SCHOOL OF Engineering, Design, and Built Environment
1908175-53975000
SCHOOL OF Engineering, Design, and Built Environment
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Assignment group: Lecturer or Tutor name:ASSIGNMENT DETAILSTitle:Length:Due date:Date submitted:Home campus (where you are enrolled):DECLARATION-66675-94615
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I hold a copy of this assignment if the original is lost or damaged.
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Note: An examiner or lecturer / tutor has the right to not mark this assignment if the above declaration has not been signed.
Cover page
List the names of your group members and student ID numbers on the assignment cover sheet above Completion plan.
Groups should create an attractive cover page with images of their project proposal.
Document formatting requirement:
All tables and figures must be captioned and include the source of the image. For example:
For snapshots of drawings, the drawing number must be stated. E.g.:
Figure 1: Building A construction schedule (Drawing no. A-01)
For photos taken by the group, include the photo date. E.g.:
Figure 2: Plan view of block model (Photo taken by RP 28/8/18)
All photos not taken by the group must have info on where you obtained the image. E.g.:
Figure 3: Precast industrial wall system (CIA Precast)
All other images must include a citation in Harvard WSU format. E.g.:
Figure 4: Typical precast wall to roof connection cross-section (Prasad 2015)
PROJECT MANAGEMENT PLAN
<PROJECT NAME>
COMPANY NAME STREET ADDRESS CITY,
STATE POST CODE DATE
TABLE OF CONTENTS
TOC o "1-3" h z u 1INTRODUCTION PAGEREF _Toc128479469 h 72PROJECT BASELINES 15 marks PAGEREF _Toc128479470 h 72.1 PROJECT SCOPE BASELINES AND WORKBREAKDOWN STRUCTURE (WBS) 5 marks PAGEREF _Toc128479471 h 72.2 PROJECT SCHEDULE BASELINES 5 marks PAGEREF _Toc128479472 h 72.3 PROJECT COST BASELINES 5 marks PAGEREF _Toc128479473 h 83PROJECT SUBSIDIARY PLANS (each plan has been clarified by following the processes/steps of project management, 7.5 marks for each section) PAGEREF _Toc128479474 h 83.1SCOPE MANAGEMENT PLAN PAGEREF _Toc128479475 h 83.2COST MANAGEMENT PLAN PAGEREF _Toc128479476 h 93.3PROCUREMENT MANAGEMENT PLAN PAGEREF _Toc128479477 h 93.4SCHECULE MANAGEMENT PLAN PAGEREF _Toc128479478 h 103.5Building Information Modelling for Construction Management PAGEREF _Toc128479479 h 113.6RISK MANAGEMENT PLAN PAGEREF _Toc128479480 h 113.7QUALITY MANAGEMENT PLAN PAGEREF _Toc128479481 h 113.8COMMUNICATIONS MANAGEMENT PLAN PAGEREF _Toc128479482 h 123.9STAKEHOLDER MANAGEMENT PLAN PAGEREF _Toc128479483 h 123.10HUMAN RESOURCE MANAGEMENT PLAN PAGEREF _Toc128479484 h 124Conclusion PAGEREF _Toc128479485 h 135REFERENCE PAGEREF _Toc128479486 h 13
INTRODUCTIONThe Introduction provides a high level overview of the project and what is included in this Project Management Plan. It provide more detail information than executive summary.
Project background
Project information: budget, time, and scope etc.
Project charter
PROJECT BASELINES 18 marks
This section is where you can give a quick introduction regarding what is included in the project baselines.
2.1 PROJECT SCOPE BASELINES AND WORKBREAKDOWN STRUCTURE (WBS) 6 marksAn introductory paragraph in this section which state the scope of the project in this section.
the approved project statement the key elements should be included 2 marks
the work breakdown structure (WBS) - incl. definition, level of structure and the associated WBS dictionary 2 marks
Provide a summary list of scopes included in the project 1 mark
2.2 PROJECT SCHEDULE BASELINES 6 marks
An introductory paragraph in this section which talks about the start date, finish date, project duration, and the major milestones (with duration)
Provide a summary list of milestones including dates for each milestone 2 marks
A preliminary project schedule created in Microsoft Project. A rough schedule can be exported from the MS Project file 3 marks
Milestone Description Date
2.3 PROJECT COST BASELINES 6 marks
This section contains the cost baseline for the project. Cost management will be based on this baseline.
State the preliminary cost of the project in this section. The preliminary cost should include but not limit to construction cost, contingency, land acquisition, professional fees and other cost and charges. Please include the reference of the calculation of relevant fees 3 marks
The cost could be listed out according to the milestones 2 marks
PROJECT SUBSIDIARY PLANS (each plan should be clarified by following the processes/steps of project management, 9 marks for each section)This section is where you can give a quick introduction regarding what plans are included in the subsidiary plans to fit to your project.
SCOPE MANAGEMENT PLANIt is important that the approach to managing the projects scope be clearly defined and documented in detail. This section provides a summary of the Scope Management Plan in which it addresses the following:
The six processes of scope management
process one and two - Who has authority and responsibility for scope management, how have the requests been collected?
process three and four - How the scope is defined (i.e. Scope Statement, WBS, WBS Dictionary, etc.).
definition
WBS
process five - How the scope is measured and verified (i.e. Quality Checklists, Scope Baseline, Work Performance Measurements, etc.)
process six - The scope change process (who initiates, who authorizes, etc.) and Who is responsible for accepting the final project deliverable and approves acceptance of project scope
COST MANAGEMENT PLANThe Cost Management Plan clearly defines how the costs on a project will be managed throughout the projects lifecycle. It sets the format and standards by which the project costs are measured, reported and controlled. The detailed of cost management plan needs to include a much more detailed cost management procedure and process of cost establishment, checking and controlling magnesium than the baselines. The Cost Management Plan:
Process one plan cost management:
Cost Responsibility: Identify the roles and responsibilities of team members for cost management, including the project manager, cost engineer and others.
