Assignment3

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Assignment3

7372351397000

Detailed Progress Report

Title:

Eveleigh Railway Shed Construction Progress Report

Name: Rishabh Parmar

Student Number: 20814100

Unit Name: Project Management Integrated Project

Email Address: r.parmar1@student.curtin.edu.auDate Submitted: 26th september 2022

Word Count: 4929

URL (if applicable): Curtin University

Declaration:

I have read and understood the University Policy on Plagiarism and this piece of work conforms to this policy. I declare that this assignment is all my own work and has not been submitted in any form for another unit, degree, or diploma at any university or other institute of tertiary education. Ideas or information derived from the published or unpublished work of others have been appropriately cited in the text; words or passages directly taken from other sources are acknowledged with quotation marks and a list of references is provided.

I have retained a copy of this assignment and understand that the University accepts no responsibility for lost work.

___________________________

(Date/Signature)

DETAILED PROJECT PROGRESS REPORT

DETAILS

Project Title Eveleigh Railway Shed Construction

Project ID A105092022

Document ID A109052022

Version 1.0

Date 23rd Sept 2022

Project Manager Rishabh Parmar (Project manager)

Sponsor Charles Reynolds (Owner of Charles Reynolds Pvt Ltd )

REPORTING PERIOD

From 22nd aug 2022

To 23rd sept 2022

DISTRIBUTION

This document has been distributed to:

Name Title

Nishath Fatima Chairman

Benjamin Lai Senior Project Manager

Axel Pyvis Program Leader

-457199152400-457199152400

-50799976200-50799976200

1.0 Project Managers Report

Schedule: Due to extra on-site installation designing of the steel shed structure and detailed documentation of the design, the schedule of the project has been delayed by two days. Mitigation strategies, early completion, and restructuring have lowered the existing 2-day postponement to a 1-day postponement to the construction baseline schedule.

Budget: The project budget presently anticipates a $241,060 overrun against the accredited project baseline spending plan of $220,850. This overrun is counterbalanced in component by authorised change requests totalling $15,830, for an overall forecasted overrun of $20,530. This externalisation falls inside the endeavour contingency entitlements, which must be approved by the Project Sponsor.

Quality: Quality assurance as well as management operations are carried out under the plan for quality management.

1.1 Summary of Performance This Reporting Period

The management used all of the data to accurately assess the overall condition of the building.

Preserved the overall situation, which could change.

Authorized to select the complete details which will be generated through the primary details throughout the structure of project management.

The quality assurance management offered an accurate report based on the construction's performance.

The construction projects board has implemented the decision.

Controlled all aspects of this railway station's construction site.

The regulations of the work zone which can be governed by the advancing report have been regulated.

1.2 Corrective Actions Undertaken This Reporting Period

Summary of Performance Overall

There was a delay in material transportation to the respective site due to the remote location of the railway shed. To tackle this issue, locally available materials were used and temporary manufacturing plants were built in nearby towns.

Due to construction work,various types of construction equipment and machinery were kept in open which were dangerous for the pedestrian traffic. In order to deal with this issue, a temporary equipment storing facility was built on site.

Due to the high temperature and heat wave, the health of construction workers could have been an issue, therefore, a proper health management plan of a 20 minute break after every 3 hours was implemented.

The dust from construction work as well as the debris was seen as a major problem for the ongoing passenger traffic; therefore, the debris was put in the temporary storage facility built nearby the site.

Minor design changes were made in the drawings by the stakeholder due to financial issues but those design changes were completed in respective time with negligible effect on the project.

2.0. Benefits Status since the last report

Benefits Key Performance Indicators Current Status Comment

Accommodation of more number of passengers Rise in accommodation of passengers by 20% by the year 2025. Unchanged All benefits are unaffected by the latest project finalisation delay, and significant events for Key performance indicators measurement techniques are unaffected as well. The project's results are also unaltered.

Safety Enhancements. 12%-15% increase in safety against rainfall and sunlight after the completion of railway shed. Unchanged Railway shed can also be used as a storage facility for older/used trains. 30% less train traffic on railway tracks due to construction of new railway shed by the year 2023. Unchanged Business growth 20% increase in monthly revenue due to selling of food and beverages by the year 2023. Unchanged The Eveleigh building's operating system provided for escape routes in case of emergencies. resulting from the project's lengthy development, which is essentially sent to the higher authority for the project's construction.

