What are the risks of the project?
- The project faced a tight implementation timetable, there was no preexisting model anywhere in the world to follow
- A brand-new transit authority working under a brand-new mayor faced the challenge of integrating new technologies
- The narrow, convoluted streets that were hundreds of years old did not lend themselves to collecting tolls
- Cameras needed to be situated carefully to achieve sufficiently high levels of number recognition accuracy
- For the new mayor the political risk was huge, as failure of the system would be extremely damaging to his career
- What’s more, the department implementing the system, Transport for London, recognized its own limitations in terms of experience, IT ability, and management time.
What is the best management strategy?
- They divided the project into five “packages” and outsourced them to different companies
- In terms of risk aversion, instead of combining the customer services infrastructure and the retail side into a single customer-facing operation, retail was seen as a big enough challenge to be bought and managed separately
- The technologies selected for each of the five packages were the best available
In my point of view, the time given was too tight. If any part of this project was not done in time or correctly, the whole project would be affected very seriously. So if I were the project manager, I would give this project more time, and require every part to meet and report this expectation and process frequently on weekly or semi-month basis.