feasibility study of real time parking information at ... - WMATA.com

WMATA Real-Time Parking
Information Feasibility Study
Chapter 6: PILOT PROJECT CONCEPT
arise, and these will be addressed as part of the procurement agreement. During this
period, the system is expected to reach a more mature level of operation, with
decreasing outages and problems. As the system reaches and maintains a high degree
of reliability, the WMATA staff will be able to obtain the necessary training to ensure they
are prepared to assume responsibility of the system after turnover.
For the project to succeed, it will be necessary for WMATA management to maintain an
ongoing involvement in the project, starting from the beginning with project management
and oversight. Typically, management of the installation of a complex system could
require at least 30 percent of a project manager’s time starting with the initial design and
going through initial operations. This would include presentations and regional
coordination that require time from the project manager. As a conservative estimate,
one should assume approximately 30 percent of a senior project manager’s time during
the design, with generally decreasing responsibilities during the construction and
operations.
The addition of a new system will also have an ongoing impact on WMATA operations
and a need for more technical staff. During the development of the system, active
participation of the operations staff will be critical to ensure that the delivered system
meets the needs of the agency and its customers. This effort is estimated at 30 percent
of one individual’s time. During construction/implementation, this level of support will
likely increase. Once the system is deployed, the first six months should be considered
as a break-in period and specified as such in the requirements. It should be assumed
that one individual will spend every morning checking the system and its operations for
at least the first three months, and potentially for the first six. Operations responsibilities
are expected to be ongoing, so as with support, this will be an ongoing staffing need.
This need would increase if the number of facilities equipped with the parking
information system increases. Table 6-3 summarizes staff requirements for the first two
years. The development portion would generally occur during the first six months,
followed by the construction during the second six months. The operations will continue
for the next year with the potential to be modified thereafter. Longer term operations
commitments can be assumed to be less, though initial operations will have a better
indication of those exact requirements.
Table 6-3 Estimated WMATA Staff Impacts – Initial Two Years
Phase/Staff
Time
Development – Senior Project Manager 30% 1 person
Development – Technical Support Staff 30% 1 person
Construction – Senior Project Manager 20% 1 person
Construction – Technical Support Staff 40% 1 person
Operations – Senior Project Manager 10% 1 person
Operations – Technical Support Staff 40% 1 person
(first 6 months)
Operations – Technical Support Staff 20% 1 person
(ongoing)
Page 6-19 June 2009