New York Department of Transportation – Project Management Improvements
Milestone One
Darian Hodge (Team Lead)
Ahmed, Riaz Uddin
Paredes, Aurelio
Patel, Dhavalkumar
Patel, Raj Maheshkumar
Philsidor, Jean
Keller Graduate School of Management
System Analysis, Planning, and Control
MIS-581-61261
Dr. Sunil G. Samanta
19 July 2015
Abstract
This paper postulates the New York Department of Transportation (NYDOT) is ineffective in how it approaches maintenance and repair of city streets. After an analysis of how the NYDOT executes maintenance and repair of city streets, a solution will be proffered to ensure NYDOT’s projects execution ensures proper funds allocation, staffing, and timeliness while observing cost effectiveness, efficiency, and needs-based prioritization.
New York Department of Transportation – Project Management Improvements
Business Problem Statement
New York City infrastructure repair and inspection insofar as street maintenance is concerned, is seemingly haphazard. For the purpose of the project, from now on to be known has “Smooth Travel”, the geographic scope will be confined to the borough of Queens, Blocks 4971 to 4978.
For the New York City Department of Transportation (DOT) to maintain and repair streets properly, they must have specific information (NYCDOT, 2015, p. 34-38). For example, they need to know the available funding, project scope, conceptual design, stakeholders involved, and other considerations. These facets of project management are common regardless of what is being done. What is apparently lacking for DOT, as a technological challenge, is real-time awareness of street conditions. This is essential information so projects can be scoped, funded, assigned, and tracked.
Project Goal
To provide real-time street conditions, the DOT cannot simply send teams around to the five boroughs or even our target area. Cameras cannot reveal the necessary three-dimensional data required and neither can a worker without closing down the street. What we propose is a towed array of sonic imagers known as CHENSCAN (xxx, 2015). These imagers will be affixed to city vehicles including buses, street sweepers, NYPD, and NYDOT vehicles. The three-dimensional data will be uploaded via satellite link and downloaded to a central image repository that will display a constant update of the road surface.
Business Requirements
Context Level Data Flow Diagram
Figure 1
Figure 2
Use Case List
Scoping (1–4 Months)
DOT plans and designs its projects internally. To plan a project, agency teams conduct site visits, chat to stakeholder sand collect applicable information, which characteristically includes some or all of the following (NYDOT, 2015):
1. Crash data
2. Traffic speeds
3. Pedestrian, bicycle, and motor vehicle volumes
4. Turning-movement counts
5. Parking utilization
6. Contextual information, particularly local land uses, parking regulations, bus/truck route information, etc.
7. Inventory of present infrastructure, including fire hydrants, drains, manholes, sidewalks curbs, and curb cuts, etc.
8. Initial design concepts often materialize from initial data collection and information from stakeholders.
Design (6–12 Months)
DOT studies the project site and creates a base map to record existing conditions. Agency teams then design improvementsaccording to the project goals. DOT may also collect additional information should other nearby intersections in need of modification.
DOT checks with Fire Department New York (FDNY) to address any apprehensions about the influence ofthe designs on its operations. DOT also presents the initial concepts to the applicable community board and elected officials for input.If the project is a major transportation project, the New York City Police Department (NYPD) may also be consulted.Other considerations may lay with the Department of Small Business Services, Mayor’s Office for People with Disabilities and the Department of Sanitation (DSNY)when a design will plainly impact its operations.
Implementation (2–90 Days)
Once a project design is finished, the applicable DOT component and/or outside contractors commence the project. The work season is usually between mid-April and mid-November.
After the project is completed, DOT personnel monitor and study crash data at the project site for up to three years. DOT also compares pre- and post-implementation motor vehicle, bicycle, and pedestrian data to measure any impact the project had on mobility. Should an issue arise, DOT may go back to the project to make changes.
Use Case Diagram
Figure 3
Use Case Scenario
In figure 3, we see a communicative relationship between DOT and action of inspecting and maintaining the streets. The implication here is that DOT has the sole responsibility to do this and is also liable for any outcomes. We also see, in the next diagram in figure 3, inclusive relationships. This describes the situation wheremaintenance and repaircontain behaviors that are common (Kendall 33) like funds, design, and scope. In the generalization model, we see that Citizen Safety generalizes DOT. In other words, the major set is Citizen Safety and the sub-set, here, is DOT. The last diagram in figure 3 shows the extension relationship. Here the one use case, Stakeholders, possesses the behavior that permits the new use case, Design, to handle a variation or an exception from the Stakeholders. (Kendall 33)
References
Kendall, Kenneth E., Julie Kendall. Systems Analysis and Design, 9th Edition. Pearson Learning Solutions, 01/2013. VitalBook file.
NYDOT. (2015). Street Design Manual [City Guide]. New York City: New York City Department of Transportation.
Last Completed Projects
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