11-2, dealing with traffic jams in london

Dealing with Traffic Jams in London Dealing with Traffic Jams in London Traffic jam has been a great challenge to motorist in London. Research conducted on the issue indicated that motorist spent much time on the roads. The government plan to control the traffic jam seeks to use the knowledge of information technology in implementing the project. The success of the plan depended on several factors, which included the effective of the system. This paper evaluates the traffic jam project.
1. Assessing the risks in this project
The risks in the project included the following; the project did not have a preexisting model thereby complicating the implementation plan. Project implementation face is very important since it translate the paper work into reality. Project model provides essential information required in the implementation face. Integration of the technology proposed by the project was a challenge since the technology kept changing. The design of the streets does not provide an opportunity for mounting the cameras. The positioning of the cameras required clear roads, which would facilitate the relaying of the pictures. The project faced a political risk since the mayor of the city wanted to build his reputation. The fear of failure was a menace that the project had to deal with. Inadequate experience in the application information technology was another challenge that the project faced.
The management strategy that I would recommend for the project include outsourcing competent personnel in the field of information technology to jump start a pilot project in a few streets in the city. Rolling the project in the whole city at one time could not yield effective result. Strategic development of checks and balances for the project would help to avoid inconveniencies.
2. Describe the development methodology for the project.
Project methodology identified five critical areas that it would address in piloting the project. Selection of technology for the five key areas was a step taken in order to reduce risks. Tendering of the project to large cooperation was a wise move since large corporations have the ability to meet big project. Provision of small tenders to individuals could help in making effective management of the project (Wysocki, 2011). Management of tenders by Deloitte & Touche was geared towards achieving the best result. After the selection of the best bidder, the project rolled out. Management of the project by a firm like Deloitte was a wise decision since it helped the city government to monitor the work without the political interference. The approach that was developed in the project methodology was appropriate since it eliminated risks that the project would face in the monitoring. The award of the tenders to different bidders to conduct different components of the project increases the effectiveness in project implementation. Many projects fail because of poor implementation strategy and methodology (Roberts, 2011). Measures taken in the methodology ensures a smooth implementation face. The methodology of the project provided a smooth road for the implementation process.
3. Who should manage a project?
Management of a project is one of the technical challenges that firms and government faces. Out sourcing, the project is a rigorous exercise, which require competent corporation to monitor the process. The outsourcer should manage the outsourced projects. It ensures that the project is completed at the right time. The quality delivery by the project is also kept at the required standard. Management of the project by the outsourcer is a competitive process as compared to internal management. Sometimes the internal group compromises the project work. Deloitte managed the implementation face of the project through monitoring the work done by the Capita Corporation.
References
Case Study. DEALING WITH TRAFFIC JAM IN LONDON. Adapted from Malcolm Wheatley, “ How IT Fixed London’s Traffic Woes,” CIO Magazine (July 15, 2003).
Roberts, P. (2011). Effective Project Management. London: Kogan Page Publishers.
Wysocki, K. R. (2011). Effective Project Management: Traditional, Agile, Extreme. New York: John Wiley & Sons.