Synops

A 25.6-km-long track connecting Peshawar Mor with the IIA was launched in January 2017 by the NHA. Initially, the project was supposed to be completed in August 2018, but it was delayed because funds were not released in a timely manner.

There are 20 metro buses that are supposed to run along this route daily from 7 a.m. to 11 p.m. Those traveling from Islamabad to the IIA can make use of the service, which is expected to provide cheaper and more comfortable rides.

Presented in this report are the results of an evaluation of the Project Management Plan (PMP) of the Peshawar-Mor to New Islamabad Airport Metro Bus Project undertaken by the National Logistics Cell (NLC) & NHA. We used PMP knowledge to analyze the actual data of the Metro Bus Project. The information is gathered through the review of the Project Documents, through interviews with the Project Managers of Metro Bus Projects, through interviews with the Project Managers of NLCs, and through the review of Organizational Process Assets. Our analysis was followed by a comparison between the Metro Bus Project and the PMP template. Specifically, we seek to assess whether the Metro Bus Project plan follows the guidelines of project management plan standards. As part of our evaluation of the Metro Bus Project plan, we attempt to establish a proper Change Control Flow Chart in accordance with PMP standards. As part of their Metro Bus Project plan, a risk register was also established.

Figure 1. Peshawar-Mor to IIA Metro Bus Route

Introduction

Project Background

As part of the Pakistan Army, National Logistics Cell serves as a single point of contact for disaster management and logistics in the country. As well as being a national managerial department and a municipality-preserved planned organization for Pakistan, NLC is a department under the Government of Pakistan. Part of NLC’s function is to provide government with facilities for managing disasters at the state level. It is an organization to coordinate military logistics, founded 41 years ago on August 16, 1978. Rawalpindi, Pakistan, is the headquarters of the NLC, which was founded by the Pakistan Armed Forces. Worldwide, this area leads different operations such as transportation and construction, making it one of the most dynamic sectors in the public sector. With a long-standing reputation for offering cutting-edge results, NLC assures us that it is designed to satisfy business needs in an honest manner. The miscellaneous items presented by NLC, in addition to big level reaching facilities, include construction of mega structures in a given time frame and delivery of the cargo safely to the destination.

It will examine how the building of metro buses affects the everyday lives of people who use that path every day of the week. In order to reach New Islamabad International Airport, they will take a bus from Peshawar Mor to G10 bus station, G11 bus station, G13 bus station, and GT road. In order to increase the use of public transportation, nine bus stations will be constructed along the route. Among them are the police line bus station, G13 bus station, M1 M2 Junction bus station, Bandana Kalan bus station, Airport bus station, and Nust bus station. This new Metro Bus project is estimated to cost Rs16.46 billion in total and will cover approximately 25.6 kilometers in distance.

A new corridor for development was also opened up along the transportation route by this project. Businesses along the corridor are expected to benefit from the newly constructed route. In addition to this, public transportation should be reliable and safe, reducing commute times for the general population.

Project description

The Metro Bus Service Peshawar-mor to New Islamabad International Airport package has several salient features. The Government of Pakistan initiated the project, and they are also the end client. The project is unfortunately subsidized. Initiated in May 2017, the project commenced in November 2017, with an estimated duration of 6 months.

NIIA’s Metro Bus Project currently consists of four packages. Details of these packages are as follows:

Package 01:

In package 01, there is a 08 km bus track and 05 bus stations included. This includes 01 bridge, 08 culverts, and 06 underpasses. A total of 6.5 billion rupees will be spent on this package. May 2017 marked the start of this package, and November 2017 marked its completion. NHA, NESPAK, and NLC are the client, consultant, and contractor for this package.

Package 02:

There are 2 bus stations included in package 02, along with a bus track measuring 3.8 km. A bridge, culvert, and underpass are included as well. There is a total cost of 5.5 billion for this package. Clients, consultants, and contractors for this package are NHA, NESPAK, and MATRACON, respectively.

