Design and Construction of 1.5 km Single Deck Flyover | Project Management

In this project we will discuss about project management and below are the summaries point:- The project involves the design and construction of a 1.5 km single deck flyover. The table of contents provides an overview of the project's description, location, stakeholders, and objectives. The project aims to meet specific requirements, deliver value to the sponsor, and address constraints and assumptions.

Running head: PROJECT MANAGEMENT
Design and construction of 1.5 km single deck flyover
Name of the Student:
Name of the University:

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Table of Contents
1.0 Brief description of the project................................................................................2
1.1 Location of project...............................................................................................2
1.2 Project owner and sponsor.................................................................................3
1.3 Name of the project manager.............................................................................3
2.0 Vision of the project’s outcome..............................................................................3
3.0 The project phases.................................................................................................4
4.0 Stakeholder management......................................................................................6
4.1 Client’s representative........................................................................................6
4.2 Project stakeholders...........................................................................................7
5.0 Purpose of the project............................................................................................7
5.1 Description of the project....................................................................................7
5.2 Context of the project..........................................................................................8
5.3 Project history and background..........................................................................8
5.4 Associated notable technology...........................................................................9
5.5 Market place in which the project is being implemented....................................9
6.0 Project objectives aligned to the project scope....................................................10
6.1 Project objectives..............................................................................................10
6.2 Project scope statement...................................................................................11
7.0 Satisfaction of project requirements.....................................................................12
8.0 Role and responsibilities of people.......................................................................13
9.0 Project benefits.....................................................................................................19

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9.1 Project achievement.........................................................................................19
9.2 Reasons behind implementation of project work..............................................19
10.0 Value proposition for sponsor.............................................................................20
11.0 Constraints and assumptions.............................................................................20
12.0 Implementation of critical success factors..........................................................23
13.0 Risk and treatment.............................................................................................26
14.0 Project phases facilitate delivery of future phases.............................................33
15.0 Work breakdown structure..................................................................................35
16.0 Impact of project on stakeholders......................................................................39
17.0 Milestones and activity schedule........................................................................41
18.0 Budget................................................................................................................45
References.................................................................................................................51

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1.0 Brief description of the project
The project plan is based on designing and constructing of 1.5 km single deck
flyover in Harwood, New South Wales, Australia. The design and construction of this
new 1.5 km single deck flyover will be dual carriageway with two of the lanes in each
direction. This flyover is developed and implemented with efficient design solutions
which can reduce entire construction plus operation budget of the project plan. The
entire 1.5 km flyover is built using advanced hybrid technology so that it can support
all types of vehicles without delay (Acciona.com.au 2016).
Upgradation of the highway and carrying safety developments to existing
highway can make improvements towards the road conditions. The development will
provide safety travel, reduce the travel time by 25 minutes, consistent travel and
develop facility for the local communities. This project plan is represented a change
in residential as well as tourist growth in area of Australia. The main purpose of this
plan is to connect Sydney and Brisbane, two of the major cities of Australia. It is
considered as local road works at both norther besides southern abutments
(Acciona.com.au 2016). The project team members are continued to work with roads
and maritime services, their delivery partner as Pacific Complete for delivering 1.5
km flyover.
1.1 Location of project
There is construction of 1.5 km single deck flyover in Harwood, New South
Wales, Australia. This project plan is a part of Woolgoolga to Ballina Pacific Highway
upgrade (Acciona.com.au 2016).

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1.2 Project owner and sponsor
The project sponsors are New South Wales Governments and Australian
governments. The project owner is New South Wales Roads and Maritime Services
(RMS).
1.3 Name of the project manager
The project manager of this design and construction project plan is Greg Nash.
2.0 Vision of the project’s outcome
The vison of the project outcome is to design and develop a deck flyover
which will be length of 1.5 km. It would provide an efficient transport facilities to
public of Australia so that their travel time should reduce by 25 minutes. The
construction work will provide a change in tourist growth of Australia that this flyover
will connect Sydney and Brisbane, most of attractive tourist destinations in Australia.
With upgradation, the construction work will offer continued source of employment.
This project plan is important for entire Pacific Highway upgradation program as it
would expand besides develop security and productivity of the highway connections.
The project plan would be completed by 2020. The estimated budget for the project
is calculated as approximately Au$4.36 billion (Acciona.com.au 2016). The
improvement of this area would support the development work and provide safer
travel, consistent travel and improve facility of Australian populations. Therefore,
main vision is to conduct designing and construction work in efficient manner for
meeting with client’s expectations.

