolonged phase of the management plan a Project and is most of the budget has been allocated
for the project in that it is been spent here. If this plan is good enough it is very easy to present a
product or good services. However, if the number of risks in the project is high, then the project
manager must have sufficient knowledge of risk management and procurement management.
Besides that corporate support role in this phase. The output of this stage include work
performance information, change requests and updates.

1.4 MONITORING AND CONTROLLING PROJECT WORK
This step involves collecting, tracking, evaluation, assessment and setting performance
targets to measure the progress of the project management application. It is very essential to
evaluate project performance on a regular basis in order to achieve maximum results. If a
customer places some changes made in the project execution phase, the project management plan
should be reviewed and amended accordingly. The phase change requests, project management,
program updates, and project document updates.
In project management, project scope and product range for two distinct Scope. Scope
Contains information needed to start a project, and the characteristics of the product that will
meet the needs of its stakeholders.

2.0 PROJECT SCOPE
Is used in order to deliver a product, service, or result with the specified features and
functions.
2.1 PRODUCT SCOPE
The characteristics and dependencies of a describe a product or service the result. . Note
that in the realm of project work is more oriented, (how) while in the realm of product oriented
more to the needs of functional. hairstyle) If the conditions are to the full definition and is not
described and in case of lack of effective change control in a project, The scope of the need and
or may have come after.
2.2 SCOPE CREEP
Scope Creep Management for effective project management is important. Projects are
expected to meet strict deadlines with limited resources, and a change of unvented and
unconfirmed can affect project success. Scope creep is sometimes cost overrun.
In the realm of a term that is pointing out the gradual extension of the area of the project,
that may include introducing and needed that may be is part of the initial project planning, While
the lack of the plan and budget. two ways to separate the scope of the separate management
creep The first creep the scope of the business is to be called and the second characteristic of the
(technology) the scope of the creep kind of management Scope Creep always dependent on those
who create changes.

Area Business Manager Creep occurs when decisions are made with reference to the
project or solution is designed to meet the requirements and business needs. Business scope
creep changes may be the result of poor requirements early in development, or the failure of
users to the next stage of the project development life cycle. Management system. Items taken
directly to the outside through a process of change control and work items are automatically
added to the project. Project Scope Management Plan as part of the overall project management
plan is included. It can be very detailed, formal or informal, depending on the frame and freely
communicate project requirements.
The (technology) the limits occur by the scope of the features added in the The principle
has not been thought has been introduced. Pleased customer the limits occur when desire please
Jupiter through characteristics of the extra product adds: Working with the current project plan
instead of a new project. Gold plating the limits occur when technology strengthen requirements
the main reason prejudice toward a technical perfection. or due to initial requirements enough
clear and precise.

3.0 COST MANAGEMENT
Cost management is the most important factor in a project sometimes managers avoid to
estimate the cost and time because of given urgency to the work. This can be very costly to them.
This includes the processes which can ensure that the project is according to the budget and time.
As the project cost has been estimated then managers can bring changes into the budget
as needed and control the cost as well. In every project there should be an estimate of every
activity involves in the project. Estimating the project is difficult at the first of the project, but
after defining the project schedule and scope easily we can estimate the cost and time for every
activity of the project. There is three processes involve in cost management such as cost
estimating cost controlling and determining the budget.
3.1 QUALITY MANAGEMENT
Basically the important thing in the quality management is quality control and quality
assurance. In every project there is quality management that managers have to take care of it.
They must create a quality plan at the beginning of the project later on they can have
significant impact on time, cost, risks and scope. There is a difference between quality control
and quality assurance. Quality control see if the result is according to the standard qualities or
not and the quality assurance looks at the improvement of the process. The process of quality
management is all about planning the quality, performing quality assurance and performing
quality control.

3.2 HUMAN RESOURCE MANAGEMENT
Managing staff, human resource planning (responsibilities, and roles) all are the parts of
human resource managers that has to be take in account. This also involves developing a team
and controlling the team. The human resource manager job is to define the goal of the project to
his or her team members.

4.0 CRITICAL PATH METHOD (CPM)
The critical path method (CPM) is an algorithm for scheduling a set of project activities
Activities/tasks A M B TE
1-2 14 20 27 20.1
2-3 9 12 15 12
3-4 5 6 8 6
3-6 20 23 24 23
4-5 12 15 19 15
5-8 12 15 19 15
6-7 22 24 27 24
7-9 3 5 8 5
8-10 24 26 30 26
9-10 12 15 18 15
Above is a table of tasks involved in constructing of the metro station where “Te” is
evaluated using PERT’s formula.
Te = (A+ (4M) +B)/6
Where
A= pessimistic value
M=most likely
B= optimistic

Critical path has two objectives;
1. Planning the project so that it is completed as quickly as possible
2. Identifying activities where a delay in their execution will affect the overall end
Path 2 should be selected because Critical path is the longest sequence of dependent
activities that lead to completion of tasks.

