Dynamic Passenger Information

Project Management Plan

Project Name:	DPI (Dynamic Passenger Information)
Prepared by:	Keith Roan
Date (MM/DD/YYYY):	04/15/08

Version History (insert rows as needed):
Version	Date (MM/DD/YYYY)	Comments
1.0	04/15/2008	Initial – Keith Roan

Purpose: This project plan documents the project planning process and consists of the following basic tasks:

• Defining the sequence of tasks to be performed
• Identifying all deliverables associated with the project
• Defining the dependency relationship between tasks
• Estimating the resources required to perform each task
• Scheduling all tasks to be performed
• Defining the budget for performing the tasks
• Defining the organization executing the project
• Identifying the known project risks
• Defining the process ensuring quality of the project product
• Defining the process specifying and controlling requirements

This plan documents and defines the objectives of the project, the approach to be taken, and the commitment being assumed. This document contains the details required to successfully execute the project. Once project execution begins, this plan will be reviewed, baselined, and updated on a regular basis.

Table of Contents

Plan Approval 3

Project Summary. 5

Project Summary – Continued. 6

Project Summary – Continued. 7

Project Charter 8

Project Communication Plan. 9

Project Tradeoff Matrix and Status Summary. 10

Project Organization. 11

Activity List 12

Work Breakdown Structure (WBS) 13

Work Product Identification. 14

Project Schedule. 15

Estimated Cost at Completion. 16

Resource Loading Profiles. 17

Project Staffing Plan. 17

Project Requirements. 18

Risk Identification. 41

Configuration Management Planning. 44

Quality Plan. 45

Top Five Issues. 46

Action Item Status. 47

Plan Approval

Project Name: DPI (Dynamic Passenger Information)

Date:

Plan Release #: 1.0

Project Manager: Keith Roan

Approvals:

Keith Roan                               Casey Emoto               

Technology Support Services Manager                         Deputy Director Program/Project Dev. – CMA

Joonie Tolosa                           Jerry Oxsen                 

Mgr, Ops Analysis, Reporting                           Operations Manager

& Systems

Bill Capps                                Art Douwes                 

Manager, Service & Operations Planning                      Operations Manager, Engineering

Liz French                                Patrick Griffin              

Sr. Planner Progmg & Grants                                        Mgr, Public Affairs & Cust. Info

Dino Guevarra                          Heidi Samuels              

Sales and Promotion and Supervisor                             Operations Manager, Bus Mtc Admin

George Tacke              Camille Williams                      

Operations Manager, Ops, Transportation                    Accessible Services Program Manager

Project Summary

Project Name: DPI (Dynamic Passenger Information System)

Start Date: 1/1/04

Organization: Technology

Submitted By: Keith Roan

Prime Contractor: TBD

Date Awarded: TBD

Current Stage of Project: Planning

Project is on Schedule: No

If no, please provide details: Resource issues have constantly kept project running at a minimum until the last 2.5 years.

Project is within Budget: Yes

If no, please provide details

Yes/No

Is this an update Project Plan? If so, reason for update:                       No

Budget for project by fiscal year and is project funded?                   Yes

If so, for what amount(s) and period(s):

Budget Amount:         $5.7 m             Year:    2008    Funded?             Yes

Budget Amount:                                 Year:    2009    Funded?             Yes

Budget Amount:                                                         Funded?

Total Amount:            $5.7 m

Project Summary – Continued

Points of Contact

This is a list of individuals that will be involved with the project during the execution phase.

