The report focuses on the identification of the pedestrian activities and the initiation of personalized crossing systems to upgrade the infrastructure for pedestrian safety in CBD Melbourne. It seeks to investigate the data of pedestrian counting system, pedestrian counting sensor and pedestrian network system with the aim to improve Pedestrian Development.
Project Initiation: Project Initiation pertains to the purpose of the project, its goals and the estimation of time required for the completion of the project (Yemini, Oplatka and Sagie, 2018). It includes proposing road projects that increase employment production, facilitating the use of public transport to reduce traffic flow, restrict Jaywalking and pedestrian signalling.
Project Planning: Project Planning deals with the involvement of the stakeholders and the effectiveness of it in various phases of the planning process (Heravi, Coffey and Trigunarsyah, 2015). It deals with the facilitation of the senior citizens and disabled people. The ambit of the project also included the comfort of the pedestrians as well so construction of public toilets was also on the agenda.
Project Execution: The analysis of the foot traffic and walking pattern of the pedestrians is done with the help of analytics and various models are built for predicting pedestrian volumes and effective ways to ensure their safety (Mirza and Ehsan, 2017).
Project Performance: The performance of the project is measured on the basis of alignment of the outcome with the project plan. The stakeholders’ objectives of making sustainable travel choices and ensuring the safety of pedestrians around the city is measured through the measurement of output that include free and safe travel facilities for all people around the city, optimization of various travel modes among others (Yun et al., 2016).
Project Closure: The completion of the project is followed by the preparation of final project budget and report.
The stakeholders of the pedestrian development project stand to involve the cross section of the populace in the project investigation area, spanning across Melbourne. In the given context, stakeholders may be largely understood to be such groups or individuals that have a direct stake or interest in the project, or retain such position where there is an ability of influencing the outcome generated from the project. The stakeholders comprising of the latter group include the Mayor, Chief Financial Officer, Chief Information Officer, as well as the HR among others.
The objective of the project is to reduce the number of crashes of right and left turning vehicles, improve the signalling system that cause considerable loss of time to the pedestrians (Melbourne, 2019). In addition to this, the increase in population has led to become congested traffic lane and therefore pedestrian safety is a matter of huge concern. Furthermore, the increased use of public transport to provide comfort while walking are the prime objectives.
Figure 1: Pedestrian count from 2010-2015
(Source: Data melbourne, 2019)
The graphical representation indicates the five critical areas of CBD and the corresponding pedestrian counts. Figure 1 elucidates the comparison of the pedestrian count across the respective years. The graphical representation consists of clustered column chart for the purpose of interpretation of the collated data. The apparent result from the graph indicates significant alteration in the walking patterns in Melbourne Central area. However, Bourke Street exhibits nominal downwards trend by 2015.
Capital: The improvement in the signalling system, construction of foot-over and foot-under bridges, subways, improvement in pedestrian crossing and sensors, employment of staff among others include a considerable amount of money (Data melbourne, 2019).
Human Resources: It is the responsibility of the project manager to recruit a skilled team to execute the planned tasks. The deployment of people at traffic crossings to facilitate smooth use of public transport is of utmost importance.
Material Resources: Material resources may include software licenses, technical infrastructure, machinery among others. In this project the installation of pedestrian crossing system, development of public toilet requires budget allocation and effective policy intervention.
Goal setting: The goals set by a project manager are sometimes not well defined and therefore there is a chance for the project to not reach desired results (Aga, 2016). The pedestrian development program in the Melbourne area encompasses a host of other projects, which makes it critical for the project manager to determine the priority of the same.
Lack of team skill: The existence of multiple projects leading up to the pedestrian development program necessarily require team members retaining varying skill sets.
Poor communication: A project manager is responsible for directing all the team members and assigning specific tasks to them (Ziek and Anderson, 2015). The diverseness of the project makes it incumbent upon the project manager to ensure an effective line of communication so that there is less instances of information asymmetry.
Technical risks: The project is based on the introduction of pedestrian crossing system which involve several technical risks as the system works on the effective working of the technology. In case of any functional problem of the system pedestrians might face considerable amount of problem (Nonino, 2017).
Unforeseen circumstances: There are certain unforeseen circumstances like the ill health of the workers may delay the progress of the work or may delay the work process for an indefinite time period.