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3.0 The project phases
The project manager plays a vital role with successful completion of
construction project, dealing with project complexities on regular basis. Focused on
various project factors, the project manager ensures that the project will be
successful when the project will meet with its scheduled deadline, estimated budget
and expected scope (Kerzner and Kerzner 2017). The manager uses various tools,
techniques and construction processes to meet with project objectives. Following are
the project phases which help to make sure that the project is being organized
properly as per project vision such as:
Project conception and initiation phase: The first phase of this construction
project plan is building conception as well as initiation. The project owner gathers the
team of project experts such as designer, contractor and others to plan entire flyover
construction work (Osman et al. 2015). The project team members decide whether
the project is feasible or not and if the project is completed in scheduled timeframe.
Main purpose to gather the project team is to determine the project scope as well as
project cost. The team can determine the project feasibility throughout feasibility
study focused at goal, cost and time. A business case document is provided to
define the purpose of this project besides financial benefits (Johnson 2014). A
project charter is created to document all project related information in one
document. A high level risk analysis is also carried out at initiation phase so that
during the work, the possible risks are identified. Then, the project is approved at the
management level.
Project planning phase: Once the project plan is approved, the plan requires
outlined which would be helpful for the project team to understand each project

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steps. It helps the team to be on project track as per scheduled activities and they
must complete it effectively. Before design documents plus drawings are being
started, then the contractors and designers work collaboratively to get the goal of
project owner (Tarhini, Ammar and Tarhini 2015). The project stakeholders would
provide alignment with the project cost, duration plus quality. The risk manager
identified issues in this step will save time as well as money throughout the
execution phase. A schematic design of building work is sketched which will show
spaces, materials and other requirements (Fleming and Koppelman 2016). The
sketch is done to research about materials required, cost and materials used.
Project execution phase: In this project phase, the project team members
develop deliverables to satisfy the project client. Using the project plan, the team
members assign the tasks for project completion and allocation of resources
(Heagney 2016). The tasks which are performed in this project stage is assign work
to the team members, execution of project plan, conduct project meetings, update
the project schedule and modify the plan. The project manager and project owner
rely on updates of field team to measure project performance. In this phase, the
construction work is performed at site practically (Harrison and Lock 2017). The
project progress is monitored, proper adjustments are made, records as variances
from the project plan. The progress information is reported throughout the meetings
among project manager and stakeholders.
Project control phase: This phase is based on monitoring the entire project
work to measure the performance and track if the project is done as per
requirements or not. During the construction phase, the project manager tracks
progress. Most of the time the manager makes adjustments to keep the project on
track. Key performance indicator (KPI) is used for measuring cost, time plus quality

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chosen. KPI’s are included project schedule, measure project completion, and cost
tracking in addition to project performance (Larson and Gray 2015). Calculating
those KPIs put the project on track and prevent any kind of project failures.
Project closure phase: The project team members execute all the project
deliverables plus deliver the work as per client’s requirements, then the project is
closed. When the project team completed the work, then it is final step of
construction project life cycle. In this phase, it allows the team to assess, document
in addition study from the construction project (Nicholas and Steyn 2017). The
project closure helps the team to determine what issues are apprehended plus lead
by the manager to end the project. A final project budget is created and project
reports to close the entire work. Lessons learned is important for the future projects.
At the time of reviewing actual hours on the labour activities, the team can adjust
estimation on the future projects (Turner 2016). All the project stakeholders are
communicated properly such that they are informed about all project details.
4.0 Stakeholder management
Kerzner (2018) stated that stakeholder management is critical component to
delivery of the project and its activities successfully.
4.1 Client’s representative
Binder (2016) discussed that client representative is the person those can
manage project on behalf of the project client. In this construction project, ACCIONA
Infrastructure is the client representative where the work is based on 1.5 km single
deck flyover. This company is a part of “Acciona Ferrovial Joint Venture” which is
engaged for designing and building of new flyover at Harwood.

