Advanced Engineering Project Management - Earned Value Management and Revised Project Plan

This article discusses Earned Value Management and Revised Project Plan in Advanced Engineering Project Management. It explains the limitations of Earned Value Management and how to develop a revised project plan. It also provides insights into the project milestones, budget, and key stakeholders. The article is relevant for students studying engineering project management and related courses.

Running head: ADVANCED ENGINEERING PROJECT MANAGEMENT
Advanced Engineering Project Management
Name of the Student
Name of the University
Author’s note

1ADVANCED ENGINEERING PROJECT MANAGEMENT
Table of Contents
1. Earned Value Management....................................................................................................2
1.a. Project 1...........................................................................................................................2
1.b. Project 2..........................................................................................................................2
1.c. Comparing Project 1 and Project 2..................................................................................3
1.d. Earned Value Management as a useful tool....................................................................4
2.a. Developing Revised Project Plan........................................................................................6
2.1. Fulton Hogan Pty Ltd and Auburn Stadium Revised Construction....................................6
2.2. Revised Project Charter.......................................................................................................7
2.3. Auburn Stadium Construction Project Plan......................................................................10
Project integration management...........................................................................................10
Project scope management...................................................................................................11
Project schedule management..............................................................................................12
Project cost management......................................................................................................16
Project quality management.................................................................................................18
Project resource management..............................................................................................19
Project communications management..................................................................................19
Project procurement management........................................................................................20
2.b. Report to Project Sponsor.................................................................................................20
3. References............................................................................................................................22

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1. Earned Value Management
1.a. Project 1
Earned Value (EV) = BAC x Percentage of Work Completed = $2,100,000 x 26% =
$5,46,000
Cost Variance (CV) = EV – AC = $5,46,000 - $6,50,000 = - $1,04,000
Schedule variance (SV) = EV – PV = $5,46,000 - $6,00,000 = - $54,000
Cost Performance Index (CPI) = EV / AC = $5,46,000 / $6,50,000 = 0.84
Schedule Performance Index (SPI) = EV / PC = $5,46,000 / $6,00,000 = 0.91
EAC = BAC / CPI = $2,100,000 / 0.84 = $2,500,000
EAC = AC + (BAC – EV) = $6,50,000 + ($2,100,000 - $5,46,000) = $2,204,000
EAC = AC + [(BAC – EV) / (CPI x SPI)] = $6,50,000 + ($15,54,000 / 0.7644) =
$2,682,967.032
1.b. Project 2
Earned Value (EV) = BAC x Percentage of Work Completed = $2,100,000 x 38% =
$7,98,000
Cost Variance (CV) = EV – AC = $7,98,000 - $6,50,000 = $1,48,000
Schedule variance (SV) = EV – PV = $7,98,000- $6,00,000 = $1,98,000
Cost Performance Index (CPI) = EV / AC = $7,98,000 / $6,50,000 = 1.227 = 1.28
Schedule Performance Index (SPI) = EV / PC = $7,98,000 / $6,00,000 = 1.33
EAC = BAC / CPI = $2,100,000 / 1.28 = $1,640,625

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EAC = AC + (BAC – EV) = $6,50,000 + ($2,100,000 - $7,98,000) = $1,952,000
EAC = AC + [(BAC – EV) / (CPI x SPI)] = $6,50,000 + ($13,02,000 / 1.7024) =
$1,414,802.631
1.c. Comparing Project 1 and Project 2
In Project 1, the Cost Variance (CV) is - $1,04,000. Since, the CV is less than 0,
Project 1 is over budget. In Project 2, the Cost Variance (CV) is $1,48,000. Since, the CV is
greater than 0, Project 2 is under budget.
In Project 1, the Cost Performance Index (CPI) is 0.84. Since the CPI is less than 1;
Project 1 is over budget. In Project 2, the Cost Performance Index (CPI) is 1.28. Since the
CPI is greater than 1; Project 2 is under budget.
In Project 1, the Schedule Variance (SV) is - $54,000. Since the SV is less than 0;
Project 1 is behind schedule. In Project 2, the Schedule Variance (SV) is $1,98,000. Since the
SV is greater than 0; Project 2 is ahead of schedule.
In Project 1, the Schedule Performance Index (SPI) is 0.91. Since the SPI is less than
1; Project 1 is behind schedule. In Project 2, the Schedule Performance Index (SPI) is 1.33.
Since the SPI is greater than 1; Project 2 is ahead of schedule.
In Project 1, EAC is $2,500,000, $2,204,000 and $2,682,967.032 respectively. In
Project 2, EAC is $2,500,000, $2,204,000 and $2,682,967.032.
Therefore, considering the project performance, it can be concluded that the Project 1
is over budget and is running behind schedule whereas the Project 2 is under budget and is
running ahead of schedule.

