Read the case studies and write the short summaries of them. Graded Case Study 2, Part III

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Read the case studies and write the short summaries of them.

Graded Case Study 2, Part III

The training issue was only one source of conflict on the client side. Bernie Hays and Ed Hallman. the communications specialists in SRT's Mechanical Department were tasked with installing the terminals and associated components on the trains. This would require taking the locomotives out of service for two days each at staggered intervals. Eager to schedule the work, Hays had reached out to Lisa Lindstrom in Transportation Operations, who was responsible for coordinating train assignments, including taking vehicles out of service. She refused to give Hays concrete time windows because there were too many issues compromising the availability of the locomotives. The conflict had become heated, and Lindstrom had become nonresponsive on the issue.

Because of Hays. Hallman. and Lindstrom were all members of the project team. Varga was aware of the problem and realized it had the potential to impede the Januar), installation deadline. Schaller had also informed Varga that the ongoing tension between Transportation Ops and Mechanical was nothing new; they had a history of blaming each other for problems and failing to work together. He has suggested that it might help if Varga. as an outsider, explains the importance of working out the ECO-Stream installation schedule so they can protect their investment and get the tool up and running.

Varga, however, is not keen on getting involved in clients' conflicts. While there are situations internally at ECO-Trans where it is necessary to have confrontations, she is apprehensive about making enemies on the project team, especially when they are SRT's resources. She hopes that Lindstrom and the Mechanical guys will find a way to work out the scheduling issues on their own.

Graded Case Study 2, Part I

ECO-Trans is a European company providing "driver assist" technology for use in buses, trains, and other mass transit vehicles. Its flagship product, ECO-Stream, is a small, durable computer screen installed in a driver's space or an engineer's cab that provides operators with targeted suggestions. The ECO-Stream system analyzes the current route of a bus or train, including the scheduled time of arrival, and advises the operator on techniques (such as gear or notch choice, when to brake or "coast," etc.) that will realize the greatest fuel savings. These driving recommendations are based on data collected from the transportation network. including road or track configuration, maximum timetable speeds. traffic, or other speed restrictions and delays. In addition to better schedule adherence, the key benefits of ECO-Stream are savings on fuel consumption and reduction in CO2 emissions.

Astrid Varga is a project manager for ECO-Trans. She is currently leading her team's implementation of ECO-Stream for a major client, Sunshine Rail Transit (SRT), which operates light rail commuter service between several major cities in the Southeast. SRTs Operations Department contracted with ECO-Trans to implement customized ECO-Stream systems in all 53 locomotives in its fleet.

Graded Case study 2, Part II

Performance Measurement.

Shortly after resolving the defective component issue. Schaller asked Varga to calculate a performance measurement baseline (PMB) at the current point (month 12) in preparation for an upcoming checkpoint meeting between ECO-Trans and SRT. The client was anxious to remain within the implementation budget and liked to keep abreast of any cost variance. Varga asked her assistant to provide her with the project's canted value (EV) to date, and she added the EV curve to her original cost baseline curve (planned value). She then entailed this to Schaller to include in his presentation for the checkpoint meeting.

SRT ECO-Stream Project Performance Measurement Baseline $600 $500 $400 I $300 $200 $100 $- 1 2 3 4 5 6 7 8 9 10 11 12 13

Project Resource Management Since the beginning of the ECO-Stream project, Mark Osborne, SRT's Transportation Department Training Manager, has expressed concern that the end user training occurs too late in the plan. Varga has heard from him and others at SRT that many of the locomotive engineers are complaining that they have not been involved in the process and are not prepared to use the equipment when it comes on board. Their union representative has repeatedly brought this issue to SRT management and has asked them to change the project timeline to initiate training earlier.