Unit of measurement
Level of precision
level of accuracy
Process two - Cost Estimating: Describe the methodologies and techniques used for cost estimating, including the use of historical data, expert judgment, and other techniques.
Process three Budgeting: Outline the processes of budgeting
Process four - Cost Control:
Outline the process for monitoring the project budget
Discuss how variances will be identified, analysed and reported -
How cost performance is quantitatively measured and reported upon - EVM
Identifies who has the authority to approve changes to the project or its budget
Report formats, frequency and to whom they are presented
PROCUREMENT MANAGEMENT PLANThe Procurement Management Plan should be defined enough to clearly identify the necessary steps and responsibilities for procurement from the beginning to the end of a project.
Discuss the 10 steps in the procurement Policy Framework
SCHECULE MANAGEMENT PLANThis section provides a general framework for the approach which will be taken to create the project schedule. This includes the scheduling tool/format, schedule milestones, and schedule development roles and responsibilities.
Identify the list of Schedule Management processes, activities, and tasks that will be defined and implemented to establish and manage the project schedule the six processes and relevant activities
Describe the tools and procedures used to develop, monitor and control the project schedule throughout the project lifecycle.
schedule method
scheduling tool choose that support the selected method
Define the units of measure used for each project resource.
How accuracy that is allowed in your scheduling and how are you going to measure progress? Tips: Do you want your estimates to be plus or minus 50%?25% or even 10%?Depending on project size,are you going to measure work effortin hours, days or weeks?Examples include staff hours and staff days.
Schedule monitoring and control
Describe how the schedule is monitored and compared against the schedule baseline
The Project Management Book of Knowledge (PMBOK) Guide focuses on Earned Value Management (EVM) for measuring and monitoring schedule.
Basic measurements such as Schedule Variance (SV) and Schedule Performance Index (SPI) should be tracked and reported. These are the most typical performance measures and should be captured and tracked.
- how often the schedule will be updated anD reported to project manager
Describe the control thresholds.
Specify and describe the agreed-upon variance threshold that is allowed in the project schedule before some action is necessary. Thresholds are typically expressed in percentages against the baseline.
BUILDING INFORMATION MODELLING FOR CONSTRUCTION MANAGEMENT
Discuss BIM implementation in one of the below topics
BIM for cost management
BIM for schedule management
BIM for communication management
BIM for safety management
BIM for scope management
BIM for site planning
BIM for sustainability analysis
BIM for risk management
Should include:
BIM definition
Explain how BIM can be used for assisting on the specific construction project management topic - the technology, implementation, benefits and limitations
Introduce one commercial software in the market on this specific application
RISK MANAGEMENT PLANLook for the detailed Risk Management Plan, Risk Register along with templates for performing a risk assessment meeting. The processes of risk management.
Process 1: identify risks
What are the specific approaches, tools, and data sources that will be used to perform risk management? Identify potential risks that may impact the project. This can be done by reviewing historical data, consulting with subject matter experts, and brainstorming with the project team.
Process 2: risk analysis
How do you prioritise risks of your project? Once the risks have been identified, analyze their probability of occurrence and potential impact on the project. Use a risk matrix to classify risks based on their likelihood and impact.
Risk Categories (risk register)
Process 3: risk responses Develop a plan for how to respond to each risk. This can include mitigation strategies to reduce the likelihood or impact of the risk, contingency plans to address the risk if it occurs, or acceptance of the risk if it is deemed acceptable.
Roles and responsibility. Who are the teams/individuals responsible for the risk management?
QUALITY MANAGEMENT PLANDiscuss the process you'll use to ensure that the quality of the products from this project meet the requirements.
Quality plan
Quality assurance methods/tools
Quality control methods/tools
COMMUNICATIONS MANAGEMENT PLANThe purpose of the Communications Management Plan is to define the communication requirements for the project and how information will be distributed. The Communications Management Plan defines the following:
Communication requirements based on roles
What information will be communicated
How the information will be communicated
When will information be distributed
Who does the communication
Who receives the communication
You should give considerable thought to how you want to manage communications on this project. By having a solid communications management approach youll find that many project management problems can be avoided. In this section give an overview of your communications management approach.
STAKEHOLDER MANAGEMENT PLANThe Stakeholder Management Plan should be defined enough to clearly identify the responsibility, accountability and involvement of each stakeholder.
It should also identify the influence of stakeholders from project level as well as milestone levels.
The necessary engagement and management approaches should be designed to communicate and work with different stakeholders.
For larger projects or projects with more complicated stakeholders involvements, stakeholder engagement strategic plan should be in place.
HUMAN RESOURCE MANAGEMENT PLANDiscuss the process you'll use to ensure that the resource availability, resource allocation, resource management and performance report regarding human resource management of this project meet the requirements steps of HR management
Discuss how you plan to staff the project. Does your organization have a matrixed management structure? If so, then you'll need to discuss how resources will be procured and managed. Also include the key resources needed for the project organizational structure
ConclusionA Conclusion section thoroughly but briefly summarises the results or main points of your report. A reader should be able to skip the rest of your paper and still know everything important about yourprojectjust from reading theConclusion.
Lessons learned
REFERENCE
Format
Consistency
Construction Project Management Assessment 1
Group Members
Ronell Lazar 22024844
Maistro Chrisafis 22052585
Kristian Panic 20460277
Daniel Charitou 20129558
Laksman Rajenthiran
Daniel Mitic 19865368
EXECUTIVE SUMMARY 1.0
The following report will discuss and navigate the plan to construct the forthcoming Western Sydney International (Nancy-Bird Walton) Airport, which will become a pivotal venture in Australian infrastructure, promising to reshape aviation accessibility, economic development, and regional connectivity. Construction began in 2021, and is expected to be completed in 2026 Located strategically in Badgerys Creek NSW, approximately 44 Kilometres west of Sydney's CBD, this project holds immense promise for Australias future. Due to the expected increase in Sydney's population to reach 3 million by 2030, it would be required to construct a new international airport. Positioned in the heart of Western Sydney as seen in Figure 1, the airports location was meticulously chosen to optimise accessibility and minimise environmental impact. Situated close to major road networks and urban centres such as Elizabeth Drive, The Northern Road, and major hospitality centres, it promises to serve as a vital gateway for domestic and international travellers.