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1.d. Earned Value Management as a useful tool
There are several limitations of earned Value Project that can be observed while
conducting a project. The limitations associated with the project are-
i. The Earned value management only monitors that the project is on time or not. The project
manager checks whether a particular work is being completed within the stipulated time or
budget or not. However, the quality of the project cannot be detected while the project is in
progress. The quality of the project can only be measured only after the entire project gets
completed.
Thus, the quality of the project can be addressed at the time of hand over. If the client
is not satisfied or the project fails, then it can be concluded that the project manager and the
associated stakeholders of the project have not worked well. In the other scenario, if the
project becomes successful, then it can be concluded that the project manager and the
stakeholders have done the work efficiently.
ii. If the employees are trained in Earned Value Management, confusions will arise among
those employees to choose the best mathematical formula. Some employees can suggest
using a different mathematical formula while some other employees can suggest using a
different project track. Some Earned value Management formula represents project actual
budget and the completion, while another formula represents the cost variance and the
estimate of project completion. Moreover, the earned value management cannot be used on a
continuous basis on a particular project. The Earned Value Management is applicable to
smaller projects and simple projects. Earned Value Management also does not specify what is
exactly needed for the project to achieve a definite functionality.

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Confusions and conflictions among the stakeholders can be addressed at the time of
the execution of the project. It is the responsibility of the project manager to prepare a project
plan early and must take approval from the stakeholders. Otherwise confusions will arise.
iii. In an enterprise all the employees are not trained in Earned Value Management, Thus
Earned Value Management is out of scope for certain employees or stakeholders. The
stakeholders require appropriate training so that they can use the Earned Value Management
effectively otherwise the project will fail. The project stakeholders understand the charts and
not the complex mathematical formula. The stakeholders expect the project manager to
explain the project plan in charts and simple steps. In this way, they can acknowledge the
project deliverables.
Thus, the communication between the project manager and the stakeholders must be
smooth and straightforward, and the stakeholders should understand the project deliverables.
The stakeholders like the simple graphs and chart and not the complicated mathematical
formula, the limitation can be addressed while the project manager explains the project plan
and the budget figures to the stakeholders.
iv. There are issues related to CPI calculation and SPI calculation. CPI remains same for the
entire project until and unless AC or EV changes in a significant way. CPI depends on the
AC for the accuracy. CPI will give inappropriate value if AC excludes all the appropriate
costs and the payments. Again, the SPI can give unreliable value if any ahead-of-schedule
noncritical task outweighs any behind-of-schedule critical task.
The issues related to CPI and SPI can be addressed at the time of the project
execution. The stakeholders can acknowledge thee issues.

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2.a. Developing Revised Project Plan
2.1. Fulton Hogan Pty Ltd and Auburn Stadium Revised Construction
Fulton Hogan has more than 80-year’s expertise in mining, civil construction and land
development infrastructure. They carry out their operations in South Pacific, New Zealand
and Australia. Julius Fulton and Robert Hogan in Dunedin founded the company in the year
1933. Fulton Hogan reported an annual profit of NZ$96.5 million. They have currently over
1000 employees in Australia working on Australia construction projects. They have over
5000 employees working in New Zealand, and those employees are working on New Zealand
construction projects. Recently they have taken the responsibility of revised construction of
the Auburn Stadium.
Jordan-Hare Stadium was previously known as Auburn Stadium. Auburn Stadium is
the playing venue for Auburn’s football team. The stadium is located on the campus of
Auburn, Alabama. The current seating capacity of Auburn Stadium is 87, 451. The Stadium
is known as the 10th largest stadium in the NCAA.