3.0 Scope Status

3.1 Work packages completed and approved during this reporting period: progress to date

WBS # Work Package Name

1.1 Opportunity/Problem Found

1.2 Initiative Charter

1.3 Identification of Stakeholders

1.4 Project given the go-ahead

2.1 Scope Control

2.2 Creating a schedule

2.3 Designing of railway shed structure

2.4 Project Management Plan

2.5 Project Budget

2.6 Human Resources Plan

2.7 Plan for Managing Stakeholders

2.8 Plan for Communications

2.9 Plan for Managing Risk

2.10 Plan for Managing Quality

2.11 Management Plan for Procurement

2.12 Plan for Waste Management

2.13 Detailed documentation of the Design

3.1 Opening project meeting

3.2 Confirm the needs for on-site resources

3.3 Selection of Subcontractor

3.4 Assistance Services

3.5 Requirements for System Loading

3.6 Design for Temporary Works

3.7 Work Method Declarations

4.1 Acceptance of subcontractor materials in Eveleigh

4.2 Acceptance of Temporary Works Materials in Eveleigh

During the fiscal quarter, the very next scope changes were approved.

3.2 Scope changes since the last report:

Due to the technical errors made by the engineering team during the preliminary reports where the engineering team did not properly calculate the actions of wind pressure as well as the soil strength, new technical reports were made with proper calculations which lead to change in the grade of steel from medium strength to high strength steel. This report was signed and approved duly by the project engineer.

As mentioned in the point above, due to miscalculations by the engineering team, the selection of the cement grade for the construction of the sub structure/foundation was also wrong. This was also changed as soon as the correct calculated reports were made by the team. This report was also approved and signed by the project manager and changes in the design structure were done on time.

The construction of this railway shed was undertaken by Charles Reynolds Pvt LTD, which included the labors contract as well. In later meetings held between the contractor and the stakeholder, it was decided and approved by the authoritiesto purchase labor insurance for the safety and security of the labors. This additional purchase increased the labor cost from $20000 to $32000 for the entire project length.

In any construction project the initial step is to clear out the unwanted things like trees and shrubs from the construction site. In order to clean the surface before the commence of the construction, a contract was given to Charles Reynolds Pvt LTD which was approved by the project manager and later included in the project budget.

3.3 Tasks or Work Packages that must be finished by the following reporting period

KPI has been managed with a 10% decrease in potential risk events for future references. All cost adjustments are made during cost estimation. A 12% improvement in facilities and quality levels. The most recent project completion delay has no impact on any benefits, and it has no bearing on significant events used to measure KPIs. The results of the project remain unchanged. The project elements that have been involved in the precise building of this train shed at the Eveleigh Railway will identify the entire human resource. The project planning has been accurately identified, and each of the criteria is a necessity. The project structure of the train shed can be determined using the necessary elements in this assessment. Another thing is that the HR team has been in charge of this project's project planning. With an emphasis on quality work, the project progressed while taking into account all of the engineers' responsibilities. By assigning the proper accomplishments to the proper studies and monitoring the fundamental details, the overall details have been managed.

The work packages and related tasks that are anticipated to be completed during the upcoming reporting period are listed in Table C below.

Table C: Tasks to be finished by the following reporting period

3.9 Site engineer management

3.9.1 Workforce management

3.9.1.3 Schedule approval

3.9.1.4 Risk management of Project

3.9.1.5 Risk of material failure

3.9.1.6 Risk of design failure

3.9.1.7 Risk of life of the workforce

3.9.1.8 Project HR Management

3.9.1.8.8 HR management plan

3.9.1.8.9 Project quality management

3.9.1.8.10 Material Quality management

3.9.1.8.11 Quality management plan

3.9.2 Project completion report

3.9.2.1 project hand over to the Stakeholder

3.9.2.2 Stakeholder Feedback

3.9.2.3 Complete construction report

4.0. Time Status

4.1. Overall Time Performance

Primary Baseline Date of completion (as PM Plan) 29/11/2022

Forecast final report date of completion 10/11/2022

Estimated Date of Closure for This Study 15/11/2022

Baseline vs. Forecast Closure Date Variability 5 Days

Comments

The additional scope endorsed under section 4.3 has caused a 2-day delay throughout the endeavour. Early beginning and early completion of project tasks that were already finished or in progress helped to cut this delay from two days to just one. Section 5.3 provides more information about work package period movements.

The "ballasted railway track" has been expanded to include components for this project. The implicit benefits of the other methods have been indicated for the Eveleigh train shed area. The specific structure of this construction is the result of the overall fundamental thing to get the overall effect. This construction system was necessary due to other interacting circumstances. The Waterloo railway station's overall projects are managed by the system of the quality control team. The entire workflow in the construction of the train shed can be organised with the alternative part of the fundamental requirement. The management team has managed using a variety of concepts, abilities, techniques, and knowledge. Installing the specific changes can be handled as part of the overall process, which will be carried out in the Waterloo Railway train shed area by skilled engineers or workers. The issue with this Australian train shed's fundamental condition was brought about by the overall construction planning, but it was disconnected by potential conflicts.

4.2. Detailed Time Performance

Table D provides an overview of the current situation in relation to the work packages. The following significant changes are described:

3.4 Assistance Services: -14 days of transformation. This modification results from the power station shipment for the scope of works changing.

Work Method Declarations (3.7) 13 days have changed. Because the addition of the wagon covering setup work method statement to the work's scope of work, this functional unit will take longer to complete.