5.0 WORK BREAKDOWN STRUCTURE
Work Breakdown Structure (WBS) is an outcome oriented document that defines the
total scope of a project. At the concept level the WBS document breaks the work tasks out to no
more than three levels (3 levels WBS).
Below is a WBS showing the basic levels (from level 0 to level 3) involved in the metro
station extension project.

6.0 GANTT CHART
A Gantt chart is a type of bar chart which illustrates a project schedule. It is used in
illustrating the start and finish dates (respectively) of the terminal elements and summary
elements of a project at hand.
Below is a Gantt chart of the project

7.0 PROJECT COMMUNICATION MANAGEMENT
This ankle as one of the nine knowledge tentacles of project management constitute of
processes necessary in ensuring prompt and rational initiation, collection, conveyance,
reservation, retrieval and optimal disposition of information within the premises of a project. The
necessity of this ankle defines its on evaluation of the time project managers devote in
communicating with assigned team leaders/members as well as other stakeholders although a
project life cycle. The functionality of this tool entails hereunder stipulated components:
1. Identification of Stakeholders: This consist of identifying individuals, corporate or
organizational entities that will be impacted by extension of Delhi metro, documentation of
vital information with respect to their interests, commitment and impact on the extension of
the Delhi metro.
2. Plan Communication: This comprise of the determination of information needed by project
stakeholder as well as defining a suitable communication channel to propagate although the
lifecycle of metro extension.
3. Distribution of Information: The process of making important information available to all
stakeholders as premeditated.
4. Management of Stakeholders Expectations: This is a very challenging compound as it
constitute of disseminating as well as working with stakeholders towards meeting their need
and inevitably the allocution of issues as they occur at any stage of the metro extension life
cycle.
5. Performance Reporting: This consist of gathering and dissemination of performance report,
inclusive of status report, progress benchmarking and forecasting.

7.1 COMMUNICATION MANAGEMENT PLAN FOR DELHI METRO EXTENSION
Process Name Inputs Outputs Tools and Techniques
Identification of
Stakeholders
Procurement of
Documents
Managerial Strategies
of Stakeholders
Fishbone/Ishikawa
Diagram
Project Charter Stakeholders Register Brainstorming
Plan Communication
Stakeholder’s Record Communication
Management Plan Gantt Charts
Shareholder
Management Strategy
Updating of Project
Documentations Gantt Charts
Enterprise
Atmospheric Factors
Input of
Organizational
Process Assets
Fishbone/Ishikawa
Diagram
Information
Dissemination
Project Management
Plan
Updating of
Organizational
Process Assets
Gantt Charts
Reporting of
Performance
Gantt Chart/ Affinity
Diagram
Organizational
Process Assets
Management of
Stakeholders
Stakeholder’s Record Updating of
Organizational
Gantt Chart/Critical
path Analysis Flow

Expectations Process Assets Diagram
Shareholder
Management Strategy
Request For Change Fishbone/Ishikawa
Diagram
Project Management
Plan
Updating of Project
Management Plan Gantt Chart
Issuance of Log Updating of Project
Documents
Gantt Chart
Change of Log Fishbone/Ishikawa
Organizational
Process Assets
Performance
Reporting
Project Management
Plan
Operation Reports Fishbone Diagrams
Information of Work
Performance
Updating of
Organizational
Process Assets
Gantt Charts
Measurement of
Work Performance
Change of Request PERT
Budgetary
Forecasting
Gantts Charts
Organizational
Process Assets

8.0 RISK MANAGEMENT
This tier of the project management knowledge tentacle consist of processes of organizing
and execution of risk management planning, recognition, examination, response planning,
supervision and control on Delhi Metro extension project. This essence of conducting risk
management in this project is to magnify the probability and effect of positive events and also
minimize the probability and effect of negative occurrences although the extension project.
Hereunder are the parameters that ought to constitute an effective project risk management:
1. Plan Risk Management: This consists of processes aimed at defining methodologies designed
to manage risk activities during propagation of Delhi metro extension project.
2. Risk Identification: The process of identifying and determining risks that seemingly to affect
Delhi metro extension project and the documentation of those identified and documented
features.
3. Qualitative Risk Analysis: The process of ranking project associated risks for cross-
examination or action by evaluating and integrating their probability of re-emergence and
impact.
4. Plan Risk Response: The art of developing alternatives and actions with the view of
enhancing opportunities and the reduction of threats to the project objectives.
5. Monitoring and Control Risks: The process of executing risk response plans, monitoring
risks identified, invigilating residual risks, identifying new risks and estimating risk process
efficacy throughout the Delhi metro extension project.