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2.2. Revised Project Charter

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Background
The Director of the Auburn Stadium has decided to refurbish the Auburn Stadium.
However, due to lack of stadium construction resources like steel, lumber, sand and cement,
the project is left unfinished. Some stakeholders have failed to deliver their best, and the
quality of the project degrades. The project manager decides to make some alterations in the
stakeholder list. The project manager wants to initiate the unfinished task and want to finish
the refurbishment work of the stadium. The stadium construction project is scheduled for 3
years. The project is already running 2 months late. Moreover, due to lack of construction
resources and skilled labourers the construction project suffers. To repair stadium roof and
floor and to manage all the resources and the skilled labourers the project will be delayed
extra 1 month. The project manager has developed a revised project plan. The stakeholders
will follow the project plan, will work accordingly, and will complete the construction project.
Objectives
 To arrange all the construction materials required for the construction like steels,
lumbers, sand and cement
 To alter unskilled workforce with a skilled workforce
 To finish the task as early as possible
Scope
The project manager has been given the responsibility to refurbish the Auburn
Stadium. The project manager has prepared a revised project plan for the project. The project
plan will contain the following summary tasks, which the stakeholders need to follow. The
primary tasks that need to be carried out by Fulton Hogan Pty Ltd, Revised Documentation

9ADVANCED ENGINEERING PROJECT MANAGEMENT
Review, Bids and Contracts Revision, Construction Project Backlog. The stakeholders will
require about one and a half month to clear all the backlogs associated with the project. After
the clearance of the backlog, they will set up utility service of the stadium. Later they will
carry out the improvement works for the Auburn Stadium. The stakeholders will install the
hardware, paint the stadium and finally will clean the Auburn Stadium. In this way, they will
prepare the final project.
Key Stakeholders
Fulton Hogan Pty Ltd Construction Department, Fulton Hogan Pty Ltd Construction
Subcontractor, Fulton Hogan Pty Ltd Mechanical Subcontractor, Civil Engineer, Builder,
Field Superintendent, Auburn Stadium Sponsor, Wood Machinist, Project Manager, Mason,
Electrician, Plumber, Sales Department, Sediment Controlling Inspector, Cleaning Staff,
Content Writer, Law Officer, Fire Extinguishing Staff, Painter and Decorator are the
stakeholders associated with the project.
Project Milestones
Task Name Expected Start
Auburn Stadium Construction Revised Plan Fri 13/04/18
Milestone 1: Completion of Stadium Construction Reinitiating by Fulton
Hogan Pty Ltd Thu 26/07/18
Milestone 2: Completion of Revised Document Review Thu 13/12/18
Milestone 3: Completion of Bids and Contracts Revision Thu 06/02/20
Milestone 4: Completion of Construction Project Backlog Thu 09/01/20
Milestone 5: Completion of Setting Up of Utility Service of Stadium Thu 16/04/20
Milestone 6: Completion of Improvement Works for Auburn Stadium Thu 30/07/20
Milestone 7: Completion of Hardware Installation Thu 24/09/20
Milestone 8: Completion of Painting of Stadium Thu 17/12/20
Milestone 9: Completion of Cleaning of Auburn Stadium Thu 04/02/21
Milestone 10: Completion of Project Thu 08/04/21

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Project Budget
Task Name Cost
Auburn Stadium Construction Revised Plan $255,640.00
Stadium Construction Reinitiating by Fulton Hogan Pty Ltd $36,360.00
Revised Documentation Review $47,560.00
Bids and Contracts Revision $69,000.00
Construction Project Backlog $17,520.00
Post-Construction Stadium Works $27,080.00
Setting Up Utility Service of the stadium $27,080.00
Improvement Works for Auburn Stadium $27,600.00
Hardware Installation $10,240.00
Painting of the Stadium $8,640.00
Cleaning of Auburn Stadium $4,200.00
Project Closure $7,440.00
Approval Signatures
[Name], Project Client [Name], Project Sponsor [Name], Project
Manager

