Benefits Cost And Economic Impact Assessments

PROJ 592 All Discussions Week 1 - 7 Purchase here http://devrycourse.com/proj-592-all-discussions-week-1-7 Product Description PROJ 592 Week 1 DQ 1 WBS Construction PROJ 592 Week 1 DQ 2 Project Cost Estimates and Assumptions PROJ 592 Week 2 DQ 1 Cost Components PROJ 592 Week 2 DQ 2 Estimating Processes PROJ 592 Week 3 DQ 1 Project Schedules PROJ 592 Week 3 DQ 2 Sensitivity Analysis PROJ 592

The Northern Gateway Project is a major pipeline proposed to carry crude oil from the Alberta Oil Sands to Kitimat British Columbia. It will provide temporary jobs for 62,700 people for 10 years and will leave 1,150 long-term jobs after the pipeline is built. Although this is a positive

An environmental impact assessment for the Queensferry Crossing Bridge has been a topic of discussion for a while because of the concern about the future of the Forth Road Bridge. The new cable-stayed Queensferry Crossing bridge doesn’t aim to replace The Forth Road bridge but co-exist parallel to it.

The Walterdale Bridge started construction in Edmonton, Alberta, July 2013 with an estimated completion of fall 2015. The year is now 2016 with a completion date of 2017. The project was first established with a purpose to replace the pre-existing bridge built between 1912 - 1913, which according to the city of Edmonton (2016) is reaching the end of its service life. The Walterdale Bridge will connect the intersection of Queen Elizabeth Park Road and Walterdale Hill on the River’s south side, to the River Valley Road/Rossdale Road/105 street intersection on the north side. By conducting a critical analysis of the project, from the project management perspective and using the project management methodologies as stated in the Project Management Body of Knowledge, this case analysis will analyze the issues, failures, and causes that plague the Walterdale Bridge project.

In the first stage, the construction of new buildings results in new construction jobs. For example, building 100 LIHTC for families leads to creation of 80 construction related jobs and 42 jobs based on the indirect increased spending (Wardrip.) In addition to construction jobs created, these employees encourage the local economy simply through their presence, buying lunch near the job site, getting gas, getting coffee, etc. Local businesses may feel the need to increase their own number of employees to help serve the new customer base, which in turn leads to additional increased spending in the area.

As the highway system made land more accessible, development of these new pieces of land was heavily encouraged. And due to the reliability of travel time for shipments of goods, “just in time” delivery was far more feasible. This reduced the warehouse costs and led to an increase of manufacturing efficiency. The Interstate Highway system not only allowed for quick travel, but expanded the geographical range and options for consumers, which resulted in larger selections and lower consumer prices. This caused an increased retail competition. With companies able to supply their products to much larger geographical areas, and less expensively, the Highway system enhanced inter-regional access and created a genuinely national domestic market. As the Interstate Highway System made more cheap land available, the expansion of residential, industrial and commercial construction exponentially increased. This indirectly led to an expansion of jobs. The highway itself resulted in more jobs as for every $1 billion investment over 40, 000, non-construction jobs, could be made and currently the highway employs close to 150,000 a

In the late 19th century, the transportation demands of Quebec and other provinces success in transportation like Montreal’s success in railways led to proposals for bridging the St. Lawrence River. Quebec Bridge has a long story behind it, a bridge that was proposed first back in 1852 but it was not complete until 1919. It collapsed two times in this duration once in 1907 killing 75 workers and second time in 1916 killing 13 workers. In this report I will emphasize on the first collapse.

Based upon our analysis, and experience gained from other industries, we project that 50% of this cost will be recouped within the first five years after project completion. After that, the expected cost benefits will be between 5%-10% savings per year over current processes.

With the constrained scenario, traffic flow has improved, commute time has decreased, workers are getting to their places of business faster, and the businesses themselves are finding that they can transport their goods in a more timely fashion. The measures that were employed consist of adding directional bike lanes to the bridge, restriping the bridge combined with timed directional transition of the middle 5th lane, additional bus routes, and converting old buildings into domiciles. Although these measures have helped to improve traffic flow in the region, capital will have to be spent at a future date in order to add additional

It also offers internationally sourced project financing and equity investments for Build Own Transfer (BOT) and Build Own Operate Transfer (BOOT) projects, as well as privatization, including infrastructure management and day-to-day operations. SNC-Lavalin is a world-class player in the business of public-private partnerships, as demonstrated by its part ownership in Highway 407 near Toronto, which is recognized as one of the most successful road concessions in the world. Highway 407 is a critical component in the Greater Toronto Area highway network serving as a bypass and commuter route. Highway 407 is the world’s first all-electronic, open-access toll highway. SNC-Lavalin has set the pace for technical innovation in engineering design and implementation with its multi-purpose Project Management System (PM+). It is a totally integrated database which covers all facets of a project, from initial planning to final commissioning, in one seamless package. The company uses 3D computer-aided-design and other standard technology. SNC-Lavalin has built a proven track of worldwide reputation for delivering projects on time and on budget. Founded in 1911 and active internationally for over 40 years, SNC-Lavalin’s business units worldwide are autonomous and have access to global resources needed to assume total responsibility for every aspect of a project.

Development impact fees DIF are one-time fees that are collected by the local government from the developers and investors for funding the construction of new services and infrastructure like public transit, schools, and highways. They are mainly charged with the new development in a specific district to help in recovering a part of the costs of the growth in public services.

Our transportation system, quite arguably, may embody our most vital system, as Infrastructure and Democracy clarifies, “access is the hallmark of a great infrastructure” (Jones, Reinecke). By great contrast, our roads remain a current issue. 42 percent of America’s urban highways remain congested, costing the United States 101 billion dollars in wasted time and fuel each year. Also, the32 percent of roads, in poor or mediocre condition, cost the average traveler $324 per year (American Infrastructure Report Card). Unfortunately, updating the highway systems seems longer than it may seem, as the Government Accountability Office (GAO) estimates that from proposal to completion most highways will need nine to nineteen years to fix (Leduc, Wilson 129). In addition to the roads, our bridges are failing just as much. One of every nine bridges within the United States is categorized as structurally deficient. The average bridge 42 years old, and in order to eliminate the bridge renovation backlog, our country would need to invest twenty and a half billion dollars until 2028 (American Infrastructure Report Card). However, in 2013, the United States only invested 12.8 billion dollars in bridge reconstruction and repair (American Infrastructure Report Card). Also, our countries transit

This analysis is done assuming the benefits accrued in the year 2050. The costs are evaluated from the year 2011 – the proposed time of starting the project, while the benefits are calculated from the year 2020 – the expected time of launching the project. The estimated streams of benefits and costs occurring each year between 2011 and 2050 were discounted to their present value and summarized to calculate the benefit cost ratio.

I will consider the project dates stated in question 3 for this question and also consider that

The first step in Cellini and Kee's framework is to determine if the analysis will be cost-benefit or cost-effectiveness. Cost benefit analysis is considered by the authors to be the superior technique (p.496) so that is what will be used. The