Package 03:

The package includes 8.3 kilometers of bus track and three bus stations. There are also 4 bridges, 11 culverts, and 4 underpasses along this route. Approximately 3.84 billion rupees will be spent on this package. This package was started in June 2017 and completed in December 2017. NHA, NESPAK, and FWO are the client, consultant, and contractor for this package.

Package 04:

In addition to this package, there will be 5.5 kilometers of bus track and two bus stations. Also included are two bridges, seven culverts, and three underpasses. This package is estimated to cost 3.781 billion rupees. This project began in June 2016 and will be completed in November 2017. Client, consultant, and contractor for this package are NHA, NESPAK, and NLC, respectively.

Description Table

Table 1. Project Description

Project Charter

Peshawar Mor to New Islamabad Airport

Metro Bus Project (2022-23)

The project for the bus rapid transit system in Islamabad will ease daily commute of the passengers travelling intercity as well as traffic congestions on Sirinagar Highway, all the way towards New Islamabad Airport. People will be able to drive via the GT road, till either to the G-10, G-11 or G-13 bus station, can park their vehicles, or take drop till there and can take up Metro Bus service to the New Islamabad International Airport. The proposal would consider building 9 bus stations along the route to encourage more people to use public transit.

Objectives: 

Major objectives for this project include,

1. Project is essential for the reduction of traffic congestion.
2. Project will serve as economical as well as equality for every citizen.
3. Project will bring ease in daily commute of people.
4. Project brings a secure way of travel with scanners and security checkpoints at every metro stop.
5. Project will bring down road accidents ratio.
6. Alternatively, deaths and severe injuries ratio will be decreased as well.
7. Different compartments for males and females with priority seating for people with special-abilities.
8. Project brings female staff for the comfort and ease of single ladies’ travelers.
9. Project is critically beneficial to students and airport employees.
10. Project having separate lanes will bring down travel time.

Business Objectives:  

1. One of the prime business objectives is to bring efficient commute with travel safety for general public.
2. In addition to it, reduction of road traffic and congestions with reduced travel time is another mega objective.
3. Equally beneficial for people from any background.
4. Project will bring down road accidents ratio.
5. Alternatively, deaths and severe injuries ratio will be decreased as well
6. Project creates massive job opportunities for people of twin cities.

Deliverables:

1. The Project is beneficial for general public without any discrimination of social and economic class.
2. Efficient mode of travel with less time and cost.
3. Secure mode of travel with security gates and checkpoints.
4. Reduction in fatalities and severe injuries with the reduction of road accidents.
5. Separate compartment for ladies and priority seating.
6. Employment
7. Reduction in road congestion.

Scope:

Table 2. Project Scope

Business Case:

The project intends to provide a safer and smoother travel experience with minimum fare and time. The traffic congestion on road at peak hours as well other times of the days will drastically reduce with the inclusion of this project where people having a commute which can take them to desired location with lesser time than their own car/bike or any other mode of travel with lowest possible cost.

The Project is essential for the reduction of traffic congestion and will serve as economical as well as equality for every citizen and also will bring ease in daily commute of people. Project brings a secure way of travel with scanners and security checkpoints at every metro stop, bringing down road accidents ratio and alternatively, deaths and severe injuries ratio will be decreased as well. Project having different compartments for males and females with priority seating for people with special-abilities and brings female staff for the comfort and ease of single ladies’ travelers. Project is critically beneficial to students and airport employees and having separate lanes will bring down travel time.

Project Implementation Plan:

This project has to be run in parallel by respective teams, but the overall project delivery will be made at the end of the project.

Initially Land Acquisition and Legal department teams to clear ROW issues and hand over route map to civil teams. Civil teams to complete foundation work for Metro station as well as Roads constructions and boundary wall/ Fence across the route. Meanwhile Mechanical and Electrical teams will work in. parallel to close respective scope.