11ADVANCED ENGINEERING PROJECT MANAGEMENT
2.3. Auburn Stadium Construction Project Plan
Project integration management
Project Integration Management involves collection of procedures that are needed to
assure that the projects’ elements are coordinated. The project plan defines list of activities.
At first, the sales manager prepares the revised sales agreement, after that the project manager
will prepare the contract plans for the stadium. The project manager will revise the contract
specifications for the construction of the stadium. Later the project manager will finalise the
plan for the constructing the Auburn Stadium, will finalise the specifications required for the
stadium construction. The civil engineer will print the design of the construction. The revised
review of bids will be done by the construction department of Fulton Hogan. Again, the
construction subcontractor will carry out the revised permits for the construction of Auburn
Stadium Construction. The field superintendent will visit the site and will supervise the site.
All the project activities must be conducted one after another and they are interrelated. After
the revised documentation review, bids and contracts revision, the construction project
backlog will be covered.
The sales manager will order the extra steel, extra lumber, order sands and cements.
The masons and the builders will rectify the defects in the roofs and the floors. The project
manager will rearrange the stakeholders and will appoint for the project. The utility services
of the stadium will be set up the stakeholders. The plumber will set up the water supply
system. The electrician will set up the electric supply at Auburn Stadium. The mechanical
engineer will set up the hardware for the stadium. The stadium will be painted. Finally the
cleaning staff will clean the stadium.
Project scope management
WBS Task Name Duration Start Finish

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1 Auburn Stadium Construction Revised Plan 156 wks Fri 13-04-18 Thu 08-04-21
1.1 Stadium Construction Reinitiating by
Fulton Hogan Pty Ltd 17 wks Fri 13-04-18 Thu 09-08-18
1.2 Revised Documentation Review 24 wks Fri 29-06-18 Thu 13-12-18
1.3 Bids and Contracts Revision 60 wks Fri 14-12-18 Thu 06-02-20
1.4 Construction Project Backlog 6 wks Fri 29-11-19 Thu 09-01-20
1.5 Post-Construction Stadium Works 15 wks Fri 03-01-20 Thu 16-04-20
1.5.1 Setting Up Utility Service of the stadium 15 wks Fri 03-01-20 Thu 16-04-20
1.6 Improvement Works for Auburn Stadium 15 wks Fri 17-04-20 Thu 30-07-20
1.7 Hardware Installation 8 wks Fri 31-07-20 Thu 24-09-20
1.8 Painting of the Stadium 12 wks Fri 25-09-20 Thu 17-12-20
1.9 Cleaning of Auburn Stadium 7 wks Fri 18-12-20 Thu 04-02-21
1.10 Project Closure 9 wks Fri 05-02-21 Thu 08-04-21
Project schedule management
Task Name Duration
Auburn Stadium Construction Revised Plan 156 wks
Stadium Construction Reinitiating by Fulton Hogan Pty Ltd 17 wks
Revised Sales Agreement 4 wks
Revised Contract Plans for the Stadium 7 wks
Revised Contract Specifications for Constructing the Stadium 6 wks
Revised Documentation Review 24 wks
Finalising Plans of Constructing Auburn Stadium and Preparation of
Documents 7 wks
Finalising Specifications Required for the Stadium Construction 7 wks
Printing Design of the Construction 4 wks
Bids and Contracts Revision 60 wks
Revised Review of Bids 4 wks
Subcontractor Revised Agreements for Conducting Construction 5 wks