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4.2 Project stakeholders
The stakeholders are individual or group those can affect and be affected in
the project. Those are the person who are interacted with each other throughout
entire project from project initiation to closure phase (Verzuh 2015). They are
responsible to identify critical elements in the project and manage them for project
success. The construction project stakeholders those are involved in the project work
are: project manager, contractors, client, site supervisor, labourer, financial manager,
suppliers, civil and site engineer, architectural technician, quality and building
surveyor. The other stakeholders are facilities manager, subcontractors, contracts
manager, marketing and procurement manager (Schwalbe 2015). Therefore, those
list of persons are managed the work so that it can complete on timescale.
5.0 Purpose of the project
5.1 Description of the project
The project plan is based on structure and build up a deck flyover which will
be length of 1.5 km. It would give a proficient transport ways to open towards
Australia with the goal that their travel time ought to diminish by 25 minutes. The
development work will give an adjustment in tourist development of Australia that this
flyover will interface Sydney and Brisbane, the greater part of appealing traveller
goals in Australia. With upgradation, the development work will offer proceeded with
wellspring of business (Acciona.com.au 2016). This task plan is critical for whole
Pacific Highway upgradation program as it would extend other than create security
and efficiency of the parkway associations.

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5.2 Context of the project
The project context is based on construction work. The work is divided into
five phases of any construction project such as initiation, planning, execution, control
and closure phase. The entire construction project plan is divided into various
phases for better management control plus skills linked to the operations for
performing the organization (Todorović et al. 2015). The project management team
can understand broader context to manage daily activities of the project which are
required for project success. The construction project work is related to degree of
uncertainty. The organization is performing the work as various project phases are
provided better management control plus link to ongoing operations to perform the
organization (Harrison and Lock 2017). It is concluded that the project lifecycle
defines the project work from starting to end stage. It will determine whether a
feasibility study is required to measure if the project is feasible or not.
5.3 Project history and background
The undertaking plan depends on structuring and developing of 1.5 km single
deck flyover in Harwood, New South Wales, Australia. The structure and
development of this new 1.5 km single deck flyover will be double carriageway with
two of the paths toward every path. This flyover is created and actualized with
proficient structure arrangements which can decrease whole development in addition
to activity spending plan of the undertaking plan (Acciona.com.au 2016). The whole
1.5 km flyover is fabricated utilizing propelled mixture innovation so it can bolster a
wide range of vehicles immediately

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5.4 Associated notable technology
The project plan is consisted of hybrid technology where the flyover
construction is done in such a way that any types of vehicles can moved on the
bridge. Therefore, the construction work of flyover can so that it can support all types
of vehicles without any delay. This technology can use more than one means of the
propulsion. Main advantage of this technology is that it would consume less amount
of fuel plus emit less carbon di-oxide as compared to conventional petrol and diesel
engine vehicle. Therefore, this technology is helpful for construction of the single
deck flyover in Pacific Highway in Australia.
5.5 Market place in which the project is being implemented
The project plan is based in Australia. There is development of 1.5 km single
deck flyover in Harwood, New South Wales, Australia. This undertaking plan is a
piece of Woolgoolga to Ballina Pacific Highway overhaul.

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6.0 Project objectives aligned to the project scope
The project is based on design and construct 1.5 km single deck flyover in
Harwood, New South Wales, Australia. Based on the objectives of project plan, the
project manager determines scope of this work. With all the project and design
considerations, the project manager determines the objectives and scope so that its
main objective is meet like completion of work in schedule and budget. It will prevent
chances of project failure.
6.1 Project objectives
In this project, there is upgradation of the highway for conducting protection
developments to current highway can create enhancements concerning the
conditions of road around those areas of Pacific Highway. Following are the
objectives of this particular project plan based on selected project such as:
 To improve safety and efficiency of highway connections among
Sydney and Brisbane
 To provide efficient and reliable travel
 To reduce the travel time by period of 25 minutes
 To provide consistent travel and develop facility for the local
communities
 To modify and reconstruct the highway flyover which connect two
major cities of Australia
 To complete the project by 2020 with an estimated budget of
Au$4.36 billion

