Project/Program Name: SmartBus Implementation
Description: Complex transformational project implementing a suite of 9 new interoperating systems and 7 legacy interfaces to provide real-time customer and supervisory information, vehicle condition monitoring, passenger counting, vehicle location and computer aided dispatch with a seamless migration from analog to digital radio.
Description: Complex transformational project implementing a suite of 9 new interoperating systems and 7 legacy interfaces to provide real-time customer and supervisory information, vehicle condition monitoring, passenger counting, vehicle location and computer aided dispatch with a seamless migration from analog to digital radio.
Scope: Data collection for 6300 route miles and 17,000 bus stops, installations on 2500 buses, WiFi infrastructure at 17 depots, network upgrades at 17 depots and 3 control centers, training for 7300 internal users. 10000 major components, 2 data centers, 2 secure cellular gateways, redundant virtual server and database clusters, 2 QA labs, 4 training simulators. Design and implementation of reengineered business processes for bus operations and maintenance; onboard integration for single point sign-on.
Project Owner: NJ TRANSIT
Stakeholder Agencies/Departments/Suppliers: NJ TRANSIT Bus Operations, NJ TRANSIT Information Services, NJ TRANSIT GIS, Clever Devices Ltd, Parkeon US
Involvement: business analysis, system engineering, program management, construction management, project scheduling, project controls, quality assurance (as NJ TRANSIT employee)
Notable Challenges: politically driven schedule, lobbyist involvement, tight timeframes, management changes, overallocated IT staff, accurate mapping and maintenance of route variations and bus stops, multiple stakeholders within Bus Operations, adversarial stakeholders concerned over potential for disruptive change, immature technology, effects of delays to concurrent corporate radio projects, mid-stream transfer of project responsibility from Bus Operations to Information Services.
Project Owner: NJ TRANSIT
Stakeholder Agencies/Departments/Suppliers: NJ TRANSIT Bus Operations, NJ TRANSIT Information Services, NJ TRANSIT GIS, Clever Devices Ltd, Parkeon US
Involvement: business analysis, system engineering, program management, construction management, project scheduling, project controls, quality assurance (as NJ TRANSIT employee)
Notable Challenges: politically driven schedule, lobbyist involvement, tight timeframes, management changes, overallocated IT staff, accurate mapping and maintenance of route variations and bus stops, multiple stakeholders within Bus Operations, adversarial stakeholders concerned over potential for disruptive change, immature technology, effects of delays to concurrent corporate radio projects, mid-stream transfer of project responsibility from Bus Operations to Information Services.
Results Achieved: Met critical milestone for real-time passenger information on time and within budget. Reduced maintenance cost and and downtime through automated vehicle monitoring and exception reporting. Improved service reliability and incident response through real-time vehicle tracking and exception reporting. Improved schedule efficiency through automatic passenger counting and running time analysis.
Critical Actions: Established a phased deployment strategy and proactive risk management culture that allowed each new technology to be individually implemented, tested and integrated as its designs matured. Augmented over-allocated IT staff with consultant support as appropriate. Collaborated with suppliers to achieve a value-engineered, win-win solution. Mentored and empowered staff. Assembled teams of early implementers and facilitated information sharing among stakeholders. Established direct reporting to executive sponsor and senior management. Prioritized requirements and managed expectations. Proactively coordinated between IT, operations, supplier, and other affected business units. Converted adversarial stakeholder to a leading advocate for the new system.
Period of Involvement: 2011 - 2014
Project/Program Name: SmartBus Implementation
Description: Complex transformational project implementing a suite of 9 new interoperating systems and 7 legacy interfaces to provide real-time customer and supervisory information, vehicle condition monitoring, passenger counting, vehicle location and computer aided dispatch with a seamless migration from analog to digital radio.
Description: Complex transformational project implementing a suite of 9 new interoperating systems and 7 legacy interfaces to provide real-time customer and supervisory information, vehicle condition monitoring, passenger counting, vehicle location and computer aided dispatch with a seamless migration from analog to digital radio.
Scope: Data collection for 6300 route miles and 17,000 bus stops, installations on 2500 buses, WiFi infrastructure at 17 depots, network upgrades at 17 depots and 3 control centers, training for 7300 internal users. 10000 major components, 2 data centers, 2 secure cellular gateways, redundant virtual server and database clusters, 2 QA labs, 4 training simulators. Design and implementation of reengineered business processes for bus operations and maintenance; onboard integration for single point sign-on.
Project Owner: NJ TRANSIT
Stakeholder Agencies/Departments/Suppliers: NJ TRANSIT Bus Operations, NJ TRANSIT Information Services, NJ TRANSIT GIS, Clever Devices Ltd, Parkeon US
Involvement: business analysis, system engineering, program management, construction management, project scheduling, project controls, quality assurance (as NJ TRANSIT employee)
Notable Challenges: politically driven schedule, lobbyist involvement, tight timeframes, management changes, overallocated IT staff, accurate mapping and maintenance of route variations and bus stops, multiple stakeholders within Bus Operations, adversarial stakeholders concerned over potential for disruptive change, immature technology, effects of delays to concurrent corporate radio projects, mid-stream transfer of project responsibility from Bus Operations to Information Services.
Project Owner: NJ TRANSIT
Stakeholder Agencies/Departments/Suppliers: NJ TRANSIT Bus Operations, NJ TRANSIT Information Services, NJ TRANSIT GIS, Clever Devices Ltd, Parkeon US
Involvement: business analysis, system engineering, program management, construction management, project scheduling, project controls, quality assurance (as NJ TRANSIT employee)
Notable Challenges: politically driven schedule, lobbyist involvement, tight timeframes, management changes, overallocated IT staff, accurate mapping and maintenance of route variations and bus stops, multiple stakeholders within Bus Operations, adversarial stakeholders concerned over potential for disruptive change, immature technology, effects of delays to concurrent corporate radio projects, mid-stream transfer of project responsibility from Bus Operations to Information Services.
Results Achieved: Met critical milestone for real-time passenger information on time and within budget. Reduced maintenance cost and and downtime through automated vehicle monitoring and exception reporting. Improved service reliability and incident response through real-time vehicle tracking and exception reporting. Improved schedule efficiency through automatic passenger counting and running time analysis.
Critical Actions: Established a phased deployment strategy and proactive risk management culture that allowed each new technology to be individually implemented, tested and integrated as its designs matured. Augmented over-allocated IT staff with consultant support as appropriate. Collaborated with suppliers to achieve a value-engineered, win-win solution. Mentored and empowered staff. Assembled teams of early implementers and facilitated information sharing among stakeholders. Established direct reporting to executive sponsor and senior management. Prioritized requirements and managed expectations. Proactively coordinated between IT, operations, supplier, and other affected business units. Converted adversarial stakeholder to a leading advocate for the new system.
Period of Involvement: 2011 - 2014