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Revised Permits for Auburn Stadium Construction 5 wks
Requirements Meet for Sediment Control Inspection 6 wks
Revised Issuing Grading Permit 4 wks
Revised Pay Permit Approval for Auburn Stadium Construction 4 wks
Revised Site Work 4 wks
Lot Clearance 5 wks
Construction Project Backlog 6 wks
Ordering Extra Steel for Completing the Construction 2 wks
Ordering Extra Lumber for Completing the Construction 2 wks
Ordering Sand and Cements for the Construction Purpose 2 wks
Rectifying the defects in Roof and Floors 3 wks
Stakeholder Rearrangement 1 wk
Post-Construction Stadium Works 15 wks
Setting Up Utility Service of the stadium 15 wks
Setting Up Water Supply System 4 wks
Setting Up Electric Supply at Auburn Stadium 6 wks
Setting Up Mains Gas Supply at the Auburn Stadium 4 wks
Telecommunications Set Up at Auburn Stadium 5 wks
Improvement Works for Auburn Stadium 15 wks
Auburn Stadium Hard Landscaping Plaza edge 5 wks
Setting Up Pathways, Roadways and Drainage 5 wks
Hardware Installation 8 wks
Steel Doors Installation 4 wks
Door Installation for the stadium Washroom 4 wks
Painting of the Stadium 12 wks
Trim Coating 6 wks
Auburn Stadium Drywall Coating 6 wks
Cleaning of Auburn Stadium 7 wks
Project Closure 9 wks

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Project cost management
Task Name Cost
Auburn Stadium Construction Revised Plan $ 255,640.00
Stadium Construction Reinitiating by Fulton Hogan Pty Ltd $ 36,360.00
Revised Sales Agreement $ 4,000.00
Revised Contract Plans for the Stadium $ 14,840.00
Revised Contract Specifications for Constructing the Stadium $ 12,720.00
Revised Documentation Review $ 47,560.00
Finalising Plans of Constructing Auburn Stadium and Preparation of
Documents $ 14,840.00
Finalising Specifications Required for the Stadium Construction $ 14,840.00
Printing Design of the Construction $ 4,160.00
Bids and Contracts Revision $ 69,000.00
Revised Review of Bids $ 3,680.00
Subcontractor Revised Agreements for Conducting Construction $ 4,600.00
Revised Permits for Auburn Stadium Construction $ 5,200.00
Requirements Meet for Sediment Control Inspection $ 6,240.00
Revised Issuing Grading Permit $ 4,160.00
Revised Pay Permit Approval for Auburn Stadium Construction $ 4,160.00
Revised Site Work $ 11,360.00
Lot Clearance $ 4,600.00
Construction Project Backlog $ 17,520.00
Ordering Extra Steel for Completing the Construction $ 2,000.00
Ordering Extra Lumber for Completing the Construction $ 2,000.00
Ordering Sand and Cements for the Construction Purpose $ 2,000.00
Rectifying the defects in Roof and Floors $ 10,320.00
Stakeholder Rearrangement $ 1,200.00
Post-Construction Stadium Works $ 27,080.00
Setting Up Utility Service of the stadium $ 27,080.00
Setting Up Water Supply System $ 2,880.00
Setting Up Electric Supply at Auburn Stadium $ 4,800.00
Setting Up Mains Gas Supply at the Auburn Stadium $ 7,200.00
Telecommunications Set Up at Auburn Stadium $ 9,000.00
Improvement Works for Auburn Stadium $ 27,600.00
Auburn Stadium Hard Landscaping Plaza edge $ 9,200.00
Setting Up Pathways, Roadways and Drainage $ 9,200.00
Hardware Installation $ 10,240.00
Steel Doors Installation $ 3,520.00
Door Installation for the stadium Washroom $ 6,720.00
Painting of the Stadium $ 8,640.00
Trim Coating $ 4,320.00
Auburn Stadium Drywall Coating $ 4,320.00
Cleaning of Auburn Stadium $ 4,200.00