Figure 1 (Airport Location)
Boasting a substantial budget, the Western Sydney International Airport project commands $5.3 Billion Dollars as well as billions of dollars in investments, emphasising its critical role as a national infrastructure asset. Funding sources are diverse, incorporating both public and private financing to ensure the project's viability and success. The scale of the Western Sydney International Airport project is vast, encompassing extensive land for terminal facilities, runways, taxiways, cargo handling infrastructure, and associated amenities. Its design allows for future expansion and development, ensuring adaptability to evolving aviation demands. (WSA 2022) states that the WSA covers 1780 hectares of land where the runway stretches up to 3.7km long primarily because it will oblige the requirements of the AS300-300 and B777-300ER aircraft where the most appropriate length for these aircrafts is 3,700m long (Stage 1 WSA). Figure 2 depicts the size and scale of the airport:
Figure 2 Airport Site Layout (Western Sydney 2023)
As a greenfield airport development, the Western Sydney International (Nancy-Bird Walton) Airport embodies innovation, sustainability, and technological advancement. It represents a collaborative effort between the NSW government, private sector stakeholders, and project partners such as Multiplex, and CPB Contractors and Land Lease Joint Ventures. The Projects scope plans out various facets, including construction, operations, and ongoing management. Key elements include development of terminal facilities capable of handling millions of passengers annually, construction of multiple runways to accommodate diverse aircraft types, and integration of advanced technologies for safety and efficiency
Scope management plan contents include the project's objectives such as clearly defined goals and deliverables, a scope statement which will have a detailed description of project scope, and a work breakdown structure (WBS) talking about the breakdown of the project. Cost management plan contents will include a budget estimation of project costs such as resources, materials, and labour, a cost baseline which is an approved budget against which project performance is measured, cost control measures, cost reporting and documenting, and contingency planning.
In summary, the Western Sydney International (Nancy-Bird Walton) project represents a monumental endeavour that will redefine Australia's aviation landscape. With its strategic location, substantial budget, expansive scale, innovative design, and comprehensive scope, the airport holds the promise of fostering economic growth, enhancing connectivity, and shaping the future of Western Sydney.
Plan for Completion
Member Name Sections Allocated Expected Completion (date)
Ronell Lazar Cost Management Plan
Quality Management Plan Week 7 (19th April)
Week 8 (26th April)
Maistro Chrisafis Project Cost Baseline
Project Scope Baseline
Project Scheduling Baseline Week 7 (19th April)
Week 9 (3rd May)
Week 10 (10th May)
Kristian Panic Risk Management Plan
Communications Management Plan Week 10 (10th May)
Week 8 (26th April)
Daniel Mitic Human Resource Management Plan
BIM for Construction Project Management Week 8 (26th April)
Week 10 (10th May)
Daniel Charitou Scope Management Plan
Procurement Management Plan Week 8 (26th April)
Week 10 (10th May)
Laksman Rajenthiran Schedule Management Plan
Stakeholder Management Plan Week 9 (3rd May)
Week 10 (10th May)
END OF PROGRESS REPORT
START OF PMP REPORT
Project Charter 1.1
Project Charter
Project Name Western Sydney International Airport
Client Name
Project Manager S Grant
Project Contractor(s) CPB Contractors / Lendlease
Project Description New Airport in construction within the suburbs of Luddenham and Badgerys Creek
Project Objectives
Project Purpose Improve Domestic and international travel Provide Source of Jobs Improve Metro T1 Lines
Key Objectives More Tourism = More Money Improve Economic Growth and Lessen Unemployment Rate More Efficient Public Transport
Project Scope
Date Of Project Approval 2016 Anticipated Completion Date 2026
Budget $5.2 Billion Dollars
Deliverables Infrastructure, Terminals, Community Engagement, Facilities
Milestones
Success Criteria
Scope Support Economic Growth, World class airport facility, state of the art services for passengers and cargo operations
Quality Rigorous adherence to AS Standards, advanced construction, operational practices, continous stakeholder engagement
Cost Successfully maximisng value and efficiency despite financial constaints
Time Following schedule and plans to ensure efficiency and On-time construction, from contractual phases, to development/construction phase
Project Stakeholders
Key Stakeholders Australian Government
Arilines and Aviation Industry
Local Communities
Risks
Potential Risks Environmental Impact Risk
Financial and Economical Risk
Community and Social Risk
SCOPE BASELINE 2.0
Approved Project Statement
The initiative for the development of the New Western Sydney International Airport focuses on creating a cutting-edge airport to address the increasing air traffic demand and drive economic growth in the region. This project encompasses elements such as building runways, terminals, cargo facilities and necessary infrastructure to support its operations. Below is an outline of the project scope.
Goals to Meet Client's Needs
Project Start Date: January 1, 2025
Project Completion Date: December 31, 2030
Total Project Cost: AUD 5 billion
The primary goal is to establish an operational international airport in Western Sydney according to specified plans and standards. The airports design aims to manage both passenger and cargo traffic while ensuring top notch service quality.
Within Scope
To achieve project success specific criteria must be fulfilled, including;
Runways and Taxiways; Constructing runways and taxiways that meet international aviation standards to accommodate a high volume of domestic and international flights, including large aircraft.
Passenger Terminals: Developing passenger terminals with amenities like check in areas, baggage handling systems, security checkpoints, boarding gates and retail spaces. Terminals are required to have a clear ceiling height of 4 meters and cater to at least 10 million passengers annually.