3.8 Installation of Temporary Works: Transition +12 Days. The early start is to blame for the lengthened duration of this work scope.

The workers can select appropriate strategies to be followed properly while constructing the project.

The various changing decisions that are applied to this project would have continued the overall project for the construction.

Changing the area analysed using the fundamental standards that are decided upon for the appropriate system of the various strategies.

In this instance, the system was made possible by the fundamental possibilities that could satisfy the other requirements. The operating system of the Eveleigh building allowed for emergencies where they could flee the situation arising from the length of the project's development, which is essentially forwarded to the project's construction's higher authority.

Table D Detailed Time Performance

WBS # Task Name Baseline Start Baseline Finish Actual Start Actual Finish Duration Variance % Complete

0 Train Shed Construction Mon 22/08/22 Fri 11/29/22 Mon 22/08/22 NA days 50%

1 Project Initiation Mon 22/08/22 Mon 17/10/22 Mon 22/08/22 Mon 17/10/22 0 days 100%

1.1 Meeting with co-workers Mon 22/08/22 Tue 23/08/22 Mon 22/08/22 Tue 23/08/22 0 days 100%

1.2 Objective declaration Mon 24/08/22 Mon 24/08/22 Mon 24/08/22 Mon 24/08/22 0 days 100%

1.3 Surveying on the site Tue 25/08/22 Thu 27/08/22 Tue 25/08/22 Thu 27/08/22 0 hrs 100%

1.4 Detailed planning according to the survey Fri 28/08/22 Mon 31/08/22 Fri 28/08/22 Mon 31/08/22 0 days 100%

2 Detailed communication on the planning Tue 01/09/22 Wed

02/09/22 Tue 01/09/22 Wed

02/09/22 0 days 100%

2.1 Designing of steel shade structure Wed 03/09/22 Wed 12/09/22 Wed 03/09/22 Wed 12/09/22 0 days 100%

2.2 Detailed documentation of the design Thu 13/09/22 Sun 17/09/22 Thu 13/09/22 Sun 17/09/22 0 days 100%

2.3 Project cost management Mon 18/09/22 Thu 30/09/22 Mon 18/09/22 Thu 30/09/22 0 days 100%

2.4 Estimation of the structure Fri 19/09/22 Sun 21/09/22 Fri 19/09/22 Sun 21/09/22 0 days 100%

The system of the quality control team is used to manage all of the projects for the Waterloo railway station. The management group has operated using a range of ideas, skills, methods, and information. The overall process will be carried out in the Waterloo Railway train shed area by qualified engineers or workers, and the installation of the specific changes can be handled as part of that process. The overall construction planning was what caused the fundamental problem with this Australian train shed, but potential conflicts caused it to be disconnected.

5.0. Cost Status

5.1. Overall Cost Performance

Budgetary Baseline Initial (as in PM Plan) $ 220,850

Estimated Final Cost - Most recent Report $ 220,850

Estimated Total Cost for This Report $241,060

Baseline vs. Forecast Final Costs Variance $20,530

Comments

The $20,530 total of authorised change requests listed in Table E below serves to offset some of the variability. The residual overrun results from a mix of underspending on certain work items and overspending on project assistance because onsite activities got underway early. Whenever the wagon components cannot be managed to recover, increased money from the endeavour contingency stipend will be needed to cover this funding gap. Rescheduling efforts are in progress to lessen the effects of this anticipated overrun.

Table E Approved Change Requests

Change Request Number Title Projected Expense impact

1a Project planning $5,000

1b Project support $5,000

2a Engineering $4,530

2b Pre-shutdown $4,000

3 Initial shutdown $2,000

Total Approved Change Requests $20,530

5.2 Detailed Cost Performance

In comparison to the initial Project Management Strategy baseline cost, Table F shows the cost achievement for each work package based on actual costs incurred to date and anticipated costs to finish. The real and predicted costs each week are compared to the benchmark cost forecast throughout Figure A - Working Capital Report so that the financial department can obtain enough funding to pay the contractor receipts when they are submitted.

Table F Detailed Cost Performance

Approximate Cost

Project preparation $ 60,000.0

Project assistance $ 235,000.0

Engineering process $70,000,00

Pre-shutdown process $ 250,000,00

Initial shutdown process $ 80,000.00

Main shutdown process $ 556,000,00

Pre-commissioning process $ 90, 000,00

Post shutdown process $ 2,545,000

WBS # Task Name Baseline Cost ($) Actual Cost to Date ($) Forecast to Cost ($) Cost Variance ($)