Position	Name/Organization	Phone	E-Mail
Project Manager	Keith Roan/Tech	408-321-7109	keith.roan@vta.org
CMA Contact	Casey Emoto/CMA	408-321-5564	casey.emoto@vta.org
Senior Management Sponsor	Gary Miskell//CIO – Tech	408-321-7100	gary.miskell@vta.org
Senior Management Sponsor	Bill Lopez/COA – Administration Services	408-321-5801	bill.lopez@vta.org
Procurement Contact	Tom Smith/CAMM	408-952-4190	tom.smith@vta.org
Compliance Review Manager	Gary Epstein/Finance	408-321-5683	gary.epstein@vta.org
Program and Grants Management	Liz French/Grants	408-321-5737	liz.french@vta.org
Stakeholders (Top 3):
Operations	Jerry Oxen/Operations Manager	408-952-6858	jerry.oxsen@vta.org
Customer Service/Public Affairs	Patrick Griffin/Manager	408-321-7506	patrick.griffin@vta.org

Project Summary – Continued

Prime Contractor Information Company:

Position

Name/Organization

Phone

E-Mail

Project Charter

Business Problem

The lack of real time information provided to VTA’s customers concerning vehicle arrival times of buses and trains.

Statement of work (Goal)

Design, prototype and implement an automated real time information system by December 2009.

Project Objectives:

The primary objective of the DPI System is to provide VTA’s customers with accurate and reliable real-time transit information.  This information includes the real-time location of transit vehicles and the estimated next vehicle arrival and departure times for all transit routes.  It is envisioned that this information would be accessible by way of the Internet and telephone, as well as electronic information display boards at key transit stops within Santa Clara County.  These locations include major bus stops, Bus Rapid Transit (BRT)/Rapid Bus stops, Light Rail Transit (LRT) stations, transit centers, and joint transit stops (e.g. those shared with other transit service providers).  This real-time information would also be disseminated through MTC’s 511 Systems and VTA’s customer service center.

Project Communication Plan

The intent is to distribute project information to stakeholders in a timely manner. Communications tools for this project are listed below with additional items to be added as needed.

• Work Breakdown Structure

• Scope Statement

• Project Charter, Project Plan

• Resource Matrix

• Meetings/bi-weekly

• Cost Performance Index

• Schedule Performance Index Reports

Project Tradeoff Matrix and Status Summary

Managing a project requires the balancing of three factors: resources, schedule, and scope. These three factors are interrelated. The project trade off matrix shows the relative importance of each factor:

• Constrained means the factor cannot be changed

• Accepted means the factor is somewhat flexible to the project circumstance

• Improved means that the factor can be adjusted

Schedule	Scope	Resources
CONSTRAINED	CONSTRAINED	CONSTRAINED

Identify variables to be constrained, improved, and accepted

+/- Status

Team/Phase	Technical	Schedule	Cost	Comment
Initiating	On	Behind	On	Project was delayed several years due to resource issues and priority rankings of projects
Planning	On	Behind	On	Took additional time to provide in depth project management plan and refine RFP
Executing	On	Behind	On	Best knowledge due to Independent Cost Estimate

Project Organization

The Project Organization defines the persons responsible for the following types of functions: project manager, development, manager, quality assurance, and configuration management. A project manager is required for every project.

Activity List

This is an activity list (work breakdown structure) that describes each task required by the project.. These work packages describe required schedule, identify requirements to be completed and describe specific work to be performed.

Activity#	Activity Name	Activity Name Description	# of Days	Start Date	Dependency	Milestone
1	Design	System Architecture	90	10/1/08		No
2	Develop	Development - should be close to off the shelf with required GUI	120	1/21/09	#1	No
3	Integrate	Integrate code	120	4/15/09	#2	No
4	Testing	Test DPI in lab	60	7/8/09	#3	Yes
5	Pilot	Run Pilot test on one sign in field	15	9/2/09	#4	Yes
6	Marketing	Marketing & Outreach	60	10/21/09	#5	No
7	Installation	Install along 522 route	40	10/21/09	#5	Yes
8	Countywide	Install to additional locations	30	10/21/09	#5	Yes
9	Training	Provide User Training	10	10/21/09	#5	No
10	Close-Out	Close-Out and transfer to O&M	60	11/4/09	#9	Yes

Work Breakdown Structure (WBS)

This activity describes each task required in the project. These work packages describe required schedules, identify requirements to be completed and describe specific work to be performed.