Cargo Facilities: Building cargo facilities, for the storage and handling of goods comprising cargo terminals and warehouses.
Air Traffic Control Systems: Installation of air traffic control systems is crucial for ensuring the safety and efficiency of flight operations.
Supporting Infrastructure: Developing access roads, parking facilities, utilities and other supporting infrastructure plays a role in maintaining smooth airport operations.
Out of Scope
Landscaping tasks such as planting lawns, flowerbeds and trees are not part of the project scope.
Security Devices: The responsibility for installing security devices lies with the owner.
Interior Decor: Specific interior decor elements beyond the basic fit-out are excluded.
Deliverables
Completed Airport Facility: The primary goal is to deliver a functional international airport facility.
Runways and Taxiways: Constructed to international standards and capable of handling large aircraft.
Passenger Terminals: Fully equipped terminals with all necessary amenities and systems.
Cargo Facilities: Efficient and modern cargo handling facilities.
Air Traffic Control Systems: Advanced systems installed and operational.
Supporting Infrastructure: Access roads, parking facilities, and utilities completed and functional.
Building Plans and Permits: All necessary plans and permits obtained and approved by relevant authorities.
Final Inspection and Occupancy Permit: Completion of final inspections and obtaining the necessary occupancy permits.
As-Built Drawings: Provision of as-built drawings of the completed airport for records.
Warranty and Maintenance Manual: Provision of a warranty and maintenance manual outlining the warranty period and maintenance procedures.
Success Criteria
Completion on Time: Ensuring that the project is finished by December 31 2030 without any delays.
Budget Compliance: Completing the project within the approved budget of AUD 5 billion.
Quality Standards: All tasks must. Surpass industry standards and adhere to relevant building codes.
Regulatory Compliance: The airport must comply with all laws, regulations and building codes.
Safety Standards: Construction and operation should follow safety guidelines to prevent endangering workers or passengers.
Energy Efficiency: The airport needs to achieve a level of energy efficiency as indicated in the plans.
Assumptions
Weather Conditions: It is expected that the weather will be favourable during the construction phase.
Availability of Materials and Equipment: Necessary materials and equipment will be provided as needed.
Existing Utility Connections: It is assumed that the current utility connections meet the requirements of the project.
Constraints
Site Location: The airport's size and layout may be restricted by zoning regulations and building codes.
Schedule: The project must meet deadlines within timeframes with limitations on each phase's duration.
Work Breakdown Structure (WBS)
Level of Structure:
Level 1: Project Management
Level 2: Design and Engineering, Construction, Commissioning and Handover
Level 3:
Design and Engineering: Architectural Design, Structural Design, MEP Design
Construction: Runways and Taxiways, Terminals, Support Infrastructure
WBS Dictionary: The WBS dictionary offers descriptions of each element, such as work packages, deliverables and associated tasks. It includes identifiers, work descriptions, responsible parties, resource needs, cost estimates, schedule milestones, quality standards, acceptance criteria and technical specifications.
Example of WBS for the New Western Sydney International Airport
1.0 Project Management
1.1 Planning and Scheduling
1.2 Cost Management
1.3 Quality Management
1.4 Risk Management
1.5 Communication Management
1.6 Procurement Management
1.7 Stakeholder Management
2.0 Design and Engineering
2.1 Architectural Design
2.2 Structural Design
2.3 MEP Design (Mechanical, Electrical, Plumbing)
2.4 Civil Engineering
2.5 Environmental Engineering
3.0 Construction
3.1 Runways and Taxiways
3.1.1 Earthworks
3.1.2 Paving
3.1.3 Markings and Lighting
3.2 Passenger Terminals
3.2.1 Foundation Works
3.2.2 Superstructure
3.2.3 Interior Fit-Out
3.2.4 MEP Installations
3.3 Cargo Facilities
3.3.1 Warehousing
3.3.2 Loading Docks
3.3.3 Cold Storage Facilities
3.4 Supporting Infrastructure
3.4.1 Access Roads
3.4.2 Parking Facilities
3.4.3 Utilities
4.0 Commissioning and Handover
4.1 System Testing
4.2 Regulatory Inspections
4.3 Final Handover
4.4 Training and Documentation
WBS Dictionary Example:
WBS Code WBS Name Description Responsible Organisation Objectives Resources Required
1.0 Project Management Overall project management activities Project Management Team Ensure project success Project management software, etc
3.2.3 Interior Fit-Out Complete interior fit-out of passenger terminals Interior Fit-Out Team Functional terminals Skilled labor, materials
3.1.1 Earthworks Earthworks for runway and taxiway construction Construction Team Prepare foundation Excavation equipment, labor
Summary List of Scopes Included in the Project
The New Western Sydney International Airport project involves constructing runways and taxiways to accommodate international and domestic flights according to global aviation standards. Additionally, it entails building passenger terminals with amenities like check-in counters, baggage handling systems, security checkpoints, boarding gates and retail areas. To support cargo operations efficiently the project also includes developing cargo handling facilities, like terminals and warehouses. Enhanced air traffic control systems are set to be implemented to guarantee effective flight management. Additionally, the initiative will focus on enhancing the supporting infrastructure, such, as access roads, parking areas and utilities to ensure efficient airport functioning.
2.2 PROJECT SCHEDULE BASELINE
The initial plan, for the New Western Sydney International Airport project sets out the dates and durations for its phases. This schedule is used to keep track of the progress of the project and ensure that all key milestones are met within the specified time frame. The project is scheduled to kick off on January 1 2025 with a completion date of December 31 2030 totaling a six-year duration.