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Project Closure $ 7,440.00
Project quality management
The project’s primary objective is to refurbish the Auburn Stadium. The project
activities must be conducted efficiently so that the stadium can be constructed successfully.
The stakeholders must be skilled enough to finish all the work activities within the scheduled
time in an efficient manner. The project manager wants to ensure good quality of the project
that is why he appoints best workers for the project. He wants to make sure that all the
resources are properly for the project. For this reason, he orders extra sand, cement, steel, and
lumber for the construction of the stadium. The project manager does not want to neglect and
he is doing his best for completing the project.
Project resource management
The project manager has appointed the following list of stakeholders. Fulton Hogan
Pty Ltd is the enterprise who has been given the responsibility to construct the stadium.
Fulton Hogan Pty Ltd Construction Department will carry out the construction work of the
stadium. The Department will finalise the plan for the stadium. They will finalise the
specifications required for the construction of Auburn Stadium. The Fulton Hogan
Subcontractor will carry out the revised site work. They will also conduct the improvement
works for Auburn Stadium. The Auburn Stadium Hard landscaping Plaza edge will be
reconstructed by the subcontractor. The subcontractor will set up the drainage, pathways and
roadways. The mechanical subcontractor will install hardware at the stadium. The steel doors
will be installed by the mechanical subcontractor. They will install doors for the stadium
Washroom as well. The civil engineer will make the construction design of the stadium. He
will direct the construction department The Sediment Controlling Inspector will check
whether the project is meeting the sediment control. The builders are responsible to set up the

17ADVANCED ENGINEERING PROJECT MANAGEMENT
mains gas supply at the Auburn Stadium. The painters and decorators conduct the trim
coating and the drywall coating for the stadium. The cleaning staff will clean the stadium
after completion of construction work. The Field Superintendent will visit the work site. The
mason will work with sand and cement will lay out the basic foundation of the stadium. The
electrician will set up the electric supply at Auburn Stadium. The plumber will set up the
water supply at the cost management. The fire extinguisher will set up the fire extinguishing
services at the stadium.
Project communications management
The stakeholders associated with the project must communicate with each other. The
builder, mason, electrician and plumber should go hand in hand completing one task after
another. The project manager should keep in touch with the project stakeholders. Also, the
project manager must advise the stakeholders, whenever they face any problem. The effective
communication can help the project to complete successfully within the scheduled time. The
efficient communication sometimes also reduces project mismanagement. The project
manager also should communicate with the project sponsor. The project must satisfy the
wishes and demands of the sponsor. Therefore, effective communication must be established
between the project manager and the project sponsor. The sponsor should also communicate
and clarify the project deliverables. In this way, the construction project can be completed
successfully.
Project procurement management
In the procurement management, the role of the project manager is to develop, read
and manage contracts. There are certain points associated with the procurement
management. The contracts made in the project must be formal. The contracts of the project
are legally binding, the stakeholders, the suppliers and the sales manager must agree to the
contract. In this way, the contracts can help to mitigate the risks associated with the project.

18ADVANCED ENGINEERING PROJECT MANAGEMENT
Also, the contracts save the project from being failed. In this case, the project manager must
read and understand the construction contracts. The project manager must ensure that the
project scope and the project deliverables are included in the contracts. The project manager
will have to make sure that the reporting, inspections and legal deliverables of the stadium
construction project are met appropriately.
2.b. Report to Project Sponsor
The project manager is responsible for refurbishing the stadium and handing it over to
the project sponsor. The Auburn Stadium Construction consists of several activities, which
the project stakeholders need to carry out. The construction project halts in the mid-way due
to lack of resources and skilled workforce. The project manager has made a revised project
plan. The sponsor will have to approve the new project plan so that the stakeholders can start
working on the stadium construction project. Fulton Hogan Pty Ltd will carry out the
research work. At first, the sales manager will make the sales agreement, after that the project
manager will prepare revised contract plan for the project. He will prepare contract
specifications plan and contract site plan as well. Fulton Hogan Pty Ltd Construction
Department is associated with the refurbishment of the Auburn Stadium. After reinitiating the
construction project, the revised project documentation will be reviewed. The project
manager will finish the project plan and will prepare the documents for the project plan. After
that, the project manager will finalise the stadium construction specifications. Fulton Hogan
Pty Ltd. will prepare the revised construction design for the project. They will print the
design of the construction. After that, the law officer will review the documents and will
permit the construction. Sediment Control inspector will check whether the requirements are
meeting for sediment control inspection or not. Later Fulton Hogan Pty Ltd construction
department will carry on the revised site work.