Work Product Identification

The list of project deliverables that includes the date due and the person responsible for the delivery should be part of the plan. This information is derived from the project activity list, and is expanded to include the assignment of the deliverable to a specific author and tracking of delivery of the document.

List of all deliverables required by the project, the due date and the person responsible

Deliverable Name	Due Date	Date Delivered	Point of Contact
Design Document	12/1/08		Keith Roan
Test Plan	4/1/09		Keith Roan
Installation Plan	7/2/09		Keith Roan
Source Code	7/2/09		Keith Roan
Installation	9/1/09		Keith Roan
Training Plan	8/2/09		Keith Roan
Project Closeout	11/4/09		Keith Roan

Project Schedule

The project schedule included in the project plan can either be a GANTT or PERT chart. IT should include milestones, task dependencies, task duration, work product delivery dates, quality milestones (reviews/audits/inspections), configuration management milestones, and action items (with deadlines and responsibilities).

Project Start Date: Wed 10/1/08
Project Finish Date: Tue 1/12/10

ID	Task_Name	Duration	Start_Date	Finish_Date	Predecessors	Resource_Names
1	DPI	335 days	Wed 10/1/08	Tue 1/12/10
2	Phase II - Software/Hardware/Testing	275 days	Wed 10/1/08	Tue 10/20/09
3	Design	3 mons	Wed 10/1/08	Tue 12/23/08		Vendor
4	Develop	4 mons	Wed 12/24/08	Tue 4/14/09	3	Vendor
5	Integration	4 mons	Wed 4/15/09	Tue 8/4/09	4	Vendor
6	Testing	2 mons	Wed 8/5/09	Tue 9/29/09	5	Vendor
7	Pilot	15 days	Wed 9/30/09	Tue 10/20/09	6	Vendor
8	Marketing	60 days	Wed 10/21/09	Tue 1/12/10
9	Marketing/Outreach plan	3 mons	Wed 10/21/09	Tue 1/12/10	7
10	Phase III - Bus Stop Installation	30 days	Wed 10/21/09	Tue 12/1/09
11	Install/test signs down 522 route	6 wks	Wed 10/21/09	Tue 12/1/09	7	Vendor
12	Phase V - LR	20 days	Wed 10/21/09	Tue 11/17/09
13	Countywide Installation	1 mon	Wed 10/21/09	Tue 11/17/09	7	Vendor
14	Training	2 wks	Wed 10/21/09	Tue 11/3/09	7	Vendor
15	Phase VI - Project Closeout	40 days	Wed 11/4/09	Tue 12/29/09
16	Project Closeout	2 mons	Wed 11/4/09	Tue 12/29/09	14	Technology/Finance

Estimated Cost at Completion

This estimated cost at completion is an assessment of the total project effort in terms or either time and/or dollars.

Activity	Analysis in Hours					Analysis in Dollars
	Budget Hours	Actual Hours	Est. to Comp	Est. @ Comp	Var.	Budget Hours	Actual Hours	Est. to Comp	Est. @ Comp	Var.
Project Management
Manage Project	2,048		1,800			2,048		200,000
Design/Dev
Dev/Imp Base System Software	1,120		1120			1,120		2,168,750
Integration
Format for  MTC’s 511 system, S/W interface to VMB’s, PA Systems, H/W and peripherals	640		640			640		92,000
Testing
System Testing	320		320			320		225,000
Pilot
Testing of S/W & H/W to each make of sign	120		120			120		21,000
Marketing
Marketing/Outreach plan	120		120			120		23,000
Installation
VMS on Rapid 522 Bus Route	240		240			240		450,000
Countywide
Countywide Installs	160		160			160		642,500
Training
Training/Documentation	80		80			80		162,500
Total	4848		4848			4848		3,984,750

Resource Loading Profiles

The staffing plan shows the number of personnel, by type, that are required on the project on a monthly basis. This information should be compared monthly on a planned versus actual basis. VTA will acquire a consultant to assist with the project management responsibilities of this project. Additional resources projected below are expected to be provided by the vendor. It is expected that the vendor will have a project manager, software/hardware developers, installation engineers, transportation engineers/planners, and electricians. The number of individuals in these areas is expected to begin with approximately eight individuals and peak at approximately 14.