Summary List of Milestones
Milestone Description Date
Project Initiation Approval and kick-off January 1, 2025
Design Completion Completion of all design work June 30, 2026
Runway Construction Start Commencement of runway construction January 1, 2027
Terminal Construction Start Commencement of terminal construction June 30, 2027
Runway Construction Complete Completion of runway construction December 31, 2028
Terminal Construction Complete Completion of terminal construction December 31, 2029
Project Commissioning Testing and commissioning of all systems June 30, 2030
Project Handover Official handover of the project December 31, 2030
2.3 PROJECT COST BASELINES
The budget baseline for the New Western Sydney International Airport project establishes the approved plan for the endeavour. This baseline plays a role in overseeing the project's finances and ensuring that all expenses are managed and monitored throughout its lifecycle. The preliminary budget includes elements such as construction expenses, contingency funds, land acquisition costs, professional fees and other related charges. Here is a detailed breakdown of these costs and how they are allocated across project milestones.
Preliminary Project Cost
Item Description Budgeted Amount ($AUD)
Construction Costs 3,000,000,000
Contingency 500,000,000
Land Acquisition 1,000,000,000
Professional Fees 300,000,000
Other Costs and Charges 200,000,000
Total Preliminary Cost 5,000,000,000
The construction expenses cover all costs associated with building runways, terminals, cargo facilities and supporting infrastructure. The contingency fund is reserved to address any expenses that may arise during the project. Land acquisition costs pertain to acquiring the land, for the airport. Professional fees encompass payments made to architects, engineers, consultants and other professionals involved in providing services for the project. Additional expenses and fees include costs, like permits, inspections and administrative expenses.
Cost Allocation According to Milestones
Milestone Budgeted Amount ($AUD)
Project Initiation 100,000,000
Design Completion 200,000,000
Runway Construction 1,500,000,000
Terminal Construction 1,500,000,000
Project Commissioning 300,000,000
Project Handover 400,000,000
Total 4,000,000,000
This distribution guarantees that the project's financial resources are appropriately spread out throughout phases in line, with the project's scheduled baseline. The expenditures are close. Modified when necessary to ensure the project stays on course and within the agreed-upon budget.
Cost Management Plan 3.0
The Western Sydney International Airport, also known as Nancy Bird Walton Airport is an infrastructure project, in Australia with the goal of boosting the regions economy and meeting the growing demands of air travel. Effective cost management is vital to ensure the completion of this large scale endeavor within budget constraints meeting deadlines and reaping rewards. The plan includes cost estimation, budgeting, financing strategies cost control measures and risk management tactics.
Cost Estimation involves an analysis of all expenses associated with the project;
1. Pre construction Costs; Such as feasibility studies, environmental assessments, land acquisition costs and legal expenses. ($ 1,500,000,000)
2. Construction Costs; Covering materials, labor costs, equipment expenses, technological investments and contingency reserves. ($3,000,000,000)
3. Operational Costs; Including costs for commissioning processes staff training efforts, maintenance tasks and setting up functions. ($300,000,000)
4. Indirect Costs; Encompassing overheads, project management fees and unforeseen expenditures. ($200,000,000)
Accurate cost estimation necessitates collaboration among engineers contractors financial analysts government entities to gather input from perspectives. Utilizing software tools along with data, from comparable projects enhances the credibility of these estimates.
Budgeting 3.1
Budgeting is the process of assigning costs to aspects of a project. The budget, for the Western Sydney International Airport is divided into categories;
1. Land Acquisition and Preparation; Getting the site ready for construction, which may involve demolitions and relocations.
2. Infrastructure Development; Constructing runways, terminals, control towers and other necessary airport facilities.
3. Technology and Equipment; Investing in navigation, security and communication systems
.
4. Environmental Mitigation; Implementing strategies to reduce impact such as noise reduction technologies and sustainable construction methods.
5. Contingency Funds; Setting aside a portion of the budget for expenses or changes in project scope.
The budget undergoes approval by sponsors involved in the project including government bodies and private investors.
Financing 3.2
Securing sufficient funding is crucial for advancing the project. The financing strategy for the Western Sydney International Airport includes;
1. Government Funding; Grants and loans from state governments supported by expected benefits and regional growth.
2. Private Investment; Collaborations with investors and financial institutions enticed by returns, from airport operations.
Private partnerships (PPPs) involve agreements where both public and private sectors share the risks and rewards of a project. This approach, to financing helps reduce reliance on a funding source and promotes stability throughout the projects lifespan.
Managing Costs 3.3
Cost control measures are implemented to oversee expenses and keep the project within its budget. Key strategies include;
Financial Reporting; Providing quarterly financial reports that compare actual expenditures with budgeted amounts.
Variance Analysis; Identifying and examining deviations from the budget to take corrective actions promptly.
Utilizing Cost Tracking Software; Employing advanced software to monitor expenses in real time enhancing transparency and accountability.
Procurement Management; Ensuring cost effective procurement practices through methods such as bulk purchasing, competitive bidding and vendor negotiations.
Change Management; Handling changes in project scope through a formal change control process to evaluate their impact, on the budget.
The Significance of Managing Costs 3.4
Cost management holds significant importance, for various reasons;
Financial Stability; Keeping the project within budgetary constraints helps prevent overspending and alleviates financial pressure on stakeholders.
Timely Project Completion; Proper budget planning and cost monitoring contribute to adhering to the project timeline preventing delays that could escalate expenses.
Building Investor Trust; Demonstrating proficient cost management fosters trust among investors and financial institutions crucial for securing and retaining funding.
Economic Advantages; Successfully finishing the airport project within budget enhances its advantages, such as generating employment opportunities promoting growth and enhancing connectivity.
Accountability; Transparency and accountability in cost management are vital for maintaining trust and support in publicly funded projects.
Incorporating Integrated Project Delivery 3.5
An element of cost management in the Western Sydney International Airport initiative involves embracing an Integrated Project Delivery (IPD) strategy. IPD encourages collaboration among all stakeholdersfrom architects and engineers to contractors and ownersfrom project initiation, to completion. This approach aids in;
Minimizing Waste; By integrating processes and fostering collaboration IPD reduces redundancies and waste resulting in cost efficiencies.