1 Project Initiation $5,380.00 $5,380.00 $5,380.00 $0.00

1.1 Problem or Opportunity Identified $0.00 $0.00 $0.00 $0.00

1.2 Visa $ 650 $ 300 $ 700 $0.00

1.3 Accommodation $548 $200 $600 $0.00

1.4 Long term benefits $231 $150 $250 $0.00

2 COST $1,213 $950 $1,560 $0.00

2.1 Fess $2,323 $1,900 $2,700 -$2,345.00

2.2 WAGES $4,232 $3,400 $4,900 $0.00

2.3 The cost of the charge $5,3243 $4,0021 $5,7890 $54

2.4 Insurance $3,210 $2,100 $3,920 $30

2.5 Transport $3,231 $1,990 $3,789 $3,001

2.6 Maintenance $5,300 $2,600 $5,900 $290

2.7 Operating expenses $1,600 $1,090 $1,800 $160

2.8 Food $200 $200 $200 $200

2.9 Water $2,500 $500 $2,700 $340

2.10 Medical facility $300 $400 $30 $30

2.11 Electricity $600 $500 $100 $60

2.12 Production $100 $600 $100 $100

2.13 Meal $300 $500 $300 $300

3 Risk management $100 $500 $100 $100

3.1 Internet service $300 $600 $300 $300

3.2 The maintenance $300 $700 $300 $300

3.3 Security charge $1,000 $500 $1,490 $100

3.4 The overall wages $4,000 $2,300 $3,000 $340

3.5 Monthly salary $1,500 $1,000 $1,500 $150

3.6 The quality control $2,500 $2,300 $2,500 $250

3.7 Security wages $500 $500 $500 $500

3.8 The parking zone fees $1,100 $1,200 $1,600 $110

3.9 Other transportation cost $2,000 $2,200 $2,300 $200

3.10 Rent expenses $1,000 $1,000 $1,200 $100

3.11 The travel expenses $1,000 $1,200 $1,100 $100

3.12 Heat $2,000 $2,000 $2,000 $200

3.13 Refrigerator $2,000 $2,300 $2,000 $200

3.14 Microwave $3,000 $3,300 $3,000 $150

3.15 Appliances $1,000 $1,900 $1,600 $120

3.16 Tables and chairs $2,000 $1,000 $2,200 $110

Anticipate Final Cost $ 220,850 $140,060 $241,060 $ 20,830

Approved Requests for Change (Funded via contingency draw down) $23,530

Present Forecast Overrun $15,337

6.0 Review of Team Performance

Over the period of the initiatives, communication between members of the project team has improved, and group members are now more likely to approach governance with concepts, concerns, as well as suggestions. Through daily communication, a dual overview of the proposed change project specifications, and the exchange of information about on-site capabilities and resources needed to finish all hardware installation, facility maintenance technicians and offsite technicians have effectively collaborated to reduce the delays throughout the project resulting from the purview of the hardware installation work. There have been no safety or health-related reported incidents throughout this time period, and no bad performance concerns have been noted.

The main component of the overall communication programme has been covered in the team management planning during the communication planning for the train shed. The governing factors have made it extremely important to manage the fundamental values in project tracking. Another thing is that the project planning for this project was handled by the human resources team. With an emphasis on quality work that could be finished while taking into account all of the engineers' responsibilities, the team managed all of the projects. This ensured that different quality management systems would report on the fundamental requirements. By assigning the proper accomplishments to the proper studies and monitoring the fundamental details, the overall details have been managed. Applying the theoretical writings to the site's actual, physical reality is the site implementation process's main step. Cost control for any project can be observed throughout the development process. By fulfilling this requirement, the supply of the materials needed for this project's development will be started. The overall framework will be compared to the released budget's fundamental position, which is well maintained by the range of the higher spending budgets.

Because the right circumstances make a significant difference, an approximate data set of this train shed's construction will be charged to the project's building capacity. For the overall position that can be suggested by various budgetary frameworks for the construction of the Eveleigh train shed, the experts have preserved all the fundamental standards. The entire management team can be connected to this through the fundamental conditions. The proper criteria for these fundamental features have been announced for development in this project. This would be arranged as part of the construction project's development via meetings, applications made, government regulations calls to the phone, used technical software, risk assessment and upkeep of the project.

The project components that have been concerned with the specific construction of this Eveleigh railway train shed will identify the entire human resource. The project planning has been properly identified, and all of the criteria are essential skills that must be needed. The necessary components in this assessment can be used to identify the project structure of the train shed. The HR team has also been in charge of project planning for this project, which is another thing. The team oversaw all the projects with a focus on quality that could be completed while taking into account all of the engineers' responsibilities. This guaranteed the fundamental requirements that various quality management systems would report. The overall details have been managed through the right accomplishments that are assigned to the right study while keeping an eye on the fundamental details.

