Case Study III: VLITP in Public Transport— Implementing OV-Chipcard in The Netherlands

Case Study III: VLITP in Public Transport— Implementing OV-Chipcard in The Netherlands

Matthew Guah (Erasmus School of Economics, The Netherlands)
Copyright: © 2009 |Pages: 12
DOI: 10.4018/978-1-59904-546-7.ch015
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Abstract

Prediction markets have proven high forecasting performance in many areas such as politics, sports, and business-related fields, compared to traditional instruments such as pools or expert opinion. This case study provides details about a VLITP that achieved the goal of which makes that possible for five companies providing different modes of public transport in The Netherlands. It details the implementation problems and presents focusing point for VLITP involving multiple companies on a project that requires them to share both costs and profits. This is partly due to the need to work together and improve business practices in the same industry.
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Industry Specific Requirements Vlitp

The decision to use OV-chipcard was taken seriously in 2005 when the OV-chipcard became available to the first passengers. Rotterdam was the first city in which the OV-chipcard was tested under guidance of a public transport companies called RET. RET is the public transportation company of Rotterdam and one of the five major transport companies which developed the OV-chipcard. The project was visibly promoted by director and staff using the primary process of safety, speed and comfortable means of transport for passengers using buses, underground, railway and tram. The company also investigated the issues involving proof of access, controlled movement and security supervision. These had to be completed ensuring the maintenance of material and infrastructure. The VLITP management team consisted of an Executive Board with resources belong all supporting departments, such as Finances, Management & Development and Staff & Organisation. Under the responsibility of this Executive Board fall matters such as automation, logistical, staff administration, telephone call centre, damage regulation, company restaurant and still much more.

The OV-chipcard project was perceived to benefits almost all departments and processes within the organisation. Fort the transport operators, the system represents a better way to manage passenger flow and finances. For example, it gives insight into the need for manpower, equipment and maintenance, allowing a focus on service. Operational processes, such as clearing and settling funds among transport operators, would be performed faster and more accurately. The new system the cost of printing paper tickets reduces fare evasions and decreases congestion because only OV-chipcard holders are able to proceed onto platforms.

With the arrival of the OV-chipcard the five major public transportation companies of the Netherlands will have to collaborate with each other. It was the intention that by 2009 travellers across the entire country would be in the position to use the OV-chipcard. Those five companies together would then take joint responsibility in managing all these travellers, using the facilities this VLITP would establish.

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Table of Contents
Foreword
Leslie Willcocks
Acknowledgment
Chapter 1
Matthew Guah
This chapter classifies the purpose of project management in IT projects as a means of introducing the topics covered in the book and demonstrates... Sample PDF
Introduction to Very Large IT Projects
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Chapter 2
Matthew Guah
By examining the history of what was earlier considered project management, this chapter not only points out lessons from past practices but also... Sample PDF
The Field of Project Management
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Chapter 3
Matthew Guah
The basis upon which the objectives and policies for managing a VLITP are formulated is the need to achieve the project objectives on time and under... Sample PDF
Why Implement Very Large IT Projects
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Chapter 4
Matthew Guah
Different VLITP methodologies are capable of solving various types of problems during a project life cycle. This chapter shows that effect of VLITP... Sample PDF
Methodologies for Implementing VLITPs
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Chapter 5
IT Governance  (pages 69-83)
Matthew Guah
VLITP managers face unprecedented expectations for their governance. These expectations are driven by mandates and other demands from host... Sample PDF
IT Governance
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Chapter 6
IT Security  (pages 84-95)
Matthew Guah
One area that has scarcely received attention in the IT security literature, is the role that individual compliance plays in preventing... Sample PDF
IT Security
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Chapter 7
Matthew Guah
The study of diffusion, adoption, and IT project implementation in popular literature relies on theories which do not address the question of why... Sample PDF
Human Resource Issues in VLITP
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Chapter 8
Matthew Guah
Medical accidents, such as those that occur as a consequence of errors in medical systems, rarely happen because of a single failure. They are... Sample PDF
Ergonomics of Very Large IT Projects
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Chapter 9
Matthew Guah
For centuries, organizations have been trying to exchange information between their applications by linking them together. However, such application... Sample PDF
Service-Oriented Architecture: A New Platform for Very Large IT Projects
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Chapter 10
Matthew Guah
The chapter seeks to advance the practice perspective of VLITP by drawing attention to individual, collective sub-teams and host organizational... Sample PDF
Business Process Management
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Chapter 11
Matthew Guah
VLITP escalation has been documented to be a widespread phenomenon in the 21st century. Nearly every research in this area has portrayed escalation... Sample PDF
Outsourcing and Escalation Issues in VLITPs
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Chapter 12
Matthew Guah
The traditional way to achieve the automatic execution of project management processes is to develop or purchase an application that executes the... Sample PDF
VLITP Management Framework
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Chapter 13
Matthew Guah
The National Programme for Information Technology is the largest civil IT program worldwide at an estimated cost of £6.2 bn, US$ 10 billion, over a... Sample PDF
Case Study I: National Program for IT
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Chapter 14
Matthew Guah
VLITP can shift the direction of organizations by introducing new systems and emerging technologies that can serve as a trigger for change to the... Sample PDF
Case Study II: RFID—A Technology for Enterprise Systems in the Airlines Industry
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Chapter 15
Matthew Guah
Prediction markets have proven high forecasting performance in many areas such as politics, sports, and business-related fields, compared to... Sample PDF
Case Study III: VLITP in Public Transport— Implementing OV-Chipcard in The Netherlands
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