Strengthening Communication; Enhanced communication channels ensure alignment among all parties regarding project objectives, timelines and budgets.
Boosting Efficiency; Collaborative decision making and problem solving can speed up processes. Cut down on delays ultimately managing costs effectively. When it comes to sustainability and term financial benefits integrating practices, into cost management is essential. The commitment to sustainability at the Western Sydney International Airport includes;
Energy Designs; By incorporating eco building techniques and energy saving systems operational expenses can be reduced.
Energy Sources; Investing in energy such as solar panels can lead to lower utility costs over the airports lifespan.
Water Conservation; Using water saving technologies and recycling systems helps minimize water usage and associated expenses.
Engaging stakeholders throughout the project is crucial for cost management. These stakeholders encompass government bodies, local communities, investors and environmental organizations. Effective engagement strategies involve;
Updates; Keeping stakeholders informed with updates on project advancement and financial standing.
Feedback Channels; Providing platforms for stakeholders to share feedback and address concerns.
Public Consultations; Hosting public consultations to ensure community interests are taken into account reducing the risk of costly conflicts and delays.
In conclusion the cost management plan, for the Western Sydney International Airport outlines a framework aimed at ensuring that the project stays within budget meets deadlines and upholds quality standards.
It requires cost estimation, thorough budget planning, various financing options, strict cost monitoring, proactive risk handling and involving stakeholders. Successfully executing this plan is vital, for the projects prosperity bringing social and environmental advantages to Western Sydney and neighboring areas. By incorporating methods and utilizing an Integrated Project Delivery approach it boosts the efficiency and effectiveness of the cost management strategy. This ensures that the airport not addresses requirements but also supports a sustainable future.
Quality Management Plan 4.0
The Quality Management Plan consists of elements including;
Quality Goals
Safety; Ensuring the safety measures are, in place, for construction workers, airport personnel and passengers.
Compliance; Following all regulations, standards and industry best practices.
Sustainability; Implementing friendly practices and technologies.
Performance; Striving for optimal operational efficiency and enhancing the passenger experience.
Quality Assurance (QA)
QA involves activities to consistently meet quality requirements throughout the project. This encompasses;
Developing Standards and Procedures; Establishing quality guidelines aligned with best practices and regulatory standards.
Training and Development; Providing training programs to ensure all team members can understand and implement quality standards effectively.
Vendor and Supplier Management; Assessing vendors based on their ability to meet quality criteria and conducting performance audits.
Quality Control (QC)
QC includes techniques to meet quality requirements. Key components involve;
Inspections and Testing; Regularly inspecting materials, equipment and construction activities to ensure they adhere to quality standards.
Non conformance Management; Promptly identifying, documenting and addressing any compliance issues to prevent future occurrences.Maintaining records of quality related activities involves keeping track of inspection reports, test results and actions taken to address any issues.
To continuously enhance quality, a process, for improvement is put in place. This includes gathering feedback from stakeholders like employees, suppliers and potential users. Additionally identifying the root causes of quality problems and taking steps to prevent them from happening is crucial. Monitoring performance indicators related to quality helps drive improvements over time.
In order to implement the Quality Management Plan effectively it is essential to plan for quality by setting measurable goals that align with project objectives. Defining processes and procedures to achieve these goals and ensuring allocation of resources are steps, in this stage.
Quality assurance activities aim to embed quality into the project from the start. Conducting reviews of design documents is a part of this process to ensure they meet standards and are error free.
Pre screening. Suppliers; Choosing contractors and suppliers based on their capability to uphold the projects quality benchmarks.
Training Programs, for Quality; Providing training programs for all project participants to ensure they grasp and can implement quality standards effectively.
Quality Assurance Activities 4.1
Quality assurance activities aim to confirm that the projects deliverables meet the quality benchmarks. These activities comprise;
Testing Materials; Assessing construction materials to guarantee they adhere to specified quality standards.
On site Checks; Carrying out on site checks of construction tasks to confirm compliance with quality criteria.
Final. Testing; Performing final inspections and testing procedures to guarantee that the finalized airport facilities satisfy all quality requirements.
Quality Evaluations and Assessments 4.2
Regular evaluations and assessments are conducted to ensure adherence to quality standards and identify areas for enhancement. This includes;
Internal Evaluations; Conducting audits to assess quality management processes and procedures.
External Reviews; Involving auditors in evaluating the projects adherence to quality standards.
Management Assessments; Periodically reviewing quality performance with project management to maintain alignment, with quality goals.
Significance of Quality Management Strategy 4.3
Promoting Safety and Adherence
A comprehensive Quality Management Strategy ensures that all safety measures and regulatory demands are met, reducing the likelihood of accidents or legal complications. It is crucial to prioritize safety and regulatory compliance in projects, like the Western Sydney International Airport. The plan aligns with safety standards, such as AS 4801;2001 for Occupational Health and Safety Management Systems to uphold safety measures.
Improving Efficiency
By upholding high quality standards the project can guarantee effective airport operations post completion. This involves minimizing downtime cutting maintenance costs and delivering top notch service to passengers and airlines.
Building Trust Among Stakeholders
Demonstrating a dedication to quality through a Quality Management Plan instills confidence in stakeholders like government entities, investors and the public. This plays a role in retaining support and securing funding for the project.
Meeting Sustainability Objectives
Integrating quality management practices that highlight sustainability ensures that the project achieves its goals. This encompasses using eco materials reducing waste and implementing energy systems.
Managing Risks
A executed Quality Management Plan aids in detecting and addressing risks early on in the project timeline averting expensive rework and delays. This proactive approach ensures that potential issues are resolved before they escalate into challenges.
Ensuring Long Term Value
Employing quality construction methods and materials results in a lifespan for airport facilities offering value, for investment.
This ensures that the airport can meet the regions needs for years to come without needing a lot of funding.