7.0 Stakeholders Status

Stakeholder management that is acknowledged by sharing the planning with the stakeholders and getting their understanding through their requirements for reasonable expectations. The construction plan would take the needs of the passengers into careful consideration. This has been the overarching standard that is required for the fundamental growth of the project railway shed construction. The work of the stakeholders has been served as an illustration of the management of stakeholder planning. The fundamental project can be used to play the overall policy. The various roles of the railway shed construction have been used in this section to process the as a whole thing. The appropriate outlines that are properly documented with the other documents and the project expectations have preserved the overall condition. The new measures can be employed by a stakeholder management. This plan serves as the framework for a venture that can interact with the various requirements. The project management plan has been examined in light of the expectations of the stakeholders who will be affected by its development. Effective management has resulted in a distinctive identification which is specifically acknowledged with the structured procedures that may have an effect on the pertinent data that essentially contributes to the correct identification inside the future resources planning. The success of the project essentially controls the general environment.

7.1. Stakeholder issues that have eventuated since last report

During the period ending, a union correction of the entrance was delivered on the project's initiation; neither the project members nor the union president objected.

The Eveleigh Railway Operators have experienced significant disruptions and operational problems as a result of project tasks. Due to this, their project's outlook has altered from favourable to adverse.

Site walk-throughs and strict adherence lookaheads are provided at prestart conferences to manage this.

The extremely early decrease in manufacturing is the result of the early solitude of wagon-fitted materials. Customers of affected freshwater resources have been made aware of this amended

7.2. Stakeholder issues that need to be addressed in the following reporting period

To limit the effects on daily operations, decrease the likelihood of disruptions to the overarching Eveleigh Project timeline, and decrease customer complaints to top leadership, ongoing water shortages must be carefully watched with daily customers (Civil, Mechanical, and Electrical contractors, and Batch Plant).

7.3. Status of and comments on stakeholder actions

Key Reports or meetings Who to obtain Frequency Method

To the project's construction, apply the organisation in charge of building the train shed. Once Email

Project management strategy Supervisor By the websites

Bills with several other payments the organisation in charge of building the train shed. Once By blackboard

Project strategy Supervisor Once Email

Approval HR Team In the case emergency situation. Email

Financial safety Supervisor Twice Email

Visa Supervisor If required Email

Security fund Supervisor In the beginning Email

Salary obtained the organisation in charge of building the train shed. the superior authority Email

Stakeholder Stake/Interest Action Responsibility By When Status

The workers

high/high

To their define success perseverance achieve the degree Throughout the project's duration The workers family

high/low

the overall project success Contribution Output the quality at the month's end Supervisor

high/high

Success Preparation achieve the degree Throughout the project's duration Economical coordinator

high/high

Stability Economical Matter Financial reporting Throughout the project's duration The medical insurance

low/low

Output the quality Coordinator Solving issues at the month's end Management

high/high

Departmental Supervision achieve the degree at the month's end Transport

low/low

Output the quality Coordinator achieve the degree Throughout the project's duration Security

low/high

Management of the policy Coordinator achieve the degree at the month's end Engineers high/high

Stability Supervision Solving issues at the month's end Project users

high/low

Department Maintenance Financial reporting Throughout the project's duration

8.0. Risks Status

8.1. Issues/Risks that have materialised since the last report

New risks related to The workers' enrolment (Risk No. 2) and the work period (Risk No. 3) have been recognised during this time. Installing safety hardware to safeguard members of the team and altering the ceiling removal process are two ways to address these risks. Both mitigation strategies are now being implemented.

The risk register records any additional modifications to the risk level. Dates that must be met by have been revised to reflect the current project timeline.

8.2 Risks/Issues that need attention in the upcoming reporting period

Project success: Constantly keeping an eye on the setup and ability to handle of railroad waggons to lower the risk of failure.

Construction of a railway shed acquisition procedure: daily activity oversight, quality assurance through checking, and administration of testing phase.

Simultaneous activities: To prevent delay in the project, daily management should be done by clearly visible governance on the job site and thorough project schedule alerts to all impacted work teams.

The goals of project planning must lower the required capacity for preventing the occurrence of all risks. Probability can be involved with the addition of this project's construction. This is the process for determining any tasks that might be more important than the project of constructing the train shed. Risk management is the process of assessing each project-related risk that can be located. By taking into account how each project has performed and how the goals have changed, this process will take into account the entire analysis. The risk system of the other works that convert in the other parts can convert the risk. The objectives are changed as a result of the risk analysis in this process. The risk management addresses scheduling issues, budget creep, and communication issues. The project builders can control all potential risks that might have an impact on the project using this process. The project's timing issues will be reduced by the risk analysis.

There are some procedures that can be used in different contexts.

Plan: Through this process, the overall project can determine what is needed to create risk projects.

Categorized risk: This would analyse all the features and allocate resources toward the project's potential risks.

Implementation: Codifying with additional risks for future analysis that may contribute to project evaluation with potential.

Analysis: the effects of the recognised risks that have been identified and are associated with other conditions.

Risk designs: The procedure that can advance with other choices and emerges with various project movement scopes.

Controlling: to maintain the risk factors that could be differentiated from those that pose a significant threat to the growth of construction projects.

