Operational and Project Management Practical Report

This practical report covers topics related to operational and project management. It includes case studies on the Airport Transportation System, SverigeTech's Air Traffic Control system, and Terminal Four refurbishment project. The report discusses cost analysis, resource allocation, and project rescheduling. It provides insights into the challenges and strategies involved in managing projects effectively.

Operational and Project Management-
Practical report

Table of Contents
Introduction......................................................................................................................................3
1 The Airport Transportation System (ATS)...................................................................................4
2 SverigeTech - Air Traffic Control system....................................................................................5
3 Terminal Four refurbishment project - progress analysis...........................................................10
References......................................................................................................................................12

Introduction
A project is is temporary because there is a specific beginning and end in time, and therefore a
marked step and resource. Furthermore, the action is unique in that it is a routine activity,
however a specific disposition of activity aimed at achieving an individual goal. So an action
group often includes people who don't usually cooperate, sometimes from different societies and
across multiple topographies. Promotion of programs for better business measurement, structural
improvement or expansion, post-disaster relief initiatives, extension of contracts to other
geographic markets - these are all initiatives. And all of them must be tested by experts on how
to record, spend, learn and coordinate the results that companies need. The job of executives at
that level is to use information, skills, tools and methods to extend exercises and meet the
requirements of a business.
Project management involves the organization and connection of group resources to drive a
particular commission, event or role. It can be a one-time business or a continuous operation, and
managed resources include employees, accounts, innovation and permitted innovation. The
board's activity is often linked to the areas of design and development and, more recently,
medical services and data innovation (IT), which usually have a complex configuration of parts
that need to be completed and assembled. the established way of doing an object of work.
Whatever the activity, work will be similar to the general manager of the enterprise: helping to
identify the aims and purposes of the expansion and deciding when the various business
segments are to be completed and with whom. They also carry out quality checks to ensure that
the finished sections meet certain guidelines.
The given project has covered three consultancy projects; Sverige Tech where new Air traffic
control systems issues has been discussed with recommending better solution. Second clients
consists of The Airport transit system project where how resource can be optimized has been
discussed. The final client consists of terminal four refurbishment project, here progress has been
analyzed by comparing actual progress with planned progress.

1 The Airport Transportation System (ATS)
The given case shows that Snowham Airport is facing congestion issue due to increased traffic at
Airport. In recent years, Snowham Airport has begun to suffer the negative effects of its success
with the expansion of the passenger watch. The effort was therefore expected to improve
transport efficiency at the airport through an underground metro facility. The new tram, known
as the Airport Transport System (ATS), was intended to improve travel time and passenger
experience between the three passenger destinations.
The ATS initiative was considered a one-way circle serving five subway stations. Passengers
carried in an army of registered railway carriages traveled quickly and safely between the
stations. The corridor for the countryside should be traced by a corridor suppression device
(TBM). Given the ground conditions, the TBM had to land at a speed of 30 m for every ten hours
of movement. In total, the company needed a corridor of 3000m.
Despite the unavoidable concern about the operation, the location of Snowham Airport (the
owner of the campaign) had been concerned about the likely cost. To encourage fast transport,
the ATS interface was designed as a free help for travelers, so revenue streams would not be
expected once the ATS was administered. After several changes, the power station decided that
the pledge was to be carried for nearly £12 million. The head of the company had said that since
the important aspect of the venture was done underground, there would be little concern in
working regularly.
Cost of the project Cost per week Total weeks Total cost Assumptions
Fixed costs £2,000,000
Fixed costs for the project
entirely
Project team £200,000 32 £6,400,000
 Cost at 200,000 pounds
per week, while project
is in progress.
 £200,000 × 32 =
£6,400,000
TBM and
Equipment £300,000 20 £6,000,000
 £300,000 per week
whilst task 6 is in
progress
 £300,000 × 20 =
£6,000,000
TBM Crew £100,000 20 £2,000,000  £100 per week (£20,000
per 10 hours shift).
While task 6 is in
progress.

