Information systems are essential to manage a consequent company. It is all the more important when employees are not working in the same location and are mobile. It is notably the case for public transport companies. In this thesis, I explain how I supported companies from this industry to manage IS implementation projects. This work aimed to demonstrate the importance to adapt methodology to the context and the different project management methodologies applicable in this particular industry, that are public transports. My experiences are issued from my 6-months internship in a company named Artimon Transports. It is a management, organization and digital transformation consulting firm which focuses on private operators, infrastructure managers, and organization authorities. There, I realized 5 different missions: - Preliminary study for a rail network infrastructure manager, with ambition to renew its planning tool. Objectives were to establish a precise overview of the situation and to present different scenarios with adapted tools. Focus will be made on the means to get information and to gather needs. These latest can be various – from surveys to focused group interviews including post-mortem experiences and market studies. - Support in software’s procurement phases a recent company in charge of a future subway in Middle East. To bring the best support so far, we helped to design the IT map, looked for editors, collected needs, build specifications and compared bidder. RFPs’ – Request For Proposal – drafting to identify the preferred bidder is a complex process that must be well defined in a first place. It was the most important aspect of this mission. - Provide an IS – Information System – roadmap for the next ten years for a company managing a one-line metro. In order to elaborate it, we used the following methodology: we first realized a “state of the art” about the current situation, collecting information about software, hardware and end-devices – type, costs, last update/renewal, etc. – concerning each department – from HR to operations – through interviews. We then analyzed the gathered data and defined the projects the company needed to run in order to improve the situation. Finally, we set some hypotheses to quantify costs. - Support a firm managing several bus companies in the Île-de-France region. Île-de-France Mobilités (IdFM), the organizing transport authority, has launched a project of passenger data exchange between the region’s different companies. As part of this project, and for 2 years, the client has been implementing a real-time passenger information concentrator. Artimon’s mission was then to continue deploying the subsidiaries, supervise the operations and analyze functional data. An important part of this project lied in the project monitoring: several instances have been created to gather every stakeholder and to avoid tenses. - Build specifications for a tool which role will be to help designing the offers of a city’s subway: this tool will replace the current one being used, implemented in 1992 and now obsolete. As in the first mission, main objectives were to provide to the client the state of the art of the existing processes and collect needs in order to have clear specifications. For this mission, I used agile methodology to gather precise needs and give the opportunity to the different stakeholders to debate on the usefulness of each possible functionality. Hence, project management methodologies are diverse and must be adapted to the context of the company. Some of them, like project monitoring, are always needed yet it can be more or less flexible, depending on the mission’s parameters: for example, the number of stakeholders involved has a really important impact, as well as how many shared/opposite interests they have for this mission. In addition to that, every method cannot be applied in each situation: e.g leading a project with agile methodology is efficient only if stakeholders are self-motivated and have a real will for a change. To sum up, my experience at Artimon Transports enabled me to apply the different project management methodologies learnt during my cursus in Politecnico di Milano and observe their impacts and relevance depending on the context.
Applicazione dei metodi di gestione dei progetti per i sistemi di informazione per le aziende di trasporto pubblico.
Project management applied to public transport's information systems : empirical cases at Artimon Transports
LECOINTRE, VIOLETTE
2018/2019
Abstract
Information systems are essential to manage a consequent company. It is all the more important when employees are not working in the same location and are mobile. It is notably the case for public transport companies. In this thesis, I explain how I supported companies from this industry to manage IS implementation projects. This work aimed to demonstrate the importance to adapt methodology to the context and the different project management methodologies applicable in this particular industry, that are public transports. My experiences are issued from my 6-months internship in a company named Artimon Transports. It is a management, organization and digital transformation consulting firm which focuses on private operators, infrastructure managers, and organization authorities. There, I realized 5 different missions: - Preliminary study for a rail network infrastructure manager, with ambition to renew its planning tool. Objectives were to establish a precise overview of the situation and to present different scenarios with adapted tools. Focus will be made on the means to get information and to gather needs. These latest can be various – from surveys to focused group interviews including post-mortem experiences and market studies. - Support in software’s procurement phases a recent company in charge of a future subway in Middle East. To bring the best support so far, we helped to design the IT map, looked for editors, collected needs, build specifications and compared bidder. RFPs’ – Request For Proposal – drafting to identify the preferred bidder is a complex process that must be well defined in a first place. It was the most important aspect of this mission. - Provide an IS – Information System – roadmap for the next ten years for a company managing a one-line metro. In order to elaborate it, we used the following methodology: we first realized a “state of the art” about the current situation, collecting information about software, hardware and end-devices – type, costs, last update/renewal, etc. – concerning each department – from HR to operations – through interviews. We then analyzed the gathered data and defined the projects the company needed to run in order to improve the situation. Finally, we set some hypotheses to quantify costs. - Support a firm managing several bus companies in the Île-de-France region. Île-de-France Mobilités (IdFM), the organizing transport authority, has launched a project of passenger data exchange between the region’s different companies. As part of this project, and for 2 years, the client has been implementing a real-time passenger information concentrator. Artimon’s mission was then to continue deploying the subsidiaries, supervise the operations and analyze functional data. An important part of this project lied in the project monitoring: several instances have been created to gather every stakeholder and to avoid tenses. - Build specifications for a tool which role will be to help designing the offers of a city’s subway: this tool will replace the current one being used, implemented in 1992 and now obsolete. As in the first mission, main objectives were to provide to the client the state of the art of the existing processes and collect needs in order to have clear specifications. For this mission, I used agile methodology to gather precise needs and give the opportunity to the different stakeholders to debate on the usefulness of each possible functionality. Hence, project management methodologies are diverse and must be adapted to the context of the company. Some of them, like project monitoring, are always needed yet it can be more or less flexible, depending on the mission’s parameters: for example, the number of stakeholders involved has a really important impact, as well as how many shared/opposite interests they have for this mission. In addition to that, every method cannot be applied in each situation: e.g leading a project with agile methodology is efficient only if stakeholders are self-motivated and have a real will for a change. To sum up, my experience at Artimon Transports enabled me to apply the different project management methodologies learnt during my cursus in Politecnico di Milano and observe their impacts and relevance depending on the context.| File | Dimensione | Formato | |
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https://hdl.handle.net/10589/145844