Table 3. Project implementation plan

Budget Overview:

Table 4. Budget Overview

Key Stakeholders:

Table 5. Key stakeholders

Risks & Issues:

Table 6. Major risks

Assumptions & Constraints:

Table 7. Major Constraints

Authorizations:

CEO, Functional Heads, Government respective institute representatives.

Project closure

Closing Date:

31-12-2023 

Project closure will be based on occurrence of following events. 

Success Criteria:

All deliverables have been successfully met, integrations have been done, and PACs and FACs have been signed.

Exit Strategy:

Exit strategy for an incomplete project will include taking over the assets and clearing any dues as well as signing termination contracts.

Project Management Plan

1.    Scope management plan

1.1.   Scope Statement:

To layout the infrastructure and technology needed for the metro bus service connecting areas from Saddar, Rawalpindi and Constitution Avenue, Islamabad via various defined areas of twin cities to the airport.

This project is being made as providing a means of convenient and affordable transportation alternative for people living in Islamabad and Rawalpindi commuting from nearby areas of the new airport. Main goal of the project includes to be completed within budget and scope as it is being funded by public funds.

1.2.  Scope Statement:

To layout the infrastructure and technology needed for the metro bus service connecting areas from Saddar, Rawalpindi and Constitution Avenue, Islamabad via various defined areas of twin cities to the airport.

Road and Terminal infrastructure development along-with technological setup for ticketing and related will be developed for the project in order to facilitate people of twin cities to travel conveniently, quickly, and cost effectively.

1.3.  Work Breakdown Structure:

Figure 2. WBS

1.4.  Major Milestones:

Table 8. Major Milestones

1.5.  Project Exclusions:

Following exclusions exists for this scope,

• No service roads will be constructed other than the route path.
• Service stations for buses are not included in this project.
• Procurement of buses is not a part of this project scope.
• Training of staff to use the facility is not a part of this project.
• Any other defined by the Management before planning phase.

1.6.  Assumptions:

• Commuters from nearby areas of the airport will use this service as main means of transport to twin cities.
• If the proposed route falls near sensitive areas, it may cause interference in communication.
• This project will take into consideration water, gas, and electricity lines and plan around such infrastructure.
• Political and economic stability will prevail throughout the life of the project.

1.7.  Constraints:

The constraints to keep in check for this project include the following,

• Schedule – To keep the project within defined timelines.
• Cost – To ensure materials and services are engaged timely and do not cause additional load on budget.
• Scope – It is important that scope is managed and met in its entirety.

1.8.  Project Deliverables & Acceptance Criteria:

Table 9.  Project Deliverables & Acceptance Criteria

2.   Requirement management plan

Requirement Management plan will include the following workflow,

Figure 3. Requirement management plan

Project manager will actively engage with relevant stakeholders to identify requirements that are relevant and then get approval and implement the same in all related plans as well as scope.

2.1.  Change Management Plan:

Any change requests from end user or influential stakeholders needs to be managed in a proper way and incorporated alongside requirements when approved. Flow chart for the same will be as follows,

Figure 4. Change Management Plan

Change request process needs to be designed as such that initial approval to move the change request further should be by the technical team considering its impact on the final project. This further needs to be defined which changes will require a complete shift in scope and therefore be approved for budget and schedule adjustments.

Change request form for this project can be seen below,

Figure 5. Change request form

Figure 6 Source : projectmanager.com

3.   Schedule Management Plan

A project’s timeline is one of the most critical factors. One of the most significant constraints determining the success or failure of a project is understanding the time constraints:

• Project Management plan
• Time Management Plan
• The time allocated to the activities that make up the project
• The sequence of all activities
• Time required for each individual activity
• Required resources

3.1.  Scheduling Method

PERT analysis and CPM will be the two main methods used in this project. Individual activities will be scheduled by PERT, while the timetable for all projects will be outlined by CPM.

3.1.1. PERT

The manager and contractor will observe the Program Evaluation in order to determine the level of time and hazard involved.

PERT stands for Performance Evaluation Review Technique. Based on the formula: PERT mean = (O+4R+P) / 6. Where.

