(i) Complete the network analysis for the Edinburgh Tram Operations Centre project

using the project logic diagram that is provided in Appendix 1, based on the
‘Expected Durations’ for each task, which can be determined from the task data that
is forwarded in Appendix 2.

Solution:

The role of the network analysis is best examined in context. this research started by exploring the
role of the chief sponsor within the context of IT and project risk within specific stages of a project’s
life cycle. so as to extend the success rate of data systems (IS) projects, managers must identify risks,
understand their consequences, and decide to either avoid or mitigate their impact (Royer, 2000;
Project Management Institute. Much of the identified project risk literature within the IS/IT a
subsequent literature review, we considered all kinds of projects and added eight new initiating stage
sponsor behaviors for a complete of 150 avoidance/mitigation behaviors. Ultimately, the behaviors
were described briefly written statements and arranged during a survey-like format. within the next
phase of the research, a get group of 5 senior project management professionals (PMPs) examined the
list of behavior statements so as to eliminate redundancy, validate behaviors, and simplify narrative
descriptions. These professionals wording was clear for all behavior statements. a minimum of two
experts were required to agree on each behavior. As a result, 22 behaviors were removed as
duplicates, and various revisions were made to other behavior statements. This phase resulted during
a list of 72 behaviors. subsequent logical progression is to determine and ensure empirically this list
of initiating sponsor behaviors and to check their association with various project outcomes.

The Sample to determine and ensure empirically the list of 72 initiating sponsor behaviors, we
constructed a survey and utilized a convenience sample of 109 respondents that was developed from
contacts at Project Management Institute conferences and other professional settings. Demographics
for an equivalent could also be found in Figure 1. Approximately 60% of the respondents described
their field of labor as general management, information systems, or operations. Similarly, about 60%
said their industry was consulting, manufacturing, service, or education. About half said projects in
their organization averaged but one year long and just over 25% held a PMP certification. While the
extent of experience varied greatly, about 29% had 30 or more years of experience. The respondents
are largely from North America. In summary the sample is sort of diverse in several ways.

1
 (ii)Produce a Linked Bar chart that presents a summary of the ‘normal’ project
programmed.
programming techniques

The bar graph display was developed by Henry Gannt in 1915. Other systems, like critical
path analysis (CPA), precedence diagrams and line of balance came some forty years
later.

The critical path method was developed by E.I. DuPont de Nemours & Co. in 1956. Further
development work by Mouchel, Kerley and Walker in 1957 led to wider applications
suitable for the industry. The onset of computers within the early 1960s led to analysis
being undertaken by computers as a central analysis source.

The principles of network analysis are still included in construction management degree
courses so as to develop an analytical approach to construction situations – long may
this practice continue.

Critical path software developed by Pert master/Primavera remains used – although only
applicable to the massive projects involving complex relationships. There was no
evidence of it getting used on the projects included within the building case studies.

Precedence diagrams were developed to present a transparent relationship between

operations:

2
(iii) To the nearest whole day calculate the target duration for the construction of the
Edinburgh Trams Operations Centre building, allowing for a 95% probability of on
time completion. This is the duration that will be agreed with the client for project
handover, and will therefore become the contractual obligation that must be met.
Solution:

These new developments will bring with them top quality living, leisure and employment
opportunities. additionally to opening up brownfield land for redevelopment, it's highly
probable that the tram will have a positive impact on the image of the world and hence help
to stimulate further inward investment. surely employers whose workforces could also be
quite usually reliant on conveyance access, the tram should act as a catalyst to

th
e forecasted patronage and revenues for tram 95% in 2011 to 2014 are conservatively
reduced to require account of a ramp-up period as new services take time to be fully adopted
by users. The forecast reflects that TEL’s operational income profile are going to be positive
once the tram and bus patronage has stabilized after the primary year of the ramp-up period
in 2012. 1.36 it's assumed that the policy of maintaining the present level of LB dividend to
CEC are going to be applied prudently which the annual dividend could be reduced or
foregone for brief periods in response to lower profits or short term demands on TEL’s
cash-flows. In such circumstances, the dividends for future periods would be adjusted
upwards to make sure the shareholders receive the target dividend on a cumulative basis.
1.37 The operating expense projections provide adequately for the acquisition of latest
buses to renew and/or expand the prevailing bus fleet. ‘Tram lifecycle costs’ is that the
expenditure on the tram infrastructure and vehicles necessary to make sure the tram assets
reach the top of their useful lives. Provision is formed within the forecast for such
expenditure required to realize the anticipation of the system over the primary 30 years of
operation and to make sure the system performs effectively throughout, including the half-
life refurbishment of tram vehicles after approximately 15 years. The TEL Business Plan
doesn't specifically provide for the main replacement expenditure which can be required
after 30 years

(iv) The tasks ‘Install Drainage’ and ‘Install Piled Foundations’ each require the use of 2
Excavators. Upon completing the initial planning phase it has been determined that
the Subcontractor responsible for delivering these two tasks has only priced for, and
only has access to 2 excavators (in total) for the entire period of their involvement
with the project.

