You're planning a transportation project. How do you ensure it stays on schedule?

Take a page from the Tortoise and the Hare, a slow start can ensure a timely finish. Time invested up front to involve key stakeholders to define, refine, identify risks/opportunities and get buy-in on what success looks like will help to set the project on a realistic path. This needs to be more than a checking the box exercise. The feedback loop requires listening and reflecting what you heard to the extent possible in the project scope. Otherwise conflicts and scope creep are inevitably going to be in your future.

No solo es exclusivo de un proyecto de transporte, como en todo proyecto, se necesita definir objetivos y alcance, sobre todo, cuando trabajamos con clientes

Devemos definir um escopo com objetivos claros; Reuniões constantes e apoio para a equipe na busca por informações para o projeto;

Scope and objectives is the key. Unfortunately, these tend to constantly morph, even if you work with citizens and senior management to refine and define before the project start. I say plan to have at least six months to a year cushion in your project to manage expectations accordingly. If you finish early, you have over delivered rather than promised, even with the best intentions and efforts to define scope and objectives. The public and senior management has little patience and interest to know the details and the why is late. They often think and judge by the overall results of the project.

Definición del Proyecto de Transporte: 1. Propósito y Resultados: Eficiencia operativa o implementación tecnológica. 2. Entregables y Requisitos: Productos con estándares y características técnicas. 3. Limitaciones, Restricciones y Riesgos: Identifica y mitiga limitaciones y riesgos. Definición de Objetivos: 1. SMART Objectives: Específicos, medibles, alcanzables, relevantes, con marco temporal. 2. Desglose de Tareas: Divide para asignación y seguimiento. 3. Identificación de Interesados: Considera expectativas. 4. Consulta y Aprobación: Con cliente y partes interesadas. 5. Comunicación Continua: Canales para informar progreso y ajustes.

To keep a transportation project on track, define scope and objectives meticulously. Engage with stakeholders for a clear, shared vision and boundaries, preventing scope creep and misaligned expectations.

1, 2 & 3 are very applicable but putting together the right team and responsibility structure is the most important start to any project in my humble opinion.

1. Detailed Project Plan & Resource Allocation: Ensure resources, including funding, personnel, and materials, are adequately allocated. 2. Risk Management: Identify potential risks early, assess their impact, and implement mitigation strategies. 3. Effective Communication: Establish a communication plan that ensures all stakeholders are informed and aligned. 4. Contract Management: Use contracts with clear timelines and penalties for delays. 5. Project Management Tools: Utilize project management software to track progress, assign tasks, and update schedules in real-time. 6. Contingency Planning: Include buffer times within the schedule for unexpected delays.

Project definition depends solely on customer side. If they want a clean schedule and fast as possible termination of project , they have to be ready to cash out for service. Pick a single carrier that can handle the volume agree on the price and follow it been done with ease of mind pretty much reserving drivers only for you. This is the expensive and fast option. If customer is not in a rush to complete the project and whenever is ok. Then you can get a 3PL with large carrier data base and have him handle as cheap as possible with no hot ends and whenever is fine. So in the end there is only those 2 sides to project planning.

Definir el alcance y los objetivos de un proyecto de transporte implica identificar claramente su propósito y los resultados esperados, especificar los entregables y requisitos específicos, así como identificar limitaciones y riesgos potenciales. Es fundamental consultar con todas las partes interesadas para alinear expectativas y evitar conflictos futuros. Al establecer un alcance y unos objetivos claros y realistas, se facilita mantener el proyecto dentro del cronograma y mitigar cualquier desviación o contratiempo.

El proyecto necesita una estructura lógica, asignación de tareas, creación de un cronograma, una reunión de kickoff o inicio de proyecto, así como una clara definición de responsables y roles

Break the project into smaller tasks with a Work Breakdown Structure (WBS). This aids in allocating resources and responsibilities, while identifying dependencies and monitoring progress.

1. Inicio del Proyecto: 1.1 Definición del Alcance y Objetivos 1.2 Planificación del Proyecto 2. Fase de Planificación: 2.1 Desarrollo de la Estructura de Desglose del Trabajo 2.2 Identificación y Análisis de Riesgos 2.3 Establecimiento de SMART Objectives 2.4 Consulta y Aprobación de Objetivos 3. Fase de Ejecución: 3.1 Implementación de Tecnologías 3.2 Mejora de Eficiencia Operativa 4. Fase de Monitoreo y Control: 4.1 Establecimiento de KPIs 4.2 Seguimiento del Progreso 4.3 Identificación de Dependencias y Rutas Críticas 4.4 Ajustes en la EDT según Necesidades Emergentes 5. Cierre del Proyecto: 5.1 Evaluación de Resultados 5.2 Documentación y Lecciones Aprendidas 5.3 Informe Final y Entrega de Resultados

Crear una estructura detallada de desglose del trabajo (EDT) es esencial para desglosar el proyecto de transporte en tareas y subtareas gestionables. Esto implica dividir el proyecto en componentes más pequeños y específicos, lo que facilita la estimación del tiempo, los recursos y los costos necesarios para cada tarea. Además, permite asignar funciones y responsabilidades a los miembros del equipo de manera clara y efectiva. Se puede utilizar una hoja de cálculo para desarrollar y mantener actualizada la EDT. Una EDT bien definida ayuda a organizar y priorizar el trabajo, realizar un seguimiento del progreso del proyecto y identificar dependencias y rutas críticas, lo que contribuye significativamente al éxito del proyecto de transporte.