3.1.2.      CPM

Using the Critical Path Method, you can determine the longest path through which the project can be completed.

3.2. Tool for Scheduling

• Primavera
• Microsoft Project

3.3.  Processes of Scheduling

Schedules are often called Work Breakdown Structures. Various activities and deliverables in a project are scheduled by the project scheduler according to the WBS.

3.4. Scope Description

With this brand-new metro bus service, residents of Rawalpindi and Islamabad will have an easy journey and the complexity of the track will be reduced. In addition, they will be able to reach their destinations more efficiently. Whether you are rich or poor, it applies to everyone.

The purpose of this scope statement is to provide a Metro bus service to the residents of Islamabad and Rawalpindi. These buses will provide effective and low-cost transportation, which will lead to an increase in productivity in the respective areas.

3.5.  Dene Activities

Although it is not possible to outline every activity within such a large project, the following are some of the most significant:

Here is a list of upcoming events.

• Activity Survey
• Activity Layout
• Activity Excavation
• Activity Reducing and Filling
• Activity Shuttering and Construction of Shape
• Activity Folding
• Activity Concrete Pouring
• Activity Removal of Shuttering

3.6. Sequence of Activities

With the help of project management software, it is possible to classify and document relationships between project activities. Sequences fall into two categories:

3.7. Develop a schedule.

When developing a project, it is necessary to analyze activity sequences, period requirements, and schedule limitations prior to creating it. CPM was implemented to determine the general project schedule.

3.8. Report Schedule

Project supervisors replace the project timetable every Thursday after reviewing it on Monday. The project supervisor receives actual performance and documentation records from the project team.

Figure 7. Project Schedule

4.  Cost management plan

4.1.  Project Budget:

Following are the budget estimates for the project:

Table 10. Project Budget

4.2. Budget Summary

Table 11. Budget Summary

4.3.   Cost Unit Measure:

Table 12. Cost Unit Measure

4.4. Level of precision:

The cost estimates will be rounded up to the nearest 100 thousand.

4.5.  Level of Accuracy

The acceptable range for determining realistic cost estimates is  ±5%.

4.6. Control thresholds:

Following is the variance thresholds for monitoring cost performance wherein corrective action will be required by the respective authority level:

Table 13. Control Thresholds

4.7.  Organizational Procedural Links:

The WBS control accounts i.e. land work, road construction and construction of station shall be used for budget estimates and control of costs. Each control account will be assigned unique identifier that will be directly linked with the organizational accounting system for cost recording.

4.8. Rules for Cost performance management:

The costs incurred shall be tracked against the budget assigned to each activity in the WBS and the progress against the budget shall be measured based on the concept of earned value management (i.e. prorate allocation of budget assigned to that activity).

4.9. Cost Reporting Formats:

The incurred cost on daily basis will be recorded in MS Project Management Software and the dashboard will be used for reporting purpose. The dashboard report will be exported from MS Project Management software and reported on weekly basis to the project board. Any variance above project tolerance will be reported to the PMO or the approving authority.

Additional Note:

The price inflation has been accounted for by incorporating the contingency reserve of 5% in the budgeted cost. Any change above the contingency reserve will required to get approved through formal change request.

The cost will be recorded in the books of accounts on accrual accounting basis.

5.   Quality management plan

The Quality management plan describes a suitable level of criteria, which is usually defined by the customer and describes how the project will ensure its quality and the quality of these levels in the work process.

