According to the Project Management Institute, the term project management refers to the precise application of skills, knowledge and techniques to implement projects in a commendable and efficient manner. It involves the strategic proficiency for organizations, through individuals to enable them tie project outcome to the business goals and objectives to boost their market competition. It is often with integration of planning, motivation, organization, and control of resources with clear protocols and procedures to accomplish specific objectives in pragmatic (scientific) manner. It is in the light of the above that the Crossrail railway project, which is a 118 kilometer east - west route through London project to ease congestion needs to meet this requirement. It is in consideration of the fact that it ought to begin a service in 2015, with central London in 2018.
The Crossrail railway project
The Crossrail railway project needs to meet a number of elements of the most appropriate of the nine skill and managerial primary elements contained within the Project Management Institute Body of Knowledge. Thus; a number of stages will be in deliberation in respect to the project management function.
Crossrail railway project prompting
It is the foremost phase, and it must be done in an apt manner to define its scope and overall nature. Noteworthy to the Crossrail railway project is the fact that this stage must be successful in determining a project’s needs. The stage encompasses: 1) analysis of the project’s need in a measurable manner. 2) Precise preview of the current status and operations to be undertaken. 3) Analysis of the financial position of the Crossrail railway project with precise focus on the project’s budget against the cost-benefit factor.4) the Crossrail railway project charter with inclusion of the costs, deliverables, set schedule and tasks to be undertaken (Phillips2003, p354).
Crossrail railway project design and planning
In describing it, time, resources and costs will be projected. Significantly, this stage of the project will be characterized by the following core areas: 1) acute determination of how to approach the whole programmed. 2) Selection of the planning team. In this case, it would encompass a critical engagement of engineers, quantity surveyors, and land economists, among others. 3) Development of the statement of scope of the project. 4) Ensuring the identification of the definite deliverables and breaking down the structure of the project. 5) Identification of activities necessary to complete the deliverables and estimating the time and costs of such activities in a determined sequence. 6) Coming up with the project’s schedule and overall budget (Ireland2006, p.110).Finally, since the project is a newer idea, determination of its conceptual design should be done to ease the identification of the deliverables and most of the project’s planning undertakings.
Crossrail railway project implementation phase
Largely, this phase would entail a definite coordination of personnel and other resources with emphasis on integrating and accomplishing the project's operations. It is in tandem with the project’s derived management plan. Notable processes here will be many, but not limited to conducting quality assurance on the deliverables; conducting procurement; acquisition and management of the Crossrail railway project team; and testing the deliverables against the project’s initial design.
Crossrail railway project monitoring and control functions
They are imperative throughout the project’s implementation stage. Ideally, they would entail numerous processes being undertaken with a view to observing its execution. Further; any latent issues can then be acknowledged in a timely mode with subsequent corrective plan being enforced. Moreover, any attempt to deviate from the Crossrail railway project’s management plan is determined in a measurable way (Nokes 2007, p. 65). Arguably; this phase of the Crossrail railway project management entails observations through the following core areas: 1) certifying the ongoing accomplishments of the project. It will determine the operational positions of the project.2) monitoring of the Crossrail railway project’s variables that include scope, effort and the costs incurred so far in relation to the project’s management plan and its performance baseline. 3) Clear-cut identification of the remedial actions to issues that may have arisen and any risks. Influencing the factors that could circumvent integrated change control so only approved changes are implemented (Mark 2010, p 35).
Most significant to note in the control function are the impetuses such as the Crossrail railway project’s current risks, communication, cost, quality, time, human resources and procurement, among others. This is under the function of the auditors to the project, who will have to take into account the various aspects’ importance on the financial statements, and reliance extent of the stakeholders to the project’s control function (Kousholt2007, p 59). In addition to the above, they will need to review the process of development, with the procedures involved in their execution. Finally, the Crossrail railway project’s quality of the final product may be subjected to assessment when need arises.
Likewise, the Crossrail railway project is the epitome of a multi-phase project. Hence; it would be imperative if it’s monitoring and control processes offer a pointer in between the project’s phases. It would go a long way in implementing the corrective course of action and by extension, even preventive ones. In overall, the stage advocates adhering to project management plan.
Crossrail railway project ending
At the end of the estimated period of the Crossrail railway project, or even the extended duration off the project, a number of administrative issues will have to take centre stage of the processes. These can be entail formal handing over and approval of the project by the facilitating body. In this case is the government, whether the London metropolitan or the national level. Substantially, file archiving, and precise documentation of the Crossrail railway project would be of the utmost pertinence for future reference and analysis (Kerzner2003, p.45).
Nevertheless, this anticipated phase of the Crossrail railway project would include its post implementation review. It is rather, a vital process that would be reflective to prospect projects in case the need arises. In relation to the Crossrail railway project, this undertaking would consist of analyzing its performance Vis a Vis the management plan that had been prepared prior to the project’s kick-off (Ruth 2010, p.26). Subsequently; reporting of the things that went as per the plan would be made and those that went against it too in order to adduce pertinent lessons.
In conclusion, the various elements of the Crossrail railway project are undeniably imperative in its management. They present a definite impetus that practically warrants the project’s successful undertaking with reference to the set management plan. It all begins with the Crossrail railway project’s prompting; design and planning; implementation; monitoring and control, and finally, it’s ending as a climax. Irrefutably; they are the key to the success of the project in light of the various stages in which they guide the operations.
Ireland, L.R. 2006. Project Management. New York: McGraw-Hill Professional, 2006. pp.110
Kerzner, H. 2003. Project Management: A Systems Approach to Planning, Scheduling, and Controlling (8th Ed.). New Jersey: Wiley.
Kousholt, K. 2007. Project Management – Theory and practice. Nyt Teknisk Forlag. p.59.
Lock, D. 2007 Project Management (9th Ed.) Hampshire: Gower Publishing, Ltd.
Mark, L. (29 August 2010). Crossrail delayed saving £1bn. The Independent on Sunday
Nokes, S. 2007. The Definitive Guide to Project Management. 2nd Ed. London: Financial Times / Prentice Hall.
Phillips, J.2003. PMP Project Management Professional Study Guide. New York: McGraw-Hill Professional, pp.354.
Project Management Institute. What is Project Management? [Online] Available at :< http://www.pmi.org/About-Us/About-Us-What-is-Project-Management.aspx> [accessed on 24 November 2014]
Ruth. B. (24 August 2010). Study to explore adding Crossrail station at Kensal Rise. London: Building Design.