Project Management - Syracuse

Syracuse Project Review Report

The Onondaga County under the Department of Drainage and Sanitation awarded the United States Filer company a direct purchase contract to provide upgrade treatment for the Syracuse Wastewater management plant. In this project, the U.s filer was tasked with the use of various space-saving systems and other advanced technologies to remove ammonia and phosphorus and provide a comprehensive control and monitoring system in the wastewater management plant. These processes involved the integration of systems ranging from instrumentation, supervisory control, and data acquisition systems as well as control panes into the current wastewater management plant. In the project drawing, the system was designed to treat gallons exceeding 8 million in a day (Jeuch-Trommsdorff, 2011). In the treatment process, maximum wet weather flow of a significant amount was designed.

Scope

Syracuse Wastewater Treatment Project scope outlined the part of the project planning that involves determining the official documentation of the project goals, features, deliverables as well specific project deadlines and the ultimate project costs. The Scope of this project defines the work and the timeline for completion of the Syracuse Wastewater metropolitan project. The project start stemmed from the amendment consent judgment (ACJ) of 1998. This amendment aimed at providing legal solutions to provide both state and federal water pollution control laws (Osman, 2014). In the project scope, the project management team followed the established criteria under the ACJ for the discharge of the liquid waste (sewage) into Onondaga Lake. It was estimated that the wastewater discharge including a limit of 2mg daily for ammonia would be completed by first may 2004. Similarly, it was also estimated that the other part involving the release of 12 mg/l of phosphorus would be completed by April 2006. To achieve the set criteria and the timeline for the project completion, various metro upgrades were designed. These upgrades included integration of biological aerated filter facilities, the inclusion of ultraviolet disinfection facilities as well as installation of high rate flocculated settling Facilities (Osman, 2014). The cost for the project included various work extended shifts ranging from overtime, weekend and holiday works. It also included additional supervision, and value engineering processes. The total cost for implementation of various recovery schedules negotiated ranged at $3.13 million. Being the most complex metropolitan wastewater management plant, it was estimated that the total project cost would be $132 million. Completion dates were also established. Project schedule included contract awards, and completion of construction on mid-2003 then follows the full operation by June 2004 (Osman, 2014).

Project Objective, Outcomes, and Stakeholders

The project objective was to build a wastewater management plant that would follow the established guidelines under the amendment consent judgment to improve filter lines in order to generate water quality that meets the partnership for safe water goals. The outcome results were the establishment of the effective control and monitoring system in the wastewater management plant for efficient cleanup of industrial pollution. The key stakeholders in the project management involved the Department of sanitation and drainage, the U.s filter company, the Atlantic states legal foundation and the state’s department of environmental conservation(DEC) as well as the partnership for the Onondaga Greek. All these stakeholders played a crucial role in achieving the project objective. The key facilitators were the Onondaga County and the department of environmental conservation (Atkinson, Crawford & Ward, 2006).

Conclusion

Engineering reports and plans for the project were completed on schedule to facilitate smooth flow of the entire process. In the project process, it is evident that all the finished or unfinished documents comprising of reports prepared by the contractor are considered as the property of the project team and the contractor. Upon completion, all these reports are stored safely for future use. Reporting needs are used for making audits for the project progress. Each stakeholder in the project has a role to play. Therefore, progress reports are essential to determine the project progress concerning the project budget, schedule, and scope. Assessment of the wastewater management needs is performed through analysis of the available data on the progress performance (Atkinson, Crawford, & Ward, 2006).

References

Atkinson, R., Crawford, L., & Ward, S. (2006). Fundamental uncertainties in projects and the scope of project management. International Journal of Project Management, 24(8), 687-698. http://dx.doi.org/10.1016/j.ijproman.2006.09.011.

Jeuch-Trommsdorff, C. (2011). Power Generation and Heat Recovery Case Study: A Synergy Project between a Waste Water Treatment Plant and a Green Waste-Composting Platform. Water Practice & Technology, 6(2), 1-2. http://dx.doi.org/10.2166/wpt.2011.025.

Osman, M. (2014). Waste Water Treatment in Chemical Industries: The Concept and Current Technologies. Journal of Waste Water Treatment & Analysis, 05(01). http://dx.doi.org/10.4172/2157-7587.1000164.