5.1.  Quality Control

In quality control, the responsible party has to make sure that merchandise and facilities comply with necessities and established standards. Quality is a very critical element when it comes to any product or services. It plays an important role in constructing an effective business; it offers products that meet or exceed customers’ expectations. Moreover, an efficient enterprise that minimizes waste and operates at excessive ranges of productivity. Quality Control ensures that the best product is being developed and delivered to your customers. A good QMP in Peshawar-mor Metro Bus Project will ensure:

• Customer expectations are met and satisfied
• Reduces cost of re-work
• Improves efficiency
• Ensures consistency
• Reduces cost
• Meet timelines

Table 14. Qulaity Control

5.2. Team Structure of Peshawar-mor Metro Bus Project 

• Project Director in organization
• Project Manager in organization
• Assistant Project Manager in organization
• Site supervisor in organization
• Site engineer in organization
• Team leads/Developers in organization
• Quality Engineer in organization

Figure 8. Team Structure

5.3.  Major Roles & Responsibilities:

The Project Director will check, offer input to the schedule through the change control process and oversee reports provided by the Project Scheduler of schedule status. The final baseline schedule will be reviewed and approved by the Project Manager and through the schedule change control process only significant changes. The Project Scheduler and Project Manager will be notified by Deputy Project Manager that workload changes may affect the schedule. The Team Lead will also review and approve time estimates provided by staff for the schedule. Assistant Project Manager provides accurate time estimates in the beginning and completion of work. The Project Scheduler will make recommendations to the Project Manager to avert schedule variances that may adversely affect the project budget, expenditures, or critical path. Quality Engineer make sure product must be free of defects, errors, must work as client requirements and must follow QA standards as well. And also oversight the quality control on the project. Project Manager will make sure scheduling and management of quality control activities. Developers must comply with quality standards and participate in control activities.

5.3.1.      Equipment and Training Needs

• Equipment: Numbers of individual resources
• Concrete Batching plant
• Transit Mixture
• Tractor
• Loader
• Dumper

5.3.2.     Training

The following training will be provided to all staff regardless of rank, this may be delivered on offsite depending on the needs of the project.

Figure 9. Training Types

5.4.  RACI Chart

Assigning roles and responsibilities for all tasks, milestones, and decisions on a project is done in a RACI chart. Responsibility, Accountability, Consultation, and Information are the four pillars of RACI.

Table 15.  RACI Chart

5.5.  Quality Management Plan

Table 16. Quality Assurance

6.  Resource management plan

6.1.   Identification of resources:

The project will be developed through third party contracting so the resources for project supervision and monitoring will only be needed to manage the project.

6.2. Required Team:

Figure 10. Resource Team

6.3. Mode of acquiring resources:

Consultants/ contractor will be hired on contract basis for the land work, road construction and construction of station through competitive bidding procedures as prescribed under the Public Procurement Regulatory Authority, Rules 2004.

Support staff such as security guards and other daily wages employees will be acquired through private company dealing in the matter.

Contractual hiring of civil engineers, Lawyers, and other support staff will be outsourced to the national testing services.

6.4.Roles and Responsibility:

Table 17. Resources roles & responsbilities

6.5. Resource Organizational Structure:

Figure 11. Resource Organizational Structure

6.6.                   Project Resource Management:

The performance of the consultant/contractors for the land work, road construction and construction of station will be measured against the milestone schedules as agreed in their respective contracts. If milestones are not achieved on time, then they will be penalized with deduction of 5% (each day delay) of milestone payment. 

The daily wage employees will be paid on the basis of their availability and serving hours on the project.

Civil Engineers and lawyers will be monitored based on the job description against which they will be hired.

7.   Communication management plan

Communication management plan for this project will include the top down/ one way approach of communication for powerful communications that directly link to overall scope, goals, or major objectives. This will be as follows,

Figure 12. Communication Approach

For activities related to peers or feedback from stakeholders that require to share their input and get input from the project manager, the two-way communication process will be used,

Figure 13. Communication Strategy

7.1.  Stakeholder Communication Requirements:

Following communication frequency and mode will be used to communicate with stakeholders,

• Kickoff Meeting
• Daily Standup Meetings
• Weekly Risk Analysis
• Monthly Status Reports

Format of these meetings will be formal and verbal and written in some cases. In case of formal and written, Minutes of Meetings will need to be made by coordinating member of the team and shared with all stakeholders via email. Channels to be used for communication include,

• In person meetings
• Zoom meetings
• Emails
• Phone calls

7.2. Conflict Management:

In case of any conflicts or issues, depending on resource level, the reporting line manager of their immediate manager will act as an arbitrator and resolve the issue on their behalf.

8.  Risk management plan

Identifying and managing project risks, particularly those with negative impacts, is vital to project management (Junior & Monteiro, 2015).

8.1.  Sources of project risk

The following are sources and categories of project risk:

Risks associated with the project include:

Figure 14. Risk Mgt Plan

8.2. Risk Categories

Figure 15. Risk Categoriesd

8.3. Risk Register

Identifying risks and assessing their importance to the project can be accomplished through the use of a risk register. Such a registration can also result in direct risk reduction.

Table 18. Risk Register

8.4. Steps in Risk Planning

1. Handle project risk correctly by recognizing the key elements.
2. Determine the process for determining project risks.
3. Determine how risk is evaluated.
4. Assess how risk can be mitigated.

8.5. Using RBS as a project management tool

For the purpose of facilitating project planning and controlling, Risk Breakdown Structures are hierarchically arranged sources grouped according to their characteristics and usefulness.

8.6.Project Risk Management: The 8/80 Rule

An 8/80 rule is a good guideline that declares that any task less than eight hours or more than eighty hours within the Work Breakdown Structure needs to be further broken down into work packages.

8.7.               Major Risks

Table 19. Risk probability & impact

8.8.                

9.  Procurement management plan

The project management plan explains how the items will be collected during the project and the method to use to manage the vendors in the project inclusion in specific areas and respective procurement processes.

9.1.  Procurement Selection Criteria:

The selection criteria for this particular project is finalized to be comprised of 70% technical and 30% financial strength.

9.1.1.      Short List:

Vendors and Contractors would be evaluated on technical elements and financial elements of the bid and every supplier will be given a rating out of one hundred the result from the selection criteria based on the overall performance and ratings score and will be shortlisted for the procurement.

9.2           Selection Source:

• XYZ private limited
• ABC private limited
• PQR private limited

9.3            Make/Buy/Lease Analysis and Procurement Needs:

All procurement needs start with the perception of a requirement. The need to cross a body of water could create a requirement to build a bridge, a ferry, or other transportation systems. There are also needs for goods and services, and those should also undergo an analysis to clearly define requirements.

9.4           Procurement Management Plan

Table 20. Procurement Management Plan

Vendor Performance Management and Close- out

Suppliers, Vendors, Contractor’s performance can be evaluated over a pre-defined criterion.

For the subject project, VPM criteria would be,

• Cost Analysis
• Risk Analysis
• Continuous Improvement Analysis

In our project the VPM method was used to gage the overall performance the supplier was monitored on regularly basis and work was evaluated to see if it was still up to the required standards.

Same VPM will be used to evaluate the outcomes of the contracts by suppliers to see if they had been met, to ensure that the supplies have performed to the highest standard and that cost were kept to a minimum throughout the life cycle of the project.

10.        Stakeholder management plan

Performing stakeholder analyses, which identify the critical stakeholders for a project or other activities, can serve as a tool to foster collaboration between stakeholders and the project team (Meo & Hamunen, 2015).

10.1.                  Key Stakeholders

Table 21. Major Stakeholders

10.2.                 Stakeholder Engagement Strategy

Table 22. Stakeholder Engagement Strategy

10.3.                 Stakeholder Register

Table 23. Stakeholder Register

11.           Project lifecycle description

11.1.                   Life Cycle Phases in Construction Project

A standard construction project, in general, has following five major life cycle phases:

1. Initiation
2. Planning
3. Execution
4. Performance and monitoring
5. Closure

The brief description of project lifecycle is as under:

11.1.1.     Initiation Phase:

In this phase, a feasibility study will be conducted in order to determine whether the project should be proceeded with or not. When the feasible solution is approved, a project is initiated to implement the approved solution. At this stage, project manager is appointed and the major deliverables and participating work groups are identified. Once the aforementioned things are done approval is then required from project manager to move to the next step which is planning phase.

11.1.2.    Planning Phase:

During the planning phase, the team identifies all the work required to complete the project. Further, the project tasks and resource are also identified along with the strategy for acquiring them and associated matters. Afterwards, project plan outlining the activities, tasks, dependencies, and timeframes is created. At this point, the project would have been planned in detail and is ready to be executed.

11.1.3.    Execution Phase:

This is the practical execution of the project on site. However, it is pertinent to remember that at this stage, it is also very important to continuously monitor the progress throughout the project and make appropriate adjustments if any variances occur from the original plan while doing do the key stakeholders should be kept informed about the project’s status as per the agreed format of communication. The status report should always highlight the probable end point in terms of cost, schedule, and quality of deliverables and should be reviewed for quality. Once the final solution is completed to customer’s satisfaction, the project is said to be ready for closure.

11.1.4.    Performance and Monitoring Phase of Construction Project

As explained in the execution phase it is again reiterated that this phase simultaneously happens at the same time when the execution phase is in progress. And this phase is basically related to the measurement of progress and performance to make sure that items are tracking with the project management plans.

11.1.5.    Closure Phase of Construction Project

At this stage the project is formally closed since the planned objectives have been achieved. This phase typically includes.

• Handing over project documentation to the business
• Termination of supplier contracts
• Releasing project resources
• Communicate the closure of the project to all stakeholders.
• Updating lesson learnt repository.

12.        Development Approach

We are going to use Waterfall/Predictive/Traditional development approach for Peshawar-mor Metro Bus Project. A predictive approach will be the best one to use in construction projects.

12.1.                  Waterfall Project Management Method

Waterfall is the oldest and still most widely used construction project management method that relies on detailed planning to create a highly structured sequence of events that lead to successful project completion. This Waterfall project management methodology aims to capture all project requirements and mitigate risks through detailed planning and structuring of the entire project into a single sequence of tasks, where each project phase and milestone depend on the completion of the previous one.

Here’s one example of the key phases of construction project management in the waterfall model.

Figure 16. Project Development Approach

This method originated from construction and production processes where once a task is completed, you can’t go back and make changes or correct mistakes (at least not without great cost and effort). For example, if the project milestone is to lay the foundations of a building, changes to the floor plan after the foundations are poured would be highly impractical and expensive.

Considering the increasing complexity of construction projects and the need to avoid mistakes that are difficult to fix, this highly structured method is in many ways ideal for construction projects. When you’re dealing with complex and specific high-value, time-restricted, and mission-based construction projects that involve many different stakeholders and face even more risks, this methodology is often the best way to successfully complete the project in terms of time, cost, and quality.

All in all, waterfall is a time-tested approach to project management, with deep roots in the construction industry. With it, you will be able to deliver projects on time, within budget, and with sufficient quality. When enhanced by other methods, it’s still the best option for most construction projects.

Conclusion

Despite its challenges, the Peshawar Mor to New Islamabad Airport Metro Bus Project is still incomplete. Ideally, it would provide an efficient and sustainable mode of public transport to meet the increasing transit demand. This could have been completed in accordance with the triple constraints. Once this project is completed, better management will be achieved with increased efficiency and economic benefits. There are many features of buses, including air conditioning, stop announcements, emergency exits, and ample seating space. Therefore, it concludes that the BRTS project is not being delivered on time, which results in the failure to meet the triple constraint of time, cost, and reliability. Environmental impacts have been caused by the excavation of green belts and the cutting of trees.

12.2.                 Current Status

In a statement, the Prime Minister’s Office (PMO) said that PM visited Peshawar Mor, the first station on the Islamabad metro bus service, at 7 am Wednesday to review progress on the project.

Capital Development Authority and National Highway Authority officials briefed him on developments.

Despite spending Rs16 billion on the project, PM Sharif called the project’s delay “severe negligence”.