In Summary, the Quality Management Plan, for Western Sydney International Airport is a framework created to guarantee that the project upholds top notch quality standards throughout its lifespan. By concentrating on quality planning, assurance, control and ongoing enhancement the QMP strives to provide a efficient and environmentally friendly airport that caters to all parties. The execution of this plan is vital in accomplishing the projects goals establishing trust among stakeholders and ensuring success, in the long run. Effective quality management not boosts the projects worth. Also contributes to the broader economic and social advantages envisioned for Western Sydney and its surroundings. The incorporation of methodologies and an Integrated Project Delivery approach bolsters the efficiency and efficacy of the quality management approach guaranteeing that the airport not only fulfills current requirements but also supports a sustainable future.
RISK MANAGEMENT PLAN
Process 1: identify risks
What are the specific approaches, tools, and data sources that will be used to perform risk management? Identify potential risks that may impact the project. This can be done by reviewing historical data, consulting with subject matter experts, and brainstorming with the project team.
To properly detect hazards, you can utilise a range of tactics, tools, and information sources. Here are few specific approaches commonly employed in the risk management process:
Brainstorming: Conduct brainstorming sessions with the project team and stakeholders to identify potential dangers. In order to compile a comprehensive inventory of potential dangers, encourage a mindset that is receptive to new ideas and capable of creative thinking.
Documentation and Insights Gained: To discover dangers that have occurred in similar situations, examine historical data, insights gained from previous projects, and organisational knowledge repositories. This might provide crucial information on potential risks to the current undertaking.
Seek guidance from subject matter experts (SMEs) who possess specialist knowledge and experience relevant to the project. These experts may provide insights on risks, optimal methods, and emerging trends that are pertinent to the industry.
Employ checklists and templates that are tailored to the project's domain or industry. These tools can assist in quickly identifying risks by offering a list of common hazards or risk categories that are applicable to the project environment.
To identify potential dangers, do a SWOT analysis (Strengths, Weaknesses, Opportunities, and Threats). Take careful note of the "Threats" portion of the report, which highlights external factors that might potentially impact the project.
Examine the underlying assumptions and limitations of the project to identify potential risks and assess their significance. If these assumptions prove to be inaccurate or if the constraints are not well addressed, examine the consequences.
Expert Judgement: Seek the guidance and evaluation of those who possess vast knowledge and expertise in handling similar projects or risks based on their considerable experience. Their expertise can be utilised to identify hazards that may not be immediately apparent to the project team.
Examine the existing risk register or similar documentation from previous projects as a reference. This can aid in identifying existing hazards as well as risks that are specific to the project's business.
External sources: Refer to market analysis, industry publications, standards, and best practices provided by relevant regulatory or professional organisations. These sites may provide valuable information on potential hazards and variables that increase the likelihood of risks.
Conducting workshops or supported sessions involving key project stakeholders is necessary to identify hazards. This technique encourages active involvement of participants, diverse perspectives, and the sharing of knowledge.
Risk identification is an ongoing process that occurs throughout the duration of a project. Regularly review and update the risk identification methods as new information arises or project conditions change. The integration of diverse approaches, tools, and data sources will provide a comprehensive evaluation of potential risks that might impact the project.
Process 2: risk analysis
How do you prioritise risks of your project? Once the risks have been identified, analyse their probability of occurrence and potential impact on the project. Use a risk matrix to classify risks based on their likelihood and impact?
An essential step in the study of risk management involves prioritising dangers. To determine the importance of each identified risk, you may assess its chance of happening and the potential impact it may have, and then assign it a score based on these evaluations. Utilising a risk matrix is a widely employed method for prioritising threats. Utilise a risk matrix to rank your hazards in the following order of priority:
Evaluate the probability and impact: Assess the possibility of each risk occurring and assess the potential consequences on the project if it does. Probability can be expressed quantitatively as a numerical value or qualitatively by categorising it into levels such as low, medium, and high. The impact can be measured or evaluated subjectively, considering factors such as cost, timeline, quality, and stakeholder contentment.
Create a set of probability and consequence levels that will be used in the risk matrix. For example, the impact levels can range from A to E, where A represents little impact and E represents strong effect. Similarly, the probability levels can range from 1 to 5, where 1 indicates low likelihood and 5 indicates high probability. The specific levels may be modified based on the project's requirements and circumstances.
Create a risk matrix by constructing a matrix that includes effect levels on one axis and likelihood levels on the other axis. This matrix will graphically depict the process of risk prioritisation. The quantity of likelihood and effect levels chosen will determine the total number of cells present in the matrix.
Assign Risk Ratings: Utilising the assessment conducted in step 1, allocate likelihood and effect ratings to each identified risk. Locate the specific cell in the risk matrix where the ratings for both likelihood and impact intersect. Assign a risk rating or score to each risk based on its position in the matrix.
Rank Risks: Once risk ratings have been assigned, you may prioritise the risks based on their position in the risk matrix. Risks that are classified in cells with higher ratings for both likelihood and effect will often be assigned a higher priority, requiring more caution and proactive management. These hazards pose a significant threat to the project's success and should be addressed using appropriate risk response approaches.
Other variables must be considered in addition to the risk matrix when prioritising activities, since they may affect the significance of the risks. Strategic alignment, project constraints, stakeholder considerations, legal and regulatory mandates, and project goals are some instances of these factors. Modify the risk prioritisation as needed, taking into account these contextual factors.
By employing a risk matrix and considering both the probability and impact, we can effectively prioritise risks and provide resources to address the most urgent ones. In order to maintain the relevance of risk prioritisation over the duration of the project, it is important to regularly assess and revise the risk matrix whenever new risks emerge or project conditions undergo changes.
Process 3:
Risk responses Develop a plan for how to respond to each risk. This can include mitigation strategies to reduce the likelihood or impact of the risk, contingency plans to address the risk if it occurs, or acceptance of the risk if it is deemed acceptable.