7.3. Risk Treatments Status/Comment

The ratings of risk Significant Minor Moderate Major Catastrophic

Highly suitable Medium Medium High Extreme Extreme

Suitable Low Medium High High Extreme

Possible Low Medium Medium Medium High

Unsuitable Low Low Medium Medium Medium

Highly Unsuitable Low Low Low Low Medium

# Risk Event Likelihood Consequence Rating Treatment Responsible

Officer By Date Status

1 The employees

Possible Moderate GOOD Establish through appropriate work Supervisor 2 the hiring of new employees

Likely High Very well opportunities to be seized Supervisor In progress

3 The duration of the project

Possible high Very well Establish through appropriate work Authority In progress

4 The success of the project

Possible moderate good behaviour of the employee Supervisor 5 Outcomes

Likely High Very good During the time Supervisor In progress

6 Obtaining process

Possible High Very good Establish through appropriate work Supervisor In progress

7.4 Quality Register

Planning: In this project, the essential qualities that would be standardised by the project sustainability criteria will define the overall project.

Assurance of quality: This train shed project was developed in a way that it can function by paying attention to the fundamentals of the procedure. This would be kept in mind when performing in other suitable circumstances that would be managed by the processing's fundamental values. When building this train shed, the appropriate process for monitoring overall quality actions should be followed.

WBS # Product Name The Criteria of Quality Acceptance Quality Check Process Quality Checker Quality Checker Quality check result

1 The construction of railway shed The weightof unit Share strength Organizational coordinator Supervisor Accomplished

2 The construction of railway shed The weightof unit Share strength Authority Supervisor Accomplished

3 The construction of railway shed The weightof unit Share strength Organizational coordinator Supervisor Accomplished

4 The construction of railway shed The weightof unit Share strength Organizational coordinator Supervisor Accomplished

5 The construction of railway shed The weightof unit Share strength Authority Supervisor Accomplished

6 The construction of railway shed The weightof unit Share strength Organizational coordinator Supervisor Accomplished

8.0 Lessons Identified

What went well in this reporting period.

Due to thorough tender packages created by the onshore engineers as well as contract manager, the railway wagon setup subcontract was awarded on time and with minimal clarification requests from the bidders.

Despite high quantities from the Eveleigh Railway Shed Project, early notice to the warehouse staff did not cause delays throughout the movements of components to the job site.

Areas for improvement in this reporting period

The risks related to the railway shed stability all through lifting operational processes and the potential danger to workers from falling objects may have been noted when in an initial site visit by the hardware setup expert. The duration of the project and cost have gone above the endeavour baselines due to the risk mitigation controls.

END OF DETAILED PROGRESS REPORT

Cover PageAssignment

7372351397000

ASSIGNMENT 4

Title:

REFLECTIVE REVIEW OF PMBOK KNOWLEDGE AREAS

Name: Raymond Gard

Student Number: 09635582

Unit Name: Project Management Integrated Project (PRJM 6009)

Email Address: R_D_GARD@HOTMAIL.COMDate Submitted: 1/6/2018

Word Count: Curtin University

Declaration:

I have retained a copy of this assignment and understand that the University accepts no responsibility for lost work.

Ray Gard

25/5/2017

Table of Contents TOC o "1-3" h z u Cover Page PAGEREF _Toc483937299 h iTable of Contents PAGEREF _Toc483937300 h iiTable of Figures PAGEREF _Toc483937301 h iii1Introduction PAGEREF _Toc483937302 h 12Risk PAGEREF _Toc483937303 h 22.1Reflection PAGEREF _Toc483937304 h 22.2Literary Review & Analysis PAGEREF _Toc483937305 h 32.2.1Risk and the Project Manager PAGEREF _Toc483937306 h 32.2.2Risk Allocation PAGEREF _Toc483937307 h 32.2.3Risk Avoidance PAGEREF _Toc483937308 h 42.2.4Risk Reduction PAGEREF _Toc483937309 h 42.2.5Risk Transfer PAGEREF _Toc483937310 h 53Human Resources PAGEREF _Toc483937311 h 63.1Reflection PAGEREF _Toc483937312 h 63.2Literary Review & Analysis PAGEREF _Toc483937313 h 63.2.1Matrix Structure PAGEREF _Toc483937314 h 63.2.2Staffing PAGEREF _Toc483937315 h 73.2.3Self-Leading Teams PAGEREF _Toc483937316 h 74Stakeholder Management PAGEREF _Toc483937317 h 94.1Reflection PAGEREF _Toc483937318 h 94.2Literary Review & Analysis PAGEREF _Toc483937319 h 104.2.1Identification PAGEREF _Toc483937320 h 104.2.2Interest PAGEREF _Toc483937321 h 104.2.3Proximity PAGEREF _Toc483937322 h 114.2.4Impact PAGEREF _Toc483937323 h 115Scope Management PAGEREF _Toc483937324 h 135.1Reflection PAGEREF _Toc483937325 h 135.2Literary Review & Analysis PAGEREF _Toc483937326 h 135.2.1Scope Identification PAGEREF _Toc483937327 h 135.2.2Scope Creep PAGEREF _Toc483937328 h 146Conclusion PAGEREF _Toc483937329 h 167Bibliography PAGEREF _Toc483937330 h 17