19ADVANCED ENGINEERING PROJECT MANAGEMENT
The content writer will prepare the construction plan copies of the stadium based on
consent of project manager. Later they will review the bids. Fulton Hogan Pty Construction
Subcontractor will carry out the revised permits for the construction of Auburn Stadium
Construction. The subcontractor revised agreements for carrying out the construction is
carried out by the Construction Department of the Fulton Hogan Pty Ltd. The law officer will
permit for constructing the Auburn Stadium. The construction subcontractor will prepare the
schedule of lot stake-out in details. The sediment control inspector will conduct the
inspection for sediment control and in this construction. The law officer prepares revised
filing for the grading permit. The law officer will permit approval for the Auburn Stadium
Construction. The field superintendent and Fulton Hogan Pty Ltd Subcontractor will carry
out the revised site work. The construction subcontractor will again carry out the lot
clearance.
The project consists of certain backlog. The project requires extra steel, extra lumber,
sand and cements for conducting the purpose. The project manager will analyse the
requirements for the project and will instruct the sales department to order for the same. The
Sales Department will order extra steel that are required to complete the construction. The
Sales Department will order extra lumber that are needed to complete the construction. They
will again the order the sands and the cements for continuing the construction procedure. The
steel, lumber, sand are cement are needed to rectify the roofs, floors of the stadium. The
builder, mason and the construction department will carry on the reconstruction works. After
the reconstruction work gets finished, the stakeholders will have to carry out the post-
construction stadium works. The plumber, electrician and fire extinguishing staff will
conduct the post-construction work. The plumber will set up the water supply system. The
electrician will carry out the electric supply at Auburn Stadium. After that, the fire
extinguishing staff will set up the fire extinguishing services at Auburn Stadium. After the

20ADVANCED ENGINEERING PROJECT MANAGEMENT
post construction work, the stakeholders will carry out the improvement works of the
stadium.
The construction department will work on Auburn Stadium Hard Landscaping Plaza
edge. They will set up the drainage system, they will set up the pathways, and they will set up
the roadways. Fulton Hogan Pty Ltd will carry out the boardwalks and Lake Works. After
that, the builders will install the steel doors. The builder and the wood machinist will install
the door for the washroom. After the installation of hardware, the painting of the stadium will
be conducted. The painter and the decorator will carry out the trim coating. Again, they will
carry out the drywall coating of the stadium. After conducting the painting, the cleaning of
the stadium will be conducted. The cleaning staff will clean the entire stadium. In this way
the construction of the entire stadium will be constructed. The construction project will be
handed over to the Director of Auburn Stadium. The Director will have to agree with the
project plan and the deliverables of the project. If the Director approves the project plan and
then the plan is successful, if the Director wants some modifications, then the project
manager will have to make modifications to meet the demands of him. The content writer
will prepare the documentation after the completion of the project. At last the project
manager will release the resource.
The construction project is already running 2 months late. Moreover, due to defects in
roof and floor, lack of resources and skilled workforce, the refurbished construction project is
being delayed by 1 more month. The sales manager will order extra steel, extra lumber, extra
sand and cement for the rectifying the defects. Post-construction stadium work will start after
rectifying all the defects. The utility service of the stadium will be set up, Fulton Hogan Pty
Ltd construction department will conduct the electric lines set up, water supply set up, and
telephone lines set up. The construction department will install a door for the stadium. The
painter will complete the painting the drywall and will complete the trim coating. The

21ADVANCED ENGINEERING PROJECT MANAGEMENT
cleaning staff will clean the stadium and will make it ready for the handover to the sponsor.
The Auburn Stadium Refurbish work will take about 3 years and 3 months. The overall
budget for the project is $255,640. It will require about $ 17,520.00 to complete the project
backlog.

22ADVANCED ENGINEERING PROJECT MANAGEMENT
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Ariyanto, A., 2017. Gender Construction of Women as Maung Geulis in Indonesian
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Baade, R. and Matheson, V., 2015. An Analysis of Drivers of Mega-Events in Emerging
Economies.
Baker, N., 2018. Playing a Man down: Professional Sports and Stadium Finance-How
Leagues and Franchises Extract Favorable Terms from American Cities. BCL Rev., 59, p.281.
Ballouli, K., Grady, J. and Stewart, R., 2016. The delicate art of rebranding a minor league
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