Wednesday, 07 December 2011 09:17
Last Updated on Friday, 03 February 2012 18:52
Written by enrique
This Is the first article in a series describing the progress of an AVL project.
I intend to document the project from my perspective. The theme is chronological.
The intent is to provide some shared information and assist other agencies in making wise choices.
Spring 2008
I was invited to attend a meeting with the Transit manager "C" and the vendor project manager "J"
Players
Introductions:
The Agency
"Westcat" Role is to manage the installation and integration of the AVL into it's internal operations and to meet the requirements set forth in the MTC specification.
"C" the dedicated ,competent forward thinking Transit manager.
"R"the Transit planner and legitimizing user (if its not working for him , it's not working)
"J" A friendly apparently experienced and dedicated Project manager for the vendor.
"MTC" the regional transit administration. project sponsor and funder.
"Me" Certified systems analyst UC Berkeley. 38 years experience in technical projects.
The Agency is one of the smaller agencies in the region. 50-55 Fixed route vehicles .
Smaller fleet of Dial A ride.
Project description background.
The project mission is to provide accurate information to the passenger on the street at selected stops.
The requiremetns include the transmission of predictions from the AVL to the MTC's Regional transit information system. "511"
The Requirements document was provided by the MTC .
Project Press release excerpt
DALLAS -- DRI Corporation (DRI) (NASDAQ: TBUS), a digital communications technology leader in the domestic and international surface transportation and transit security markets, announced today that its Digital Recorders, Inc. (DR) subsidiary, based in Durham, N.C., has received an order for intelligent transportation systems valued at approximately $551,000 from Western Contra Costa Transit Authority (WestCAT) in California.
David L. Turney, the Company's Chairman, President, and Chief Executive Officer, said: "DR has been contracted to manufacture and deliver intelligent transportation systems for the WestCAT bus fleet. Products ordered include the Digital Recorders[R] automatic vehicle location system, Talking Bus[R] automatic voice annunciation system and OTvia[R] software, which provides passenger advisory information for display signs - some of which will be supplied by DRI's TwinVision na, Inc. subsidiary in Durham, N.C. The OTvia[R] system also will provide connectivity to WestCAT's Regional 511 system, which is an exciting tool that enables passengers to telephone 5-1-1 to learn about their bus schedule. The project will commence in first quarter 2008 and is expected to conclude in fourth quarter 2008."
Project structure
The budget is limited and fixed.
$551,000
Project estimated timeline 1Q 2008 - 4Q 2008
How does a project get to be 3 years late? AnswerOne day at a time.
The agency also had additional requirements not included in the original specification.
Agency requirement, was to create an interface from the AVL to the Farebox.
The goal of this interface was to stamp all fares with route stop time and date data.
My role
To monitor the projects technical progress and to represent the agency in technical aspects of contract delivery.
I have been the primary Technical services provider to the agency since 1991.
Stay tuned.
When Is a Project a Catastrophe?
Schedule:
3 years overdue
Budget:
Consultant costs exceed expectations
Ongoing maintenance and warranty costs not esablished as part of the project contract.
Software Quality
User experience Client / Server = Slow Clunky as in several minutes to load and display data
Technical accuracy = Examples of vehicle speed recorded at 0ver 200 mph GPS position in the middle of the bay, Time offset by 1.5 minutes so a vehicle in a 25 mph zone has recorded speed of 65 MPH which was true a minute and a half earlier when it was on the freeway.
Code quality = Memory errors / Math Errors /Time errors
Data design = Spagetti very complex
Data errors
Often Prediction errors end to end data flow problems
Server problems = Unknown history capacity History versus performance issues the longer the history the slower the application response time.
Database issues
No support for backup plans figure it out yourself.
Security Logins logins 1-5 with no end user or admin interface provided in the application. Failed Login count downs to invalidate login. you miss your login 3 times and you have to call suport for a remote session.
Maintainability
Networks issues
Hardware / Firmware /Interface / legality certification safety
Hardware quality GPS Clock date issues cancelled Stored value cards
Keeping a Practical Perspective
Public success looks like "reasonably accurate predictions "and no increased call volume complaints etc a perception of better service
Summary
The public facing surfaces of the project are
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Signs on board
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Signs on street
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Phone / 511
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Farebox & Tickets
-
Web site
The Agency facing surfaces are
The Client the Server
The ability to change stops schedules or have holiday schedules.
No interface was provided to allow system changes by the end users or the admin users.
Data interface to farebox.
The Hardware
Networks
Ongoing telemetry costs
Warranty, maintenance contract
Onsite burden to maintenance personnel.
1 Stop
2 Assign an Evaluator
3 Evaluate the Project
4 Evaluate the Team
5 Define Minimum Goals
6 Can Minimum Goals Be Achieved?
7 Rebuild the Team
8 Risk Analysis
9 Revise the Plan
10 Create an Early Warning System