Table of Figures TOC h z c "Figure" Figure 1 An example of the Bourne and Walker (2005) stakeholder circle PAGEREF _Toc483937020 h 15

IntroductionThe project undertaken for course work was the construction of a family home in Woodlands. The project was adopted just prior to the installation of utility rough-in during foundation construction. The property was initially purchased by the homeowners (sponsor) mid 2013 with the view of building their dream home. The sponsor moved into the property, from the eastern states, and began concept planning in January 2014. As the concept solidified multiple builders were interviewed and the decision not to proceed with a design-construct builder was made due to the understanding that it would be ultimately prove more expensive to build using this method. Architects were subsequently interviewed and a concept plan was generated for receiving builder quotes.

The builder initially awarded the project was terminated due to the sponsors perception of failing to communicate adequately. The sponsor lost initial deposit (in the order of $20,000) and the residence construction rebid with new plans trying to elicit a lower price. The sponsor obtained demolition permits for the original house in early November 2015 and took up residence in a nearby rental property (at $2800 per month) to ensure that the family maintained a local area connection. Actual demolition occurred in February 2016. Subsequent delays caused by ineffective Sponsor planning and the order of execution regarding site retaining wall obligations and house plan changes further delayed construction by more than a year and a half. This has resulted in the Sponsor to haemorrhaging money for every little change made to plans post initial council submission. Under project management counsel, the author, the sponsor turned over all permit applications and design changes back to the builder and architect. This has seen permit approval time reduce and the project move forward into the construction phase. The ultimate cause for delay prior to construction was scope definition and change.

Even though the build has commenced there has been a palatable frustration of the sponsor in regards to communication. This resulted in, once project management commenced, the establishment of formal meetings that allowed the sponsor to air grievances, questions and concerns allowing the builder and architect to respond fully in a regulated, controlled environment.

Some concerns that have arisen during the project management phase are the continuing ignorance of the sponsor not to resolve risks. It is as though the sponsor is only reactive to the events and not proactive in prevention. A good example is theft from site; no site fence has been installed, similarly with variations to scope. In this regard there seems to be no clear understanding, by the sponsor, that any change that is made to the scope of work increases the cost for the project, while they see the cost spiralling, the sponsor does not clearly see the link between the two. While both sponsors are in well-paying jobs, financial resources are not bottomless.

During the project so far, completion will occur after the course has finished, several areas of concern have been identified as learning points, they being risk management, human resources management, stakeholder management and scope management. The project was severely wallowing prior to the commencement of project management, and although not fatalistically so, the project, if continued along its previous trajectory would have allowed for a fantastical displacement of financial resources due to sponsor ineptitude due to lack of planning and management of times and resource allocation.

This assignment is going to review the four identified learning areas, state the current situation along with any hindrances and review the available literature determining what actions, procedures or theory were correctly or incorrectly applied and what could be undertaken differently for future projects.

RiskReflectionThe construction of a family home from concept to keys allows for the adoption of a substantial amount of risk by multiple parties. Risk is allocated, by contract to the builder, architect, structural engineer, council permits department and the trades undertaking the work. Yet the majority of the risk (albeit financial in nature) is still adopted by the project sponsor. In the case at hand, the sponsor didnt develop a risk management plan until one was generated through the development of the Project Management Plan ADDIN EN.CITE <EndNote><Cite><Author>Gard</Author><Year>2017</Year><RecNum>543</RecNum><DisplayText>(Gard 2017c)</DisplayText><record><rec-number>543</rec-number><foreign-keys><key app="EN" db-id="xwds00px8a9rebeteps595ekw55x9p90s9ax" timestamp="1496148623">543</key></foreign-keys><ref-type name="Thesis">32</ref-type><contributors><authors><author>Gard, Raymond</author></authors><tertiary-authors><author>Charlie Reynolds</author></tertiary-authors></contributors><titles><title>Project Management Plan</title><secondary-title>School of Built Environment</secondary-title></titles><pages>49</pages><volume>Masters of Projet Management</volume><dates><year>2017</year><pub-dates><date>April, 2017</date></pub-dates></dates><pub-location>Bentley, WA</pub-location><publisher>Curtin University</publisher><work-type>Assignment</work-type><urls></urls></record></Cite></EndNote>(Gard 2017c). During the course of the project it came to light that the builder was consulting a bankruptcy accountant. The development of the risk management plan was fundamental in highlighting the risk of the trades or builder going bankrupt during the build, and the plan provided an appropriate treatment; the project sponsor to undertake the purchase of building construction insurance. The build is currently in progress albeit with a dark cloud forming over builder. The Sponsor is satisfied that there is ample coverage in the event that the builder does go belly up to transfer the project to another builder. Two other major risks have been identified: variations to scope and theft from site. Yet the sponsor appears overly confident that there will be no further upset and in the event that there is, the risk management plan is adequate enough insurance, and not the treatments recommended and specified.

