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Brighttown Answer

Acca

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Ayesha Asim
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14 views3 pages

Brighttown Answer

Acca

Uploaded by

Ayesha Asim
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PDF, TXT or read online on Scribd
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(a) Objectives and scope

From the perspective of the ‘traffic lite’ project, the change in mayor has led to an immediate change in the objectives driving
the project. This illustrates how public sector projects are susceptible to sudden external environmental changes outside their
control. The project initially proposed to reduce traffic congestion by making traffic lights sensitive to traffic flow. It was
suggested that this would improve journey times for all vehicles using the roads of Brighttown. However, the incoming mayor
now wishes to reduce traffic congestion by attracting car users onto public transport. Consequently she wants to develop a
traffic light system which will give priority to buses. This should ensure that buses run on time. The project is no longer
concerned with reducing journey times for all users. Indeed, congestion for private cars may get worse and this could further
encourage car users to switch to public transport.
An important first step would be to confirm that the new mayor wishes to be the project sponsor for the project, because the
project has lost its sponsor, the former mayor. The project scope also needs to be reviewed. The initial project was essentially
a self-contained technical project aimed at producing a system which reduced queuing traffic. The revised proposal has much
wider political scope and is concerned with discouraging car use and improving public bus services. Thus there are also
proposals to increase car parking charges, to reduce the number of car park spaces (by selling off certain car parks for housing
development) and to increase the frequency, quality and punctuality of buses. The project scope appears to have been
widened considerably, although this will have to be confirmed with the new project sponsor.
Only once the scope of the revised project been agreed can revised project objectives be agreed and a new project plan
developed, allocating the resources available to the project to the tasks required to complete the project. It is at this stage that
the project manager will be able to work out if the proposed delivery date (a project constraint) is still manageable. If it is
not, then some kind of agreement will have to be forged with the project sponsor. This may be to reduce the scope of the
project, add more resources, or some combination of the two.

(b) Cost benefit


The re-defined project will have much more tangible effects than its predecessor and these could be classified using the
standard approach suggested in the scenario. Benefits would include:
– One-off financial benefit from selling certain car parks – this appears to be a predictable financial benefit of $325,000
which can be confidently included in a cost/benefit analysis.
– Increased income from public bus use – this appears to be a measurable benefit, in that it is an aspect of performance
which can be measured (for example, bus fares collected per day), but it is not possible to estimate how much income
will actually increase until the project is completed.
– Increased income from car parks – this appears to be a quantifiable benefit if the assumption is made that usage of the
car parks will stay at 95%. There may indeed be sufficient confidence to define it as a financial benefit. Car park places
will be reduced from 1,000 to 800, but the increase in fees will compensate for this reduction in capacity. Current
expected daily income is 1,000 x $3 x 0·95 = $2,850. Future expected income will be 800 x $4 x 0·95 = $3,040.
– Improved punctuality of buses – this will again be a measurable benefit. It will be defined in terms of a Service Level
promised to the residents of Brighttown. Improved punctuality might also help tempt a number of vehicle users to use
public transport instead.
– Reduced emissions – buses are more energy efficient and emit less carbon dioxide than the conventional vehicles used
by most of the inhabitants of Brighttown. This benefit should again be measurable (but non-financial) and should benefit
the whole of the town, not just areas around traffic lights.
– Improved perception of the town – the incoming mayor believes that her policy will help attract green consumers and
green companies to the town. Difficulties in classifying what is meant by these terms makes this likely to be an
observable benefit, where a group, such as the Go Green team, established by the council itself can decide (based on
their judgement) whether the benefit has been realised or not.
The costs of implementing the project will also have to be re-assessed. These costs will now include:
– The cost of purchasing more buses to meet the increased demand and frequency of service.
– The operational costs of running more buses, including salary costs of more bus drivers.
– Costs associated with the disposal of car parks.
– Costs associated with slowing down drivers (both economic and emotional).
The technical implementation requirements of the project will also change and this is almost certain to have cost implications
because a solution will have to be developed which allows buses to be prioritised. A feasibility study will have to be
commissioned to examine whether such a solution is technically feasible and, if it is, the costs of the solution will have to be
estimated and entered into the cost-benefit analysis.

(c) A stakeholder grid (Mendelow) provides a framework for understanding how project team members should communicate with
each stakeholder or stakeholder group. The grid itself has two axes. One axis is concerned with the power or influence of the
stakeholder in this particular project. The other axis is concerned with the stakeholder’s interest in the project.
The incoming mayor: High power and high interest. The mayor is a key player in the project and should be carefully and
actively managed throughout. The mayor is currently enthusiastic about the project and this enthusiasm has to be sustained.
As the likely project sponsor, it will be the mayor’s responsibility to promote the project internally and to make resources
available to it. It will also be up to her to ensure that the promised business benefits are actually delivered. However, she is
also the person who can cancel the project at any time.
OfRoad – a government agency: OfRoad were critical of the previous mayor’s justification for the project. They felt that the
business case was solely based on intangible benefits and lacked credibility. It is likely that they will be more supportive of
the revised proposals for two reasons. Firstly, the proposal uses the classification of benefits which it has suggested. Secondly,
the proposal includes tangible benefits which can confidently be included in a cost-benefit analysis. OfRoad is likely to have
high power (because it can intervene in local transport decisions) but relatively low interest in this particular project as the
town appears to be following its guidelines. An appropriate management strategy would be to keep watch and monitor the
situation, making sure that nothing happens on the project which would cause the agency to take a sudden interest in it.
The private motorist of Brighttown: Most of these motorists will have a high interest in the project, because it impacts them
directly; but, individually, they have very little power. Their chance to influence policy has just passed, and mayoral elections
are not due for another five years. The suggested stakeholder management approach here is to keep them informed. However,
their response will have to be monitored. If they organise themselves and band together as a group, they might be able to
stage disruptive actions which might raise their power and have an impact on the project. This makes the point that
stakeholder management is a continual process, as stakeholders may take up different positions in the grid as they organise
themselves or as the project progresses.

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