When developing a risk response strategy, it is essential to consider several strategies for dealing with recognised hazards. Here are many crucial steps involved in developing risk responses:
Review located Risks: Refer to the risk register and assess each identified risk to gain a comprehensive understanding of its characteristics, potential ramifications, and probability of occurrence.
Conduct a risk analysis: Evaluate each individual risk independently in order to choose the most optimal course of action. Consider the significance, probability, and potential consequences of the risk. This analysis will serve as the guiding factor in determining the optimal course of action for a reply.
Generate potential remedies for each hazard that you have identified. There are four primary methods that can be employed to categorise the answer options:
Risk Mitigation: Identify measures that may be taken to either eliminate or delay the risk. This may involve modifying the extent of the project, altering the project's planning, or using alternative risk-mitigation measures.
Risk Reduction or Mitigation: Select measures that can be implemented to decrease the probability or impact of the risk. This might involve implementing regulatory measures, enhancing project protocols, improving communication channels, or acquiring additional resources.
Risk Transfer: Evaluate the options available to shift the risk to another party. This may involve the recruitment of contractors to execute certain project duties, the procurement of insurance, or the execution of agreements that shift the risk to a different party.
Risk Acceptance: Evaluate if risks with low probability or severity may be acknowledged and no additional measures are necessary. Develop a comprehensive strategy for overseeing and evaluating potential risks throughout the duration of the project, and record the rationale behind the decision to accept and manage these risks.
4. Roles and responsibility. Who are the teams/individuals responsible for the risk management?
For successful risk management, all teams and workers within an organisation must participate. The subsequent are the primary occupations and responsibilities frequently associated with risk management:
The project manager has responsibility for overseeing risk management across the whole project. Their responsibilities include overseeing the risk management method, coordinating risk-related operations, and ensuring that risk management strategies are integrated into the project plan, among other tasks. The project manager collaborates with the rest of the team to identify, assess, and effectively handle risks.
A risk manager might be assigned to oversee risk management activities in larger projects or companies. The risk manager is responsible for developing and implementing the risk management framework, ensuring compliance with risk management policies and regulations, and providing assistance for risk-related training and communication.
COMMUNICATIONS MANAGEMENT PLAN
Communication requirements based on roles
The Western Sydney Airport project's communications management strategy recognises the significance of different project roles and their specific communication requirements. The following critical roles have been established:
Project Manager: John Hunter
Members of the project team
The stakeholders include project sponsors, government officials, contractors, and community representatives. The strategy delineates the communication routes and strategies for each position in order to facilitate effective information sharing. In order to facilitate smooth communication, several methods such as face-to-face meetings, emails, project management software, and project collaboration platforms are employed.
What information will be communicated
The project lifecycle communication plan outlines the essential information that has to be communicated. This include any supplementary relevant project details, along with project updates, milestones, progress reports, scope adjustments, schedule modifications, budget updates, risk assessments, and budget updates. The strategy incorporates stringent criteria to ensure that only vital and exact information is conveyed to the relevant parties.
How the information will be communicated
The strategy selects the optimal channels and strategies for communication to facilitate efficient and successful communication. The selection of channels and procedures is determined by factors such as the characteristics of the information, its level of urgency, the intended audience, and the availability of resources. The communication methods covered include face-to-face meetings, emails, project management software, project collaboration platforms, and regular status reports.
When will information be distributed
In order to facilitate the prompt transmission of information, the strategy establishes a well-defined distribution schedule. This schedule offers periodic updates on project progress, achievements of milestones, and other critical information that may be required. The distribution timetable ensures that stakeholders receive the necessary information in a timely way, enabling them to make informed decisions and actively participate in the project.
Who does the communication
The strategy clearly identifies the parties responsible for communication at the Western Sydney airport. Relevant team members are allocated specific communication roles depending on their jobs and areas of expertise. Project manager John Hunter is responsible for coordinating the whole communication process. For example, the project manager is responsible for generating project status reports, while the project coordinator ensures that the appropriate parties get them.
Who receives the communication
The recipients of communication for each type of information are established in the policy. This includes individuals such as the sponsor of the initiative, governmental authorities, company proprietors, and civic leaders. The technique facilitates prudent decision-making and streamlined project coordination by ensuring timely dissemination of pertinent information to the appropriate individuals.
Jason Westland, 23rd of December 2022, The Quality Assurance Process: Roles, Methods & Tools, viewed 10th of May 2024 https://www.projectmanager.com/blog/quality-assurance-and-testing
References
Figure 1, Location of Western Sydney Airport, viewed 26 Match 2024 <https://www.smh.com.au/interactive/2016/sydney2026/chapter3.html>
Stage 1 WSA, viewed 26 March 2024 <https://www.westernsydneyairport.gov.au/sites/default/files/WSA-EIS-Volume-1-Chapter-5-Stage-1-Western-Sydney-Airport.pdf>
WSA 2022, viewed 26 March 2024, <https://www.westernsydneyairport.gov.au/sites/default/files/summary_brochure-an_airport_for_WS.pdf>
Figure 2 Western Sydney Airport, viewed 26 March 2024, <https://westernsydney.com.au/your-airport/airport-site-layout>
Quality Management AS4801 Safety, viewed 30 May 2024, <https://cdn.csu.edu.au/__data/assets/pdf_file/0014/1003073/ASNZS-4801-2001-OHS-Management-Systems-specification-as-at-June-2014-Expired.pdf>
Quality Management Systems, Simpler QMS, n.d., viewed 30 May 2024, <https://simplerqms.com/qms-documentation/#:~:text=Examples%20of%20QMS%20documentation%20required,%2C%20customer%20complaints%2C%20and%20more.>
Western Sydney Airport Construction, AUS GOV, n.d., viewed 30 May 2024, <https://www.westernsydneyairport.gov.au/>
PMBOK Guide (Project Budget), Project Management Institue, 2021, viewed 27 May 2024, <https://www.pmi.org/pmbok-guide-standards/foundational/pmbok>