You must now check the initial plan to determine whether this resource

3
 constraint will cause a problem, and if it does, you are required to re-plan the
project logic and complete a revised network analysis and linked bar chart that
accommodates the resource constraint.

You should fully explain the process you follow and if appropriate, be sure to to
report the consequence that this resource constraint has upon the overall duration
of the project and upon the target duration previously determined.
Significant points within the implementation of sentimental ground treatment are
presented
below.
Solution:
Installation process:

a. Conformity with the aim of usage: The function of earthwork structure

constructed on soft ground must fulfill for traffics on the structures. It also
includes the serviceability of the structure for the security and luxury of the
road users.
b. Reliability: An earthwork structure on soft ground has appropriate safety
against various sorts of influences, like from traffics, rainfall, and seismic
motion.
c. Durability: Even an earthwork structure in aging deterioration after long
usage should keep original quality and structural safety.
d. Quality Control: Earthwork structures should be constructed securely in
order to make sure the aim of usage, safety of the structures and safe execution
of works. The structures should be studied carefully within the design stage.
e. Easiness of maintenance: Easiness of maintenance like daily inspection,
examination of the materials and repair work should be considered. it's related
to durability and economic efficiency.
f. Harmony with the environment: Earthwork structures on the soft ground
should be harmonized with the social and natural environment, and apply an
appropriate landscape to the encompassing area.
g. Economic efficiency: it's important to scale back the entire cost including for
maintenance and repairs to attenuate the life cycle cost instead of simply
minimizing the development cost.
 Resources constraint process:
This is a process to regulate the occurrence of liquefaction by increasing shear
strength by increasing the density of the soil, chemically stabilizing the structure
of the soil, or replacing the easily liquefiable layer itself with a hard-to-liquefy
material.
b. Increasing effective stress
This is a process to regulate the occurrence of liquefaction by increasing the
effective stress within the soil to stop elevation of the surplus pore water pressure
ratio.
c. Dispersion of excess pore water pressure
This is a process to regulate the occurrence of liquefaction by constructing highly
water-permeable materials within the ground to quickly disperse excess pore
water
pressure that happens in an earthquake 30 years . The drain method is usually
used for this
process, However, this method is especially for the aim of dispersing excess pore
water pressure within the event of an earthquake, and its water permeability is
extremely 2 excavator. high compared with the abovementioned vertical drain

4
method (which is especially used in measures to face up to settlement or
stability), and thus it's treated separately.
 Estimating the Resources
The goal of activity resource estimating is to assign resources to every activity
within the activity list. There are five tools and techniques for estimating activity
resources. Expert judgment means bringing in experts who have done this type
of labor before and getting their opinions on what resources are needed.

Alternative analysis means considering several different options for a way you
assign resources. This includes varying the number of resources also because the
quite resources you employ . repeatedly , there’s quite a method to accomplish
an activity and alternative analysis helps decide among the chances .

Published estimating data are some things that project managers during a lot of
industries use to assist them find out what percentage resources they have . They
believe articles, books, journals, and periodicals that collect, analyze, and publish
data from other people’s projects. Project management software like Microsoft
Project will often have features designed to assist project managers estimate
resource needs and constraints and find the simplest combination of assignments
for the project.

Bottom-up estimating means breaking down complex activities into pieces and
dealing out the resource assignments for every piece. it's a process of estimating
individual activity resource need or cost then adding these up together to return
up with a complete estimate. Bottom-up estimating may be a very accurate
means of estimating, provided the estimates at the schedule activity level are
accurate. However, it takes a substantial amount of your time to perform bottom-
up estimating because every activity must be assessed and estimated accurately
to be included within the bottom-up calculation. The smaller and more detailed
the activity, the greater the accuracy and price of this system .

 Estimating Activity Durations:

Once you’re through with activity resource estimating, you’ve got everything
you would like to work out how long each activity will take. That’s wiped out a
process called activity duration estimating. this is often where you check out
each activity within the activity list, consider its scope and resources, and
estimate how long it'll fancy perform.

Estimating the duration of an activity means starting with the knowledge you've
got that activity and therefore the resources that are assigned thereto , then
working with the project team to return up with an estimate. Most of the time
you’ll start with a rough estimate then refine it to form it more accurate. You’ll
use these five tools and techniques to make the foremost accurate estimates:
Expert judgment will come from your project team members who are conversant
in the work that has got to be done. If you don’t get their opinion, there’s an
enormous risk that your estimates are going to be wrong.

