Successful transport decision-making - Osmose

FS 3: Management of information
Vol 2 - Table of Contents
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T1
Managing information
Information is the key factor in delivering a successful transport
project. If the correct information is not available at the right
time and of suitable quality, then poor decisions are likely to
result.
The management of information is about identifying, obtaining,
processing, storing and exchanging all types of information
needed during the project. This includes technical data, legal
regulations and stakeholder views. The exchange of
information will make use of different channels (discussion, e-
mail, minutes, letters, etc.) and serve various purposes (e.g. to
help make a decision, or to inform stakeholders).
In order to maintain an overview and maximise efficiency, a
central interface is needed where all information sources come
together, both for project management and stakeholder
engagement.
Managing information for projects
The main elements of information management are the same
in each project:
(1) Identify information needs: which information for whom,
when, for which purpose, at what level of quality?
(2) Check availability of different types of information;
(3) Develop a strategy for the collection, processing, storage,
and exchange of information (see FS 35: Data collection
and data storage); and
(4) Prepare a detailed plan of tools, procedures, timing, and
responsibilities. Include a procedure to ensure that
everybody receives and understands the relevant
information.
Managing information for engagement
This lies at the interface between information management and
engagement planning. In determining the information needs for
engagement, the following questions should be addressed:
Who are the relevant stakeholders? - both those who are
involved in the decision-making process and those who are
affected by the construction or implementation of the project.
What information needs to be obtained from the various
stakeholder groups, in which form, at what stage in the
process, and how will it inform/modify the planning process?
What information should be provided to different stakeholder
groups, when and in which ways (e.g. announcements,
events, etc.)?
In the ongoing project management process, the role of
information management should be to provide a continual and
consistent link between planning and engagement activities.
Managing information throughout the
project
An information management strategy must be developed before the
project starts, as information will be required at the outset. Take into
account all the information required to manage the progress of the
project, to prepare for formal decision taking, as well as the cross links
between the planning and engagement activities: which information is
to be passed onto external stakeholders and what information is
required from them? This results in an inward and outward flow, as
shown in the figure.
External groups
External
information
Inward
flow
Outward
flow
Project team
Internal
information
Managing information for project control
In the planning process, three different kinds of information are
needed:
(1) Planning information required to plan the process and its
outcome (ie the transport measure). It includes contextual
constraints such as legal regulations and resources, further a
problem description in technical terms, the characteristics of the
options generated, impact scenarios, stakeholder attitudes,
planning guidelines, etc. Some information can easily be
collected (e.g. legal regulations), others will require
considerable effort to gain it, e.g. an inspection on site, a travel
behaviour model, or a social survey. (2) Control information
that enables informed managerial decisions in line with the
objectives of the project. The project manager must be informed
of whether tasks actually meet plans and if resources are used
efficiently. It requires a sound tracking of the progress (see
FS34: Tracking progress). (3) Operational information needed
for everyday work, e.g. financial accounting, control and
scheduling. It relates to specific tasks and is usually exchanged
internally, often in a verbal form.
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