Improvement Plan for Quota Park Shared Footpath †Free Samples

Question: Discuss about the Improvement Plan for Quota Park Shared Footpath. Answer: Introduction The paper is based on a tender, which is mainly based on engineering and construction domain of Quota Park Shared Footpath. The contract is required for managing the construction work for the footpath for walking and cycling purposes. In order to conduct study on theproject management methodologies, waterfall methodology is used. Using this methodology, the construction work of the Quota Park is easier to understand. This development model is used for this project, as it is a small project and there are no such certain requirements. At the end of the phase, review is taken to determine if the project work is in the right path. This particular paper discusses a continuous improvement plan for the selected case study so that the Quota Park can improve their construction work. Continuous improvement is conducted for the construction work so that it can finish within time and budget. There is a change in the scope of services, which will increase or decrease the earlier scope of the project plan (Singh, Thakur and Chaudhary 2015). The manager is able to improve in their construction services so that they can attach more customers towards their park and satisfied them with their services. The improvement plan discusses the change management within project and then implements the plan for the Quota Park. Continuous Improvement Plan of Quota Park Shared Footpath The construction work of Quota Park Shared Footpath project plan provides a space for walking in the park. While working into the plan, the project manager identifies some of the improvement areas to provide a framework and examine existing management practices of the footpath assets (Alshamrani and Bahattab 2015). The improvement plan is focused to overcome with the identified deficiencies. The project life cycle cost and total maintenance cost of the footpath is high. The footpath network does not maintain safe standard to set out the asset management plan (Andersson et al. 2015). The footpath network is not managed in sustainable manner and not maintained to desired service level. Due to these two main issues, the council involved with Quota Park takes the decision to improve their footpath plan (Rouse 2016). This park provides an opportunity to the visitors to enjoy their walking and cycling and provide community based social aspects, children as well as adults and making of frie nds. This park also offers safety and quality services to the local communities and residents (Kaplan and Atkinson 2015). This particular improvement plan has been prepared based on the provision of the construction services at the Quota Park in order to provide with a framework for future management. The operational team has undertaken footpath maintenance activities, augmentation work as well as managing of external contractors in order to undertake any renewal and replacement works. The footpath should require improving in such a way that it delivers 50 percent of more public spaces for walking and cycling and extended pathways (Hasani, Sakieh and Khammar 2016). The management actions within the plan is formulated in order to address as well as achieve of decision making which leads to greater cultural as well as financial access in delivery of the services (Windle and Rolfe 2014). The Quota Park is managed in such a way that it can support the local communities and residents. In order to remain rapidity with forecast needs of user, regulatory as well as safety needs and maintenance standards are required for the park to undergo continuous improvement (Elghondakly, Moussa and Badr 2015). The improvement plan undergoes a sustainability of the park in the future. Due to implement ation of this plan, the park provides required funding for leisure facilities, infrastructure of community and environmental improvements within the local reserves. It provides with frequent sustainable economic as well as environmental asset for the community and visitors. There is an improvement into the design standard of the shared footpath. The area where the improvement is required is in the width of the footpath, surface and gradient (Copeland, Zarbo and Varney 2016). The width of footpath of Quota Park is based on the users type as well as transport type. In the footpath, the transport types are walking and cycling. The footpath many be either one-way or two-way. Based on the tender document of the Quota Park, it is better to construct two-way footpath, which is both beneficial for walking as well as cycling. Gradient as well as surface is also based on user type as well as transport type (Madgunda et al. 2015). The key aspects of the continuous improvement plan consist of upgrading the footpath area, which provides a connection between the town centre and the visitors. It provides new community facilities within the community reserve such as pathways. There are higher quality and public facilities within the park (Zhang et al. 2014). The plan o f management also improves the road networks with an improvement to access on the sites. The main issue of footpath is its proper maintenance. Proper path alignment is needed to give good quality standard path. When a footpath is constructed, it affects the environment (Windle and Rolfe 2013). Therefore, the land resources are shared as per the principles of environmental safety, protection as well as ecological sustainability, public usage and enjoyment of land use. It is committed to make sure that the local communities as well as other stakeholders should be informed about the plan for upgrade and implement the plan into the Quota Park. There is also an improvement into the public recreation areas in the area, which come under the board management (Ellison 2013). When a footpath is constructed, then drain outlet is constructed properly to avoid of erosions. New operational facilities are provided for maintenance as well as development of the park so that the visitors those are walking and cycling in the park would satisfy with the services. The new facilities are new residence for managers, maintenance and others (Singh, Thakur and Chaudhary 2015). There is a development into the parking facilities of the park to produce across the site in order to support existing as well as planned infrastructure developments. There are also entertainment improvements into the park such as tennis centre, football that would attach more visitors towards