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Based on above mentioned objectives, it is main responsibility of project
manager is to meet with the objectives for successful completion of project plan.
Concerning on those objectives, the project scope statement is made.
6.2 Project scope statement
The scope of this project plan is to replace existing bridge as well as linked
roadwork. The work is included to design and develop 1.5 km single deck flyover,
reconstruct the flyover. The entire project work is based on meeting with the
customer’s needs as they satisfaction level is highest priority of the project owner
and project manager. The project is to be completed with a time period of 4 years as
it was started on 2016 and expected to finish by 2020. The budget which is
estimated for the project is Au$4.36 billion, therefore focused on time and budget,
the scope is to completed it on time and under budget. The project manager
prepares a detailed engineering plan based on above mentioned project objectives.
There is proper analysis in addition to evaluation of design data.
The project manager followed all the project phases from initiation to closure
so that the work will be successful. On regular basis, project meetings are conducted
to discuss issues which the team members face while working in the construction
site. While working in the plan, it is seen that some of the workers have no
experience to work in construction field, therefore the project manager decides to
provide construction training to them (Lock 2017). This is out of scope and it is
identified at direct construction site during the project work. The manager takes
proper steps for training program so that within few days, they get some sort of
knowledge and skills to work in construction site. The workers should hired and
selected for this project based on their past experiences to work in construction field.

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7.0 Satisfaction of project requirements
The main requirement of this project plan is to complete the project work
within scheduled timeline and estimated project budget. The customers are only
satisfied when the project gets success. There is a link between project quality and
project requirements. Fuller et al. (2017) stated that satisfaction is a measure and
extent to which the project requirements plus customer expectations for the product
and service are met. Satisfaction in the construction project is highlighted with
detailed requirements of the customer with few requirements is emphasised on other
construction project team members. There are four satisfaction requirements of the
construction customers such as cost, time, scope and quality. When the satisfaction
level is high, then there is less scope creep (Martinelli and Milosevic 2016).
Following table shows the satisfaction attributes and their respective details which
help to understand the importance of satisfaction of project requirements:
Satisfaction
attributes
Details
Cost factor  The project plan is paid as agreed
 Changes in the project plan are introduced properly
 The supplier cost is estimated based on project
requirements
 There is flexibility in project changes
Quality factor  The project design is consisted of adequate details
 There is friendly communication among project manager
and project stakeholders
 There is open client interaction (Heldman 2018).
 There is low defects in supply
Time factor  The project plan is completed on schedule time
 There is consistent flow of communication
 Make sure that the project changes ate introduced
properly
 There is proper ability of supplier to meet with project
deadlines (Sears et al. 2015).
Scope factor  There is less scope creep
 Out of scope is meet

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Based on those above mentioned four factors in the table, the customer
expectations are meet. When the client is satisfied with the project work, then it will
lead to increase in company’s productivity (Heldman 2018). Therefore, the
customers are satisfied when the project is on time and in budget.
8.0 Role and responsibilities of people
Following table shows the role and responsibilities of people those are
involved in the design and construction work of single deck flyover:
List of people
involved and their
role
Responsibilities of people
Project Manager o Preparing project work for entire team
o Estimating of project cost and developing project schedules
o Reviewing the project plan
o Reporting project progress and updating project report
(Kerzner 2017).
o Planning visits to the new clients, ensuring that the client
receives sufficient support
o Development of contacts with the senior staffs
Contractors o Hiring of subcontractors to perform construction work
o Providing materials and equipment’s support
o Planning and monitoring of work to make sure that the risks
are controlled (Cleden 2017).

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o Checking that the workers appoint have proper skills plus
knowledge
o Providing supervision and instructions to construction
workers (Muller 2017).
Client o Ensuring that proper time plus resources are permitted for
each stages of project work
o Providing pre-construction details to contractors in addition
to designers
o Designing and documenting building modifications within the
design documents (Todorović et al. 2015).
o Hiring of consultant and documenting the construction work
o Managing health and safety regulations in the company
Site Supervisor o Reviewing the construction related activities which are
taking place at the worksite
o Supervising the contractors plus staffs to maintain a safe
working environment (Hornstein 2015).
o Giving instructions to the site workers and setting goals for
the project team
o Assessment and management of safety hazards at the
construction site (Portny 2017).
o Allocating project resources and materials
o Monitoring of budget related to the project
Labourer o Cleaning the sites to make sure that work is done properly
o Building of temporary structures (Svejvig and Andersen

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2015).
o Operating of construction equipment’s moreover digging
trenches
o Loading and unloading of materials and preventing from
hazards (Bucero and