Project Staffing Plan

Project Requirements

This plan lists the project requirements, with references to the statement of work, work breakdown structure, and specifications.

No.	Requirement	RFP Reference	Task Reference	Specification Reference	Completed	Comments
Project Requirements are available at VTA as a separate list.  They were removed from this copy of the document in the Systems Engineering Guidebook for ITS website.

Risk Identification

This plan lists anything that could potentially affect the successful completion of the project. The contractual, management, and technical risks associated are identified and assessed for the probability of the risk occurring, the cost to correct if the risk occurs, the impact of the risk on the project, and the suggested mitigation activities and cost of mitigation.

Category	Probability	Impact	Risk	Mitigation
MANAGEMENT
Integration	High	High	Integrating DPI with vendor 1	Risk transference to system integrator. Work should be done within 1 month for less than 30,000 dollars. Another option is to post fixed schedule information to the signs (2^nd option). The signs could also be disconnected from the SONET network and connected to the 1Gb network (3^rd option).
Integration	Low	High	Integrating DPI with Vendor 2	Risk transference to integrator. Work to build the GUI interface for an open system should only take approximately 1 month at a cost of 30,000 dollars (1^st option).  Another vendor would have to manipulate the data from the vendor database to build the GUI (2^nd option) if Vendor 2 decided not to participate. The 2^nd option should only cost 60,000 for two months of work.
Software	Low	Medium	Trapeze licenses	Risk transference to system integrator. Current costs are 1305 dollars each for 11 workstations (2^nd option).
Integration	Medium	High	511 system not ready  for VTA IVR	Utilize VTA’s own IVR at additional cost. Lower number of signs will be installed as a result. Cost approximately 200,000 from vendors

Configuration Management Planning

This plan lists the person responsible for project configuration management, the procedures used, and the planned configuration items, planned release dates for configuration items, and resources required to conduct Configuration Management.

CM Responsibility

Manager: Keith Roan

Additional Staff for CM

            No additional staff anticipated at this time

Procedure Reference:

Configuration Items:

No	Item	Comments
1	System / Management / Project Plan	Project Plan
2	System / Requirements / System Specifications	System Specifications
3	System / Test / Testing Plan	Test Plan
4	System / Management / Testing Plan	Implementation

QA Audits need to be included on the project schedule

Quality Plan

This document defines the person responsible for project quality activities, the procedures used, the planned quality activities, and resources required to conduct QA activities.

QA Responsibility

Manager: Keith Roan

Additional Staff for QA

                        Support will be needed by system integrator, design team, and development members.

Procedure Reference:

Planned Quality Event: Ensure the QA is implemented throughout the project’s life cycle. Dates include QA audits and reviews, design walkthroughs and other project activities that QA staff will participate in.

No	Item	Comments
1	Requirements Review	Due:
2	Code Walk Through
3	Interface Prototype
4	Testing Audit

Ensure there is a repository

Ensure QA audits the baselines and CM activities on a regular basis. - describe

Top Five Issues

This plan list the top five know issues associated with the project, personnel responsible for resolving the issue, and an associated open and close date, with proposed or recommended solutions.

Issue	Responsible Individual	Open Date	Closure Date	Status
Vendor 1 Interface	Keith Roan
Vendor 2 Interface	Keith Roan
IVR Interface – 511 System	Keith Roan
Audio Issue with Platforms	Keith Roan

Action Item Status

This plan includes a list of action items that are maintained as part of project tracking.

Action Item #

Description

Responsible Individual

Open Date

Closure Date

Status