Analogous estimating is once you check out similar activities from previous
projects and the way long they took. This only works if the activities and
resources are similar.

Parametric estimating means plugging data about your project into a formula,

5
 spreadsheet, database, or computer virus that comes up with an estimate. The
software or formula that you simply use for parametric estimating is predicated
on a database of actual durations from past projects.

(v) Assume that the project is now underway. Some technical problems have been
encountered with the installation of the Drainage and the Piled Foundations. As a
consequence, the installation of the drainage took 2 days longer than was originally
planned and the installation of the Piled Foundations took a 3 days longer to
complete than was originally planned. However, despite these delays, the direct
costs associated with these tasks did not increase. The construction of the steel
frame has now been completed. This went very smoothly and actually took the
subcontractor one day less than what was originally planned. Again, the direct costs
for this task were unchanged.

Edinburgh Trams staff have been assured of a specific entry date and this was
based on the target duration you determined in part (iii). The issues that have
been encountered so far threaten the accomplishment of this entry date.

For each day the project is late the contract stipulates that there will be £20,000
of penalty costs.

As Project Manager, you have the responsibility to make sure the remainder of
the project is completed optimally.

Using the crash data that is presented in Appendix 2, re-plan the remaining tasks
in the project, so that the most optimum solution for the remainder of the
project is achieved.

When ‘crashing’ tasks to determine the optimum solution, you must assume that
it is an ‘all or nothing’ scenario; in other words, incremental ‘crashing’ of tasks
is not possible.

Solution:
The purpose of this report is to update the new Governance Risk and Best Value Committee on the
Edinburgh Tram Project. The report covers the amount from 27 January 2012 to 31 October 2012.
Financial information is reported to the top of period 6 2012/13.
The last update was provided to the Audit Committee on 26 January 2012. As a results of the timing
of the government elections, the formation of the new Council administration and therefore the
summer recess period, there has been no further report back to the Audit Committee since that date,
although there has been regular monthly reporting to the All-Party Oversight Group. In future, it's
intended to report quarterly to the
As requested at the Council meeting on 25 October 2012, this report provides more detailed financial
information on the value of labor done and further interpretation of the figures began within the
Edinburgh
Tram update report back to Council (Appendix 1 ).
2. Main report
General
within the Edinburgh Tram update report back to Council on 25 October 2012 officers highlighted
that there would be an extra report back to the new Governance, Risk and Best Value Committee on
the tram project.
it's intended that there'll be a report back to this committee quarterly for the rest of the project.
Governance arrangements

6
The revised governance arrangements for the project still be managed during a cooperative and
progressive manner.
There are no items of dispute within the period covered by this report. The independent certifier has
ruled on four matters in reference to commercial valuations and two matters of contractual
interpretation. This was reported
Programmed
The tram project is being delivered in line with the client target programmed ("Client Target
Programmed"). The Client Target Programmed takes account of all project workstreams including the
utilities works and therefore the CAF contract for tram vehicles.
The key dates concerning the Client Target Programmed are included in Appendix 2 of this report.
The Client Target Programmed is currently being reviewed and can be reported again to the present
committee within the next quarter.
Finance
The tram project remains in line with the revised budget of £776m, consisting of the bottom budget
of £742m and a risk allowance of £34m, as approved by Council in September 2011.
the value of labor done on the project to the top of period 6 for the fiscal year 2012/13 was £669m.
A summary of the value of labor done was provided to Council on 25 October 2012. A more detailed
breakdown of the value of labor done is included in Appendix 3. it's proposed that the revised
template as began in Appendix 3 are going to be the quality template for reporting to the Governance,
Risk and Best Value Committee for the rest of the project.

Appendix 3 covers the value of labor done since the start of the project. The figures within the period
before the Settlement Agreement were drawn from tie Ltd.’s reporting. Since the signing of the
Settlement Agreement and therefore the introduction of the revised governance arrangements for the
project in September 2011, the Council has appropriated the formal reporting responsibilities.
The figures which have formed the historical accounts of tie Ltd and therefore the Council are
externally audited, without qualification by Audit Scotland and accountancy firm, Geophagines.
so as to make sure appropriate transparency, the intention has been to hold out 6 monthly external
auditing of the figures. As we are now midway through the fiscal year , it's intended to rearrange now
for that external audit to be administered in reference to the value of labor done figures forming
Appendix 3 of this report.
Officers are instructed to hunt budget savings where possible. This practice is according to the worth
engineering culture that has been established within the project and can still be a key focus of the
management of the tram project.
The sum drawn down against the danger budget of £34m, for approved changes as at period 6 of
monetary year 2012/13 is £15.1 m.