In my experience for any project creating WBS will give the overall understanding of the deliverables along with the critical path. This allows to identify the risk at the beginning and give the time for the risk mitigation in terms of resource and Interface issues. This WBS should be shared with the client also along with their review and approval process. It helps to manage the project contractually in terms of tome and cost overrun

Task tracking is imperative here. Once you have your plan for your project in place, you must identify those on the team (or stakeholders) who will take on what tasks. Those tasks need to have a defined scope, budget allotment associated with it, a timeframe in which they will be completed, a timeframe for updates to the team/stakeholders, and a chain of command in who to report to when tasks are completed or need to be readdressed. Using a task tracking software is helpful in staying organized and up to date on progress. Avoiding silos of communication is important.

Además de definir metas, tendremos que definir KPIs, e incluso OKRs para subtareas o planes de seguimiento más robusto. Trabajar con métodos SMART es una buena opción

Most important step is to obtain control of the necessary right of way and to clear / relocate conflicting utilities before awarding large civil construction contracts. Many of these conflicts will be controlled by others such as municipal or private electrical and water lines and railroads. These 3rd parties are not under the project owners direct control and do not share a committment to the project construction schedule. The agreements with these 3rd parties must be carefully negotiated and adequate time must be scheduled to relocate these facilities before they delay & disrupt major civil transportation construction. Failure to manage these issues successfully is the #1 reason that transportation projects are delayed & over budget.

Definir metas é algo muito importante dentro de um projeto. Elas devem ser objetivas e não fugir da realidade, para que sejam concluídas com êxito.

Set SMART goals and key milestones. They provide checkpoints to gauge progress and address deviations promptly, keeping the project aligned with its timeline.

The goals and the objectives should have been outlined at the beginning of the planning process. You need to make sure that your goals and objectives are "SMART" (specific, measurable, achievable, relevant, and time-bound), but you also need to make sure that you and your team's abilities to meet these goals and milestones can work within the confines of your budget. Going over on budget and timeline is a huge problem in transportation projects, especially if you are beholden to taxpayers for funding the project.

El uso de un optimizador de rutas permite reducir las distancias recorridas. Con ello se consigue reducir también el uso de carburante. Centralizando las entregas se reduce el número de desplazamientos y con un control en la carga de cada camión se reduce también la emisión de gases CO2 al medio ambiente.

Implement route optimization tools for efficient scheduling. They analyze various factors, ensuring the most effective routes and adjusting for any unforeseen changes.

More than a route optimization software, it's a software that allows to recreate a digital twin of what happens in reality (description and magnitude of public and private trips), it's advisable from the beginning to define the area of direct interest (project impact) because the larger the area of interest, the more time it takes to calibrate the digital twin and more money is required to obtain information to feed the model. A well-defined goal and the selection of the right tool can avoid many problems.

Be realistic and ensure client is aware of the risk items. 1. Break project down into tasks 2. Identify the risk tasks, ie traffic surveys + transport modelling + testing of options 3. Ensure plenty of time + time contingency is given to these “risk” components.

Project control is must to ensure the project profitability. This need to be seen against the planned budget at the time of project starts. This will define the process of delivery management, Risk assessment and control, safety issue, scope and stakeholder management, resource allocation and communication management. Project control with defined WBS will ensure and give a vision to take strategic control to ensure project profitability and client satisfaction

Constantly monitor project metrics against the plan. Regular reporting and corrective actions in case of variances ensure the project remains aligned with its goals.

For this part of project you need 100% transparency and full attention work between shipper/carrier/receiver. We need many things as shipping hours/how long does loading last/how many trucks you can load at once and need to stand by these numbers. Then same is needed with receiver. Final part is carrier adjusting trucks loading/unloading once all the information is set to get best optimizing plan that will work for everyone.

To ensure a transportation project stays on schedule, proactively identify potential risks and delays, developing contingency plans and mitigation strategies to address challenges promptly. A comprehensive project plan, outlining tasks, milestones, and timelines, ensures realism and achievability based on available resources. Additionally, regular reviews of project performance, identifying lessons learned, and applying insights for continuous improvement enhance efficiency and effectiveness in project scheduling and management. These strategies collectively bolster project success and adherence to timelines.

- Sustainability of the project requires close monitoring and required tools to be in place to monitor the progress in all levels of execution. - Any idle transport in transit need to be given umpteen attention - Escalation of additional costs/quality parameters/others to be recorded and analysed with all stakeholders for smooth remedial actions.

A transportation project has many aspects to consider, one of them an intense correlation with social, environmental and political factors, so the scope and objectives of the project and of course the type of project itself must be carefully detailed. Once the type of project has been identified, there is a wide variety of methodologies to address its development, from the traditional vision to agile projects, there are different processes and techniques to achieve the set objectives.

Need competent and sufficient resources including leadership. I do also agree that there are external factors that can disrupt such projects. Typically transport projects are expensive and can create negative impacts on communities. Hopefully these negative impacts are temporary. Long term benefits need to be adequately evaluated and outweigh the cost of the investment. A clear business plan is needed including evaluating its social value. The UK Government has good guidance on this.

It is also critical to communicate with all the stakeholders (users) at various stages of a transportation planning project. Their feedback and public acceptance will define the success of the project.

- Performing a route survey for road infrastructure - Gaining carbon credits through efficient resource planning - Minimum/nil conflict with nature

Una de las claves para que un proyecto, no solamente se concluya en tiempo, sino que sea sostenible en el tiempo, es lograr enganchar al equipo. Para lograr ésto, es indispensable que el personal sienta que gana algo con la implementación. Si no logramos transmitir un beneficio tangible al equipo, económico, en tiempo, en ergonomía, en seguridad, en ambiente de trabajo o cualquier otro ámbito, el proyecto muy probablemente estará destinado al fracaso. Siempre hay que observar desde la perspectiva del usuario o del cliente, ya sea interno o externo, y asegurar que hay un beneficio para ellos. Tenemos que pensar en ganar - ganar.