8.1 RISK MANAGEMENT DESIGN FOR DELHI METRO EXTENSION
PROCESS NAME INPUT TOOLS AND
TECHNIQUES
OUTPUTS
Plan Risk Management Scope Statement of Project Brainstorming or Fishbone
Diagram
Risk Management Plan
Cost Management Plan Gantt Charts or Critical
Path Analysis Flow
Diagram
Enterprise Atmospheric
Factors
Fishbone/Ishikawa
Diagram
Organization Process
Assets
Fishbone/Ishikawa
Diagram
Risks Identification Risk Management Plan Review of
Documentations
Risks Record
Estimated Cost of Activity
Gantts Chart
Estimation of Activity
Duration
Checklist Analysis/ Gantts
Chart
Scope Baseline
Gantts Chart, Analysis of
Assumptions
Stakeholder’s Record Fishbone
Cost Management Plan Gantt Chart/Cost Risk
Analysis
Schedule Management
Plan
Gantt Chart/Schedule Risk
Analysis/ Expert
Judgement
Quality Management Plan

Benchmarking
Project Documents
Enterprise Atmospheric
Factors
Fishbone/Ishikawa
Diagram
Organizational Process
Assets
Fishbone/Ishikawa
Diagram
Qualitative Risk Analysis
Performance
Risk Record
Risk Possibility and
Assessment of Effect
Updating of Risk Register
Risk Management Plan Possibility and Effect
Matrix
Cost Management Plan Risk Data Quality
Evaluation
Schedule Management
Plan
Risk Categorization
Technique
Assets
Risk Response Plan Risk Record Terminologies For
Negative Risks
Updating of Risk Register
Risk Management Plan Quantitative Analysis of
Risk
Risk-Oriented contractual
Decisions
Contingent Response
Terminologies
Updating of Project
Management
Expertise Decision Updating of Project
Documentation

Risk Monitoring and
Control
Risk Record Risk Re-evaluation Updating of Risk Record
Project management Plan
Risk Audit Updating of
Assets
Performance Record Trend and Variance
Analysis
Change of Request
Performance Reports Technical Performance
Evaluation
Updating of project
Management Plan
Inverse Analysis
Updating of Project
Documents
Status Meeting

9.0 THE PROJECT MANAGEMENT PROCUREMENT
Whatever the project might be, it’s always requires getting the raw materials or all that is
needed to make the success of the project, at this phase we’re looking at the procurement phase,
which is very important in a project management.
Acquisition of the goods and services includes:
1. The Plan Acquisitions − Define what to procure
2. The Plan of Contracting − Preparing a solicitation
3. Get the Request Proposals − Soliciting responses
4. Select a Vendor − Evaluation and choosing a vendor, and negotiate a contract
5. Administration the Contract − Manage the vendor relationship, document ongoing contract
activities and request changes
6. Closing Contract − Accept the final products of the contract also
WHY PROCUREMENT?
1 All most all projects will need to get some resources from outside, no doubt
2 An understanding of the different ways to contract could result in reducing unnecessary
risk for the project

10.0 THE INTEGRATION
1. Planning the Process Group : we continue the project integration management by adding a
procurement management plan in the project management plan
2. Closing Process the Group: Acceptance of contract deliverables and project phases and
formally completing the project would be carried out.
10.1 PROCUREMENT TERMS
1 Retainage – Money that is withheld to ensure performance at the end of the contract
2 Terminate – in case stopping the work before it is completed
3 Waiver – this is statements in the contract that indicate that rights cannot be ignored or
modified without written agreement between the two parties
4 Time is of the essence – Seller is placed on notice that delivery agreements are strictly
binding and must be adhered to.
5 Working for Hire – in this we see at the end of the contract the work product generated will
be owned by the buyer

10.2 MANAGING PROCUREMENT
Four processes;
1. Plan the Procurements
2. Conduct the Procurements
3. Administer the Procurements
4. The Close of Procurements
10.3 IMPORTANCE OF PROCUREMENT
Procurement means acquiring goods and/or services from an outside source, other terms
include purchasing and outsourcing.
Experts predict that global spending on computer software and services will continue to grow
People continue to debate whether offshore outsourcing helps their own country or not.
10.4 STEPS INVOLVED
10.4.1 PLAN ACQUISITION
Acquisition options:
1. Upgrade - Modifying the already existing system
2. Build – Developing a system “from the SCRATCH up” internally or through a third party
3. Buy - Purchasing a Commercial-Off-The-Shelf (COTS) solution hosted internally or by a
third party

4. Transfer – Obtaining the public domain or no/low-cost license software from a third party
Platform - Converting the status quo to a new technology platform using internal or third
party resources
10.5 PREPARING REQUIREMENTS
Acquisition options includes:
1. Upgrade - Modify the existing system
2. Build - Develop system “from the ground up” internally or through a third party
3. Buy - Purchase a Commercial-Off-The-Shelf (COTS) solution hosted internally or by a third
party can be done
4. Transfer - Obtain public domain or no/low-cost license software from a third party
5. Re-Platform - Convert the status quo to a new technology platform using internal or third
party resources
10.6 PLANNING A CONTRACT
1. We try reducing the time to procure a system by limiting initial vendor proposals to scripted
demonstration of the user requirements
2. Requesting the vendor costs and support for the technical requirements/raw materials we
need from only those vendors that support user requirements
3. We would maintain a consensus by working with the various key users as they prepare
requirements, conduct vendor demonstrations and select the best option

10.7 REQUEST PROPOSALS
Identify vendors that support user needs, e.g., EMR niche, provide similar products to
competitors and/or have existing relationships with your organization
1. A vendor short-list and solicit proposals should be prepared
2. Preparing a solicitation document also
3. Issuing of the RFP
4. We would administer vendor solicitation process
10.8 SELECT A VENDOR
1. Evaluation of the vendors during demonstrations
2. We Request the finalists’ costs and support for technical requirements
3. Check the given references and conduct site visits
4. Selecting the vendor supporting most user requirements at lowest cost
10.9 REQUEST SELLERS RESPONSES
1. The decision on whom to ask to do the work, sending the appropriate documentation to
potential sellers, and obtaining proposals or bids
2. The organizations can carry out advertising for procuring goods and services in several
ways
Approaching the preferred vendor
Approaching several potential vendors

Advertising to anyone interested
3. A bidders’ conference can help clarify the buyer’s expectations
10.10 SELECT A SELLER
Can also be called the source selection Includes:
1. Evaluation of the proposals or bids from sellers
2. The process of choosing the best one
3. Negotiation of the contract
4. Awarding or giving out the contract
10.11 SELLER SELLECTING PROCESS
1 The Organization would often do an initial evaluation of all the proposals and bids, then also
develop a short list of potential sellers for further evaluation
2 Sellers that are on the short list often prepare a best and final offer (BAFO)
3 The Final output is a contract signed by the buyer and the selected seller

11.0 NEGOTIATE A CONTRACT
1. We would use an agreement provided by our organization not the vendor
2. Including a contract scope of service based on the project SOW, which defines the criteria for
approval and payment for deliverables
3. Assembling of all our negotiating team, including project manager and an attorney with
system procurement experience
4. Here we would Identify, prioritize and share negotiation issues with vendor
5. The Obtaining and evaluation of the vendor response
6. Preparing a fallback response and share it with vendor
7. The Narrow issues are to be short-listed and conduct face-to-face negotiations
11.1 WRITE AND GIVE AN AGREEMENT
There cannot be a negotiation without a formal written agreement, especially for a huge
project as building a metro, it involves lots of stakeholders, sellers, staff, and workers and others.
So we should follow the following to work well.
1. We would Use contract scope of services , project schedule and budget as standards
2. Here we also Monitor vendor compliance
3. There should be Identification of deviations and define agreed upon corrective actions
4. We can Prepare change orders and contract amendments where required by corrective actions
5. Monitoring and documenting successfully the completion of all corrective actions

12.0 CLOSE THE AGREEMENT/SINGNED
1 Before we close and sign all agreements we would first ,Compare deliverable results to
deliverable acceptance criteria included in contract scope of services
2 We would also need to Identify corrections and actions to be taken if the vendor does not
adhere to the acceptance criteria
3 Review the updated deliverable this has to be done to confirm compliance
4 We also have to accept and pay vendor for delivered goods when it complies with
acceptance criteria
12.1 EVALUATE THE CRITERIA
It is important to prepare some form of evaluation criteria, preferably before issuing a
formal RFP or RFQ, Beware of proposals that look good on paper; be sure to evaluate factors,
such as past performance and management approach can require a technical presentation as part
of a proposal

13.0 CONCLUSION
It is important to know exactly what you’re up to in a project development, no mistakes
would be taken likely as it will cost the team or organization a lot, appropriate plan which
includes the following.
• We define the actual need for the project
• Development of the statement of work, specifications, and work breakdown structure
• Performing a make or buy analysis
• Laying out the major milestones and the timing/schedule
• Cost estimating, including life-cycle costing
• Obtaining authorization and approval to proceed

14.0 REFERENCES
Educational Update to the HIMSS Legal Aspects of the Enterprise Task Force
December 5, 2007.

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