the park (Raybould et al. 2013). When in the above-mentioned areas, the park makes improvement, and then it will become a well-known park for cycling and walking purposes. Quota Park provides green spaces to move people in the crowded city neighborhoods. Therefore, improvement in the park means different things for various communities (Elghondakly, Moussa and Badr 2015). Continuous improvement plan is considered as an ongoing effort in order to improve the services as well as business processes. It seeks of incremental improvements over the time as well as breakthrough of improvements into the project plan. It consists of the PDCA cycle (Plan-Do-Check-Act) which identifies the changes into the model (Kerzner 2013). Waterfall model can improve the cost and time of the project plan. It improves over development process of the Quota Park, which helps to achieve a competitive advantage into the market. While conducting improvement into the Quota Park, waterfall methodology is used as, it is easier for the management to use in adopting identified improvements into the park. It is easier to manage due to its rigidity as each of the phases has deliverables as well as process to review (Hasani, Sakieh and Khammar 2016). All the phases of the model are completed within planned time and once one phase is finished, the other phase started. Therefore, there are no possibilities of overlapping. As the improvement of the footpath is focused on visitors and local communities, therefore the quality of materials and equipments should be good, minimize the occurrence of rework and final product quality are the main focus (Windle and Rolfe 2013). All the project stakeholders should update with the improvement plan. Some of the workers have lack of knowledge to do construction tasks; therefore, they require training to do the work. In order to meet with the requirements of the customers, proper arrangements are necessary in this particular plan. In this tender project of Quota Park, possible requirements are identified as it clearly discussed all the improvement areas into the tender document (Raybould et al. 2013). The main advantage of this model is that it permits managerial control of the park. A schedule is set for the improvement plan with fixing each deadline for each phase. Development of the footpath moves through design, implementation and installation of the plan and finally it ends up with proper operation as well as maintenance (Copeland, Zarbo and Varney 2016). It is resolved to ensure that the nearby groups and different partners ought to be educated about the arrangement for redesign as well as execute the arrangement into the Quota park. The Board perceives the financial, natural and social significance of the park to the local communities and visitors (Windle and Rolfe 2014). The board of the park understands the management of the park, which is a vital issue for the local communities. It is committed to make sure that the local communities as well as other stakeholders should be informed about the plan for upgrade and implement the plan into the park (Alshamrani and Bahattab 2015). Therefore, implementation plan is required for the safe construction of footpath for cycling and walking purposes. The Quota Park is managed in such a way that it can support the local communities as well as local residents. The arrangement of administration has been readied in view of the arrangement of the administration administrations at Quota Park keeping in mind the end goal to furnish with a structure for future administration, use and change in the administration processes (Raybould et al. 2013).). The local councils play a role in managing the footpath assets so that it makes sure that it can provide a high service level, which meets with requirements of residents as well as visitors to that area. The council implements of components, which are required to improve the footpath asset management, plan (Andersson et al. 2015). The stakeholders group is responsible to make sure that the decisions are represented as well as reflected with needs of the wider community. Based on the tender document, a project plan proposal is prepared so that all the project team members should know about the new changes in the footpath project. The project plan proposal document focuses on the improvement areas, resou rce required for making improvement, maintenance process and proper meeting with the stakeholders (Singh, Thakur and Chaudhary 2015). After that, an approval is required from the senior project manager. When the approval is get, then the project manager starts to implement the improvement plan into the construction process. Conclusion It is concluded that while working into the continuous improvement plan, the manager of project recognizes a portion of the change ranges to give a structure and look at existing administration practices of the pathway resources. Waterfall strategy is utilized as; it is simpler for the administration to use in embracing distinguished upgrades into the Quota Park. It is less demanding to oversee because of its inflexibility as each of the stages has expectations and additionally procedure to survey. All the project partners ought to refresh with the change arrange. A portion of the laborers has absence of information to do development errands; accordingly, they oblige preparing to take every necessary step. So as to meet with the prerequisites of the clients, legitimate courses of action are important in this specific arrangement. The nearby boards assume a part in dealing with the trail resources so it ensures that it can give a high administration level, which meets with prerequisit es of occupants and guests to that range. The committee actualizes of parts, which are required to enhance the pathway resource administration arrange. As the change of the trail is centered on guests and neighborhood groups, subsequently the nature of materials and supplies ought to be great, limit the occurrence of rework as well as final item quality. References Alshamrani, A. and Bahattab, A., 2015. A comparison between three SDLC models waterfall model, spiral model, and Incremental/Iterative model.International Journal of Computer Science Issues (IJCSI),12(1), p.106. Andersson, K., Brierley, N., Hedstroem, F., Herr, D. and Risson, J., 2015. Managing congestion on Gold Coast beaches: An economic evaluation.Griffith University (Discussion Papers in Economics 2015-04). Copeland, J., Zarbo, R. and Varney, R., 2016. 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