Literary Review & AnalysisThe following excerpts are from ADDIN EN.CITE <EndNote><Cite AuthorYear="1"><Author>Gard</Author><Year>2017</Year><RecNum>515</RecNum><DisplayText>Gard (2017a)</DisplayText><record><rec-number>515</rec-number><foreign-keys><key app="EN" db-id="xwds00px8a9rebeteps595ekw55x9p90s9ax" timestamp="1496022988">515</key></foreign-keys><ref-type name="Thesis">32</ref-type><contributors><authors><author>Raymond Gard</author></authors><tertiary-authors><author>Dr James Alexander</author></tertiary-authors></contributors><titles><title>Identification and analytical approaches in risk management for project managers in construction</title><secondary-title>School of Built Environment</secondary-title></titles><volume>Masters in Project Management</volume><dates><year>2017</year><pub-dates><date>May, 2017</date></pub-dates></dates><pub-location>Bentley, WA</pub-location><publisher>Curtin</publisher><work-type>Literature Review</work-type><urls></urls></record></Cite></EndNote>Gard (2017a):

Risk and the Project ManagerRisk is the deviation from plan that causes an uncertainty of outcome in the project, ADDIN EN.CITE <EndNote><Cite><Author>Miller</Author><Year>1992</Year><RecNum>1</RecNum><DisplayText>(Miller 1992)</DisplayText><record><rec-number>1</rec-number><foreign-keys><key app="EN" db-id="d95p50srdav9z5e9tr4v9w259wa2p2dt2exe" timestamp="1493952800">1</key></foreign-keys><ref-type name="Journal Article">17</ref-type><contributors><authors><author>Miller, Kent D.</author></authors></contributors><titles><title>A Framework for Integrated Risk Management in International Business</title><secondary-title>Journal of International Business Studies</secondary-title></titles><periodical><full-title>Journal of International Business Studies</full-title></periodical><pages>311-331</pages><volume>23</volume><number>2</number><dates><year>1992</year></dates><isbn>1478-6990</isbn><label>Miller1992</label><work-type>journal article</work-type><urls><related-urls><url>http://dx.doi.org/10.1057/palgrave.jibs.8490270</url></related-urls></urls><electronic-resource-num>10.1057/palgrave.jibs.8490270</electronic-resource-num></record></Cite></EndNote>(Miller 1992). If the risk event is substantial it can deviate a project from its plan enough to cause it to fail. The PMs ultimate goal is to ensure the successful coordination and completion of a project ADDIN EN.CITE <EndNote><Cite><Author>Ahsan</Author><Year>2013</Year><RecNum>13</RecNum><DisplayText>(Ahsan, Ho and Khan 2013)</DisplayText><record><rec-number>13</rec-number><foreign-keys><key app="EN" db-id="d95p50srdav9z5e9tr4v9w259wa2p2dt2exe" timestamp="1493965762">13</key></foreign-keys><ref-type name="Journal Article">17</ref-type><contributors><authors><author>Ahsan, Kamrul</author><author>Ho, Marcus</author><author>Khan, Sabik</author></authors></contributors><titles><title>Recruiting Project Managers: A Comparative Analysis of Competencies and Recruitment Signals From Job Advertisements</title><secondary-title>Project Management Journal</secondary-title></titles><periodical><full-title>Project Management Journal</full-title></periodical><pages>36-54</pages><volume>44</volume><number>5</number><keywords><keyword>project manager</keyword><keyword>competencies</keyword><keyword>project manager job</keyword><keyword>content analysis</keyword></keywords><dates><year>2013</year></dates><publisher>Wiley Subscription Services, Inc., A Wiley Company</publisher><isbn>1938-9507</isbn><urls><related-urls><url>http://dx.doi.org/10.1002/pmj.21366</url></related-urls></urls><electronic-resource-num>10.1002/pmj.21366</electronic-resource-num></record></Cite></EndNote>(Ahsan, Ho and Khan 2013).

The coordination of the project started just prior to the slab being poured for the house construction. Prior to this point the sponsor was disorganised and did not have a clear path forward for the development of the project. This is where the author, as project manager, stepped in and began organising the project to ensure seamless transitions and the creation of vital plans and timelines that allowed a clear direction and identification of risks within which to move the project forward. The first item that needed to be reviewed was the associated risks.

Risk AllocationThe type of risk management approach that is undertaken on a project is dependent on how responsibility is assigned through contractual obligations PEVuZE5vdGU+PENpdGU+PEF1dGhvcj5Ba2ludG95ZTwvQXV0aG9yPjxZZWFyPjE5OTc8L1llYXI+

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