Incorrect specifications: The incorrect project specifications which include the number of pedestrian crossing system, foot-over and foot-under bridges, number of public toilets to be built and at specific intervals of distance is vital for the project (Cagliano, Grimaldi and Rafele, 2014).
|
Tasks |
· Policy formulation for road projects · Implementation of sanctions for Jaywalking · Policies on providing incentives for greater usage of public transport, and associated measures for reduction of the traffic flow · Departmental decisions in modifying traffic signal operations in reducing the delays for pedestrians |
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Date and duration of Tasks |
· Road projects: 15 Jan 2020 – 25 June 2020 (5 months) · Penalties for Jaywalking: 7 Jan 2020 – 17 Jan 2020 (10 days) · Incentives for greater usage of public transport: 12 Mar 2020 – 30 Mar 2020 (18 days) |
Table 1: Timeline of the Project
(Source: As created by author)
The project involves real-time tracking of pedestrian information, which would be utilised in framing and implementing the pedestrian development plan in Melbourne. It becomes particularly significant in case of the personalised crossing system which would detect the attributes of disabled individuals, and that of senior citizens. The data analytics engaged in pedestrian route network as well as pedestrian counting system uses individual data in order to ascertain the high priority locations in ensuring the safety of the pedestrians.
Conclusion
Based on the above discussion it can be concluded that the project of personalized crossing system has been divided into project initiation, project planning, project execution, project performance and project closure which discusses all the details involved in the management of the project. The project identifies the chief financial officer, chief information officer, Mayor, HR to be the stakeholders that play a crucial part in the outcome of the project. The project considers real-time tracking of pedestrian information for data collection in order to take necessary steps for pedestrian safety.
References
Aga, D. (2016). Transactional Leadership and Project Success: The Moderating Role of Goal Clarity. Procedia Computer Science, [online] 100, pp.517-525. Available at: https://www.sciencedirect.com/science/article/pii/S1877050916323584?via%3Dihub [Accessed 22 Oct. 2019].
Cagliano, A., Grimaldi, S. and Rafele, C. (2014). Choosing project risk management techniques. A theoretical framework. Journal of Risk Research, [online] 18(2), pp.232-248. Available at: https://www.tandfonline.com/doi/abs/10.1080/13669877.2014.896398 [Accessed 21 Oct. 2019].
Data melbourne (2019). [online] Data.melbourne.vic.gov.au. Available at: https://data.melbourne.vic.gov.au/ [Accessed 21 Oct. 2019].
Heravi, A., Coffey, V. and Trigunarsyah, B. (2015). Evaluating the level of stakeholder involvement during the project planning processes of building projects. International Journal of Project Management, [online] 33(5), pp.985-997. Available at: https://www.sciencedirect.com/science/article/abs/pii/S0263786314002154 [Accessed 21 Oct. 2019].
Melbourne (2019). [online] Melbourne.vic.gov.au. Available at: https://www.melbourne.vic.gov.au/SiteCollectionDocuments/annual-plan-budget-2019-20.pdf [Accessed 21 Oct. 2019].
Mirza, E. and Ehsan, N. (2017). Quantification of Project Execution Complexity and its Effect on Performance of Infrastructure Development Projects. Engineering Management Journal, [online] 29(2), pp.108-123. Available at: https://www.tandfonline.com/doi/abs/10.1080/10429247.2017.1309632?journalCode=uemj20 [Accessed 21 Oct. 2019].
Nonino, F. (2017). Project Selection Frameworks and Methodologies for Reducing Risks in Project Portfolio Management. Project Portfolio Management Strategies for Effective Organizational Operations, [online] pp.245-263. Available at: https://www.igi-global.com/gateway/chapter/176544 [Accessed 21 Oct. 2019].
Yemini, M., Oplatka, I. and Sagie, N. (2018). Project Initiation. Project Management in Schools, [online] pp.23-42. Available at: https://link.springer.com/chapter/10.1007/978-3-319-78608-7_2 [Accessed 21 Oct. 2019].
Yun, S., Choi, J., de Oliveira, D. and Mulva, S. (2016). Development of performance metrics for phase-based capital project benchmarking. International Journal of Project Management, [online] 34(3), pp.389-402. Available at: https://www.sciencedirect.com/science/article/abs/pii/S0263786315002070?via%3Dihub [Accessed 21 Oct. 2019].
Ziek, P. and Anderson, J. (2015). Communication, dialogue and project management. International Journal of Managing Projects in Business, [online] 8(4), pp.788-803. Available at: https://www.emerald.com/insight/content/doi/10.1108/IJMPB-04-2014-0034/full/html [Accessed 22 Oct. 2019].
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