Case: Downtown Kingston Transport Centre/ Project management The downtown Kingston and Saint Andrew Centre were built for $400 million JAD in 2010 (Reid, 2012). The Centre is owned by the Jamaican Urban Development Corporation (UDC) and was formerly managed and operated by the Kingston and Saint Andrew Municipal Corporation (KSAMC) (Reid, 2012). Built as a multipurpose bus and taxi part the centre’s main function was to alleviate traffic congestion in downtown Kingston, especially in the parade area. The centre has become dilapidated and unmanageable due to a lack of usage by transport operators, commuters, implementation, enforcement, and a failure to have an effective transportation policy (Teachdem. n.d.). “The transportation Centre, which was designed to restore order to the public transportation system in downtown Kingston has failed miserably as most commuters, bus and taxi operators have ignored the facility which detractors say was built in the middle of nowhere” (Radio Jamaica News (RJR), 2012, para. 2). Major concerns by commuters are security issues due to the proximity to violent sections of downtown Kingston. The operating cost of the centre for electricity alone in 2012 amounts to $100, 000 per month with additional maintenance cost which includes security have racked up operational cost (Reid, 2012). Outline a detailed approach to successfully manage a similar project in the future. (Place special emphasis on stakeholders, risks, and scope).
Case: Downtown Kingston Transport Centre/ Project management
The downtown Kingston and Saint Andrew Centre were built for $400 million JAD in 2010 (Reid, 2012). The Centre is owned by the Jamaican Urban Development Corporation (UDC) and was formerly managed and operated by the Kingston and Saint Andrew Municipal Corporation (KSAMC) (Reid, 2012). Built as a multipurpose bus and taxi part the centre’s main function was to alleviate traffic congestion in downtown Kingston, especially in the parade area. The centre has become dilapidated and unmanageable due to a lack of usage by transport operators, commuters, implementation, enforcement, and a failure to have an effective transportation policy (Teachdem. n.d.).
“The transportation Centre, which was designed to restore order to the public transportation system in downtown Kingston has failed miserably as most commuters, bus and taxi operators have ignored the facility which detractors say was built in the middle of nowhere” (Radio Jamaica News (RJR), 2012, para. 2).
Major concerns by commuters are security issues due to the proximity to violent sections of downtown Kingston. The operating cost of the centre for electricity alone in 2012 amounts to $100, 000 per month with additional maintenance cost which includes security have racked up operational cost (Reid, 2012).
Outline a detailed approach to successfully manage a similar project in the future. (Place special emphasis on stakeholders, risks, and scope).
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