 £100,000 × 20 =
£2,000,000
Overall cost £16,400,000
20 weeks are before overtime and 8 weeks after the overtime.
Justification: The rationale behind allocating weeks to project team, TBM & equipment and
TBM crew is that week is allocated in accordance of complexity of task. The project team will
consume significant amount of time in order to complete all the tasks including team gathering,
task allocation, implementation of operations etc. Due to such reasons 32 weeks are assigned to
project team.
While TBM and equipments are allocated with 22 weeks because of less amount of work
compared to project team. For TBM and equipments, the time will consumed for purchasing of
new equipments and installing as well as for testing of whole project.
Calculation: The calculation has been performed adding cost of different kinds of operations
including fixed cost, team cost etc.
The above table shows that overall cost of Airport Transition System project is £17,200,000
which exceeds the budget of £12,000,000. This is the reason ATS projector manager believed
that it is not possible to carry out project less than £16 million. As it is cleared from above table
that fixed cost doesn’t impact much on overall cost of the project but variable costs such as
project team, TBM equipment and crew increases total cost if project consumes more weeks to
complete. Hence, the only way to minimize the overall cost is to reduce the working days by
increasing the shifts. But this will again impact the cost by increasing cost due to more shifts.
Revised:
Cost of the project
Cost per
week
Total
weeks Total cost
Fixed costs £2,000,000
Project team £200,000 20 £4,000,000
TBM and
Equipment £300,000 10 £3,000,000
TBM Crew £325,000 10 £3,250,000
Overall cost £12,250,000

Justification: This is the actual table which contain amount of time and expenses which occurred
in order to complete the project. The previous table was prepared on assumption basis but this
one contains actual data.
After modifieng the values based on suggestion of procurement manager, it was found that
overall cost has successfully below £16,000,000 but failed to carried out within £12,000,000; as
it exceeds by £250,000. Hence, it can be concluded that project can’t be initiated below cost of
£12 million.
2 SverigeTech - Air Traffic Control system
In this given case; client wants to upgrade its system by improving Air control, ground control,
flight clearance, terminal control and Integration. The updated framework was designed and
manufactured at SverigeTech's industrial plant in Gothenburg and a full operations manager
(Gustav Akesson) was selected to oversee the installation and testing of the Snowham airport
control tower. All work would be completed by the engineers as they appeared against
specification. For example, the Flight of Freedom module requires two designers for the full
range of the promise (month). At any critical time, Akesson wanted to hire more architects from
a London-based recording company.
Some of the many issues that arise in each project are unique in their kind, reflecting the
particular mix of situation, including individuals and resources. These are the issues concerning
the dynamic cycle for which Project Management is designed. Several shortcomings, which can
be kept at a strategic distance or limited to, are natural shortcomings.
Strategic considerations in running projects have had excellent coverage in an article. This is
"essential" for anyone exploring the practice of taking over the board or someone who needs to
get away from the trees and build a car in the woods. Our concern here focuses on one or two of
the strategic management deficiencies that can be remedied to build LDC operational capacity.

There are synergistic relationships in eight distinct categories, five of which are explored here.
Five problem areas are:
- Poorly characterized venture the board controls
- Insufficient work definition
- Unrealistic timetables
- Underestimated costs
- Inadequate cost control and bookkeeping rehearses
Three different zones, which are smaller and characterized by clearer types of commitment, are
not promised, but are a strong potential for attention. It includes free control of the content,
mismanagement of the final product format and adequate control of subcontractors.
Resources are usually allocated for work items and teams are expected to fill them within set
timescales. But, in reality, they can take less or more time due to controversial priorities,
unplanned absences, etcetera. In addition, sometimes a particular resource can be overused. This
practice may vary from time to time and may also differ significantly from the intended practice.
Resource capacity for a particular skill set or department may change from time to time.
One of the many challenges facing project managers is how to lead their project to a successful
decision without adequate resources. The good news is: there are ways you can take your
resources with you and get them working on your project. Best news: we'll tell you how to do it.
The most appropriate way to reduce the risk of insufficient resources to carry out the action is to
ensure that the action plan is as complete as could reasonably be expected. To get started, you
need to make a complete list of the resources you need, estimate the number of each need, and
register them to meet time constraints. This includes all the people, tools and products that are
important to the business.
Following that list is a schedule. This is the period in which the fund should complete the
campaign. An organization must address the need to extend all of your resources to understand
their impact on planning. The requirement of a corporate administrator for a specific resource

that can vary significantly from day to day; consequently, it faces a question of sum. For
example, how often in a day, week or month does that fund need? This will help push all the use
of these limited funds.
Finally, it must differentiate the suspicions and requirements identified by an asset. Expect
whether what is accepted is valid and requirements such as campaign time, cost and expense.
Solid funds the board plan will not change the amount of business, but will expand its use to
meet the company's requirements.
Resource histogram:
1 2 3 4 5 6 7 8 9 10 11 12 13
0
1
2
3
4
5
6
7
8
9
10
Engineers
Weeks
Engineers
The above histogram illustrates the allocation of resources as proposed in the current programme. An
immediate analysis shows a frequent variance in the quantity of engineers required throughout the
duration of the project, which may have a negative impact on the project, as frequently changing levels of
staff on a project may discourage productivity and commitment.
Planning problem includes scarcity of resources in the form of sufficient strength of engineers to
complete task within assigned time. But as the case reveals that Sverige Tech is unable to hire
more staff due to cancellation of deal with China and hiring more managers will simultaneously
increase the overall cost of the project; which company is not ready to bear. So, for completition
of project within planned time requires 9 engineers; but there’s only 5 engineers available for
this project. This makes previous gantt chart not feasible to continue with.

Reschedule plan with 5 managers:
According to planned project; Go-live task has to be launched at the end of 13th week. But for
same atleast 9 engineers requires for working on Air Control module, Ground control module,
flight clearance module and terminal control module in 3rd week. While 7 engineers in 4th and 5th
week. There are only 5 engineers available to accomplish the project. Hence, based on available
resources plan has been rescheduled which is shown in above gantt chart. According to the gantt
chart, product could be only lived at the end of 15th week which is 2 weeks more than previous
plan. This also indicates that by recruiting 4 more engineers; project could be completed 2 weeks
before.
Reschedule plan for available resources:
The allocation of resources could be affected by a number of powerful components, for example,
the skills of designers and capacity building, which are expected to provide managers with robust
and productive equipment to support their dynamic staff turnover. Re-registration usually occurs
from time to time when the task is completed. Control choices need to be made when new
facilities are introduced or specifications are changed. In this paper we propose a product
enterprise workforce model that considers specific components of employee profit with a genetic
algorithm (GA) and a Hill Climbing (HC) -based developer. Given that recent re-bookings,
particularly unparalleled in terms of the basic timetable, could lead to a significant increase in
travel costs, our re-booking methods consider both efficiency and strength. The side effects of
highly contextual analyze and extensive recreational experiments show that the strategy we
propose is powerful and could perform on par with other heuristics of most of the time.

As the elements change or the state becomes awful for businesses, business control movements
will be adopted and the plan will need to be revised to keep pace with the change. To prevent the
inability to control risk, which is also a fundamental driver of above-budget and downstream
businesses, an effective re-registration mechanism should be designed specifically to work get
back on track. In any case, the problem of re-registration is not emphasized enough in the writing
of the registration templates. Past research seems to miss the mark of human ability to be
sufficiently visible to overcome the dynamic and dynamic nature of the programs undertaken by
officials.
Scientists analyze the results of heuristic and metaheuristic strategies when tackling the problems
of reserve assets (Kolisch and Hartmann, 2000). Heuristic methods are usually preferred to deal
with major issues. One such method is GA, demonstrated in the 1970s by John Holland
(Holland, Adaptation in Natural and Artificial Systems, 1975). Since then, GAs has been used by
several experts to study registration problems and their types (Contreras-Bolton and Parada,
2015). In addition, stochastic analysis strategies have been widely used in the design of risk
assessment areas. In the work of Harman et al. (Harman, Mansouri and Zhang, 2012) includes
the design of research-based programming initiatives where GAs are seen as traditional
strategies. Since one GA approach cannot operate reliably in all cases, multiple GAs need to be
designed and tweaked to record business maintenance problems. Our previous industry-based
model can be seen as an early attempt to deploy GAn in the on-board climate product company
(Chang, Christensen and Zhang, 2001), just as the course of events (Chang, and et.al., 2008)
does. Similar to our previous work, Scotland and Chicano (Alba and Chicano, 2007) similarly
apply GAs to computer tasks, demonstrating that GAs are flexible and accurate for risk planning
and capability design as a meaningful tool for a planned enterprise the board. In their work, a
top-down study was performed with a case generator, in which 48 specific activity scenarios
were included in the board’s planning. Hardly any human factors were considered in their model.
To achieve better performance in a reasonable context, a more advanced model is needed. There
are a few follow-up monitoring arrangements for recording risk planning issues. Ferrucci et al.
(Ferrucci and et.al., 2013) suggested a multi-target option to help service design engineers
balance risks and risk versus overtime. They conducted extensive tests to test the feasibility of
the procedure. Ren et al. (Ren, Harman and Penta, 2011) introduced an approach that relies on
collaborative advancement to update the team engineers of both engineers and the location of the

work package to get the overall consumptive time in advance that has several objectives from
our study. The above functions are related to the management of design problems in the
company's design conditions. However, none of them consider reorganization issues as they
implement the plan.
Task Name Starting
Finishin
g
Air control module May-11 Jul-13
Ground control
module May-11 Jun-01
Flight clearance
module Jun-02 Jun-30
Terminal control
module Jul-01 Jul-29
Integration Jul-30 Aug-20
Testing Aug-21 Aug-28
Go-live Aug-29 --
Engineers Starting
Finishin
g
5 Engineers May-11 Jul-13
4 Engineers Jul-30 Aug-20
3 Engineers Aug-21 Aug-28
2 Engineers Jul-14 Jul-29
According to above table; the expected date of completion of project is 28th August and on 29th
August product can be go live and launch by client. The starting date of testing week is 21st
August and planned Go-live date is 29th August.
The requirement information about engineers start and end date has been shown separately to HR
department. The table shows that from 11th May to 13th July; 5 engineers will be engaged with
completing the project. But from 14th July to 29th July which is 2weeks; other 3 engineers will be
idol or not having any work for these two weeks.

3 Terminal Four refurbishment project - progress analysis
Planned Actual
Stage Description Starting Finishing Duration
March 1st
Duration Percentage Percentage
Task in
progress
A Check-in Facilities Jan-20 Mar-20 90 60 67% 70% 3%
B
Baggage Handling
Services Feb-20 Apr-20 89 29 33% 40% 7%
C Building Services Feb-20
May-
20 120 29 24% 15% -9%
D Circulation areas Feb-20 Mar-20 59 29 49% 60% 11%
E Concessions units
F
Terminal Support
services
In the above progress analysis table; percentage shown under Planned and actual shows
percentage of task completed as a progress. On the other hand; task in progress shows difference
between planned and actual progress, where positive value denotes good performance and
negative value shows underperformance. Task D has cover 11% more than planned and Task C
lagging behind by 9% from expectation.
As last task is ‘TASK F’ which can only started after completion of TASK C. The expected
finished time for task c would be:
Revised completion revised time = 120 × 109% (Original performance taking 9% more time
compared to planned one).
= 130.8 days or approximately 131 days,
Therefore, updated date for the completion of Task C is expected on 11th June. Task F is taking
30 days to complete terminal support services. So, total time taken by the project to be completed
will be 10th July.
While doing above analysis it was assumed that there is no barrier and all activities will be
completed within assigned duration.

References
Chang, C.K., Christensen, M.J. and Zhang, T., 2001. Genetic algorithms for project
management. Annals of Software Engineering, 11(1), pp.107-139.
Chang, C.K., Jiang, H.Y., Di, Y., Zhu, D. and Ge, Y., 2008. Time-line based model for software
project scheduling with genetic algorithms. Information and Software
Technology, 50(11), pp.1142-1154.
Alba, E. and Chicano, J.F., 2007. Software project management with GAs. Information
Sciences, 177(11), pp.2380-2401.
Kolisch, R. and Hartmann, S., 2000. Experimental evaluation of state-of-the-art heuristics for the
resource-constrained project scheduling problem. European Journal of Operational
Research, 127(2), pp.394-407.
Holland JH. Adaptation in Natural and Artificial Systems. Ann Arbor, MI, USA: University of
Michigan Press; 1975.
Contreras-Bolton, C. and Parada, V., 2015. Automatic combination of operators in a genetic
algorithm to solve the traveling salesman problem. PloS one, 10(9), p.e0137724.
Harman, M., Mansouri, S.A. and Zhang, Y., 2012. Search-based software engineering: Trends,
techniques and applications. ACM Computing Surveys (CSUR), 45(1), pp.1-61.
Ferrucci F, Harman M, Ren J, Sarro F. Not Going to Take This Anymore: Multi-objective
Overtime Planning for Software Engineering Projects. In: Proceedings of the 2013
International Conference on Software Engineering. ICSE’13. Piscataway, NJ, USA:
IEEE Press; 2013. p. 462–471.
Ren J, Harman M, Penta MD. Cooperative Co-evolutionary Optimization of Software Project
Staff Assignments and Job Scheduling. In: Proceedings of the Third International
Conference on Search Based Software Engineering. SSBSE’11. Berlin, Heidelberg:
Springer-Verlag; 2011. p. 127–141.