ECO-Trans Project Case Study: Insights on Planning & Execution
School
Southern New Hampshire University**We aren't endorsed by this school
Course
BUS QSO 640
Subject
Information Systems
Date
Dec 11, 2024
Pages
5
Uploaded by CaptainGrousePerson1288
Running Head: Milestone Two1Milestone Two: Case Study of the ECO-Trans/Stream ProjectAs this class progresses, I learn more about project management and its life cycle. For milestone two we examine phase two – project planning and phase three – project execution through the lens of the ECO-Trans case study. In referencing schedules, the Project Management Institute (PMI) states, "The project schedule is one of the most important deliverables in any project, as it provides a detailed plan that represents how and when the project will deliver the products, services, or results defined in the project scope." (Project Management Institute, 2021) Utilizing our MindEdge lessons, PMI.org, and my work experience I will provide an analysis of the case study as well as explain my thoughts on how I would handle certain aspects of this project.The business requirements for successfully implementing the ECO-Stream project for Sunshine Rail Transit (SRT) include technical, schedule, budgeting, and stakeholder requirements. With Technical requirements it involves the implementation of defect-free ECO-Stream systems in all fifty-three locomotives, compatibility with existing train systems for seamless integration, centralized control room equipment for data monitoring and analysis, and effective end-user training for locomotive engineers. The importance of the technical requirements is to ensure that the system is functional, reliable, and operable by end-users. The scheduling requirements are implemented to adhere to the 15-month timeline for major milestones, with adjustments for delays and make sure the testing, manufacturing and installationphases are timely. A defined schedule minimizes delays, ensuring project deliverables align with organizational goals.Next, budgetary constraints require financial discipline to avoid overspending. For this project, the budgetary requirement is that the project must remain within the allocated budget,
Milestone Two2with no additional funding available and mitigation of costs associated with supplier defects or expedited processes. Lastly, stakeholder alignment is critical to project success and organizational support. The requirement is to proactively involve key stakeholders like SRT management, engineers, and union representatives. As well as clear communication to address resistance and maintain buy-in.Business Requirements by PersonProject Sponsor (John Schaller): Aligning the deliverables with organizational goals.Subject Matter Experts (SMEs): Including SRT's training manager, engineers, and ECO-Trans product specialists.Stakeholder Representatives: Addressing feedback from end-users, particularly locomotive engineers.The approach to solicit requirements could be through workshops, interviews, and surveys will be conducted with SMEs to gather input. Workshops enable collaborative brainstorming, while surveys ensure comprehensive feedback. This approach ensures thorough requirements collection by addressing the needs of all stakeholders.Capturing requirements in a clear, structured format, such as an Excel or Word document with numbered items and categories, ensures traceability and easy reference. This format promotes consistency in project execution, clear communication among stakeholders, and efficient tracking of project changes. Additionally, requirements traceability ensures every requirement is linked to a deliverable. This helps prevent scope creep, track progress effectively, and confirms that business objectives are met. From the case study, I didn’t see that she completed a
Milestone Two3Using common business knowledge, I produced the following below and the estimated costs willdepend on labor hours, material costs, and expedited tasks due to delays.Estimated Task Durations and Resource Assignments1.Component Manufacturing: 3 months – ECO-Trans engineers.2.System Testing: 2 months – Testing specialists.3.Central Room Setup: 1 month – IT team and project engineers.4.Locomotive Equipment Installation: 4 months – Communications specialists.5.End-User Training: 2 weeks – Training manager and ECO-Trans trainers.The waterfall approach will be the best option for its structured phases, aligning with ECO-Trans’s focus on clear deliverables. Examples as to why are the milestone-based progress (e.g., phased installation) and dependence on thorough testing before implementation. SRT's existing hierarchical structure supports a linear workflow, making waterfall more suitable than the agile iterative nature. A hybrid communication strategy will include weekly status updates via email, bi-weekly stakeholder meetings, and ad hoc communication for critical issues. Examples would be bi-weekly updates to ensure visibility into progress, while ad hoc meetings address urgent issues like defects. This structured, proactive communication keeps leadership informed and supports timely decision-making. Adjusting the Project Schedule can occur in more than one way. For the sake of this project and paper, we will look at three common methods that include resource leveling, fast-tracking, and crashing. Resource leveling is the practice of spreading the workload evenly to avoid overburdening staff. Fast-Tracking overlaps manufacturing and installation phases if delays persist. Crashing is used to expedited shipping or additional labor for delayed tasks.
Milestone Two4In all, this project could be completed on time and within budget with a few adjustments in the project manager’s approach, frequent and clearer communication with the stakeholders andthe team, and an ability to pivot/adapt where it’s needed. While staying firm when necessary. I give props or acknowledgement to any person that takes on a project like this where it involves two different companies and try to always appease both. It’s stressful dealing with one company but two can be tricky. This will be a great lesson learned experience that the project manager willhave. She will be able to help guide other projects.
Milestone Two5ReferencesMindEdge. (2024). Southern New Hampshire University. https://snhu.mindedgeonline.com-/content.php?cid=87434Project Management Institute. (2021). A guide to the project management body of knowledge (PMBOK® Guide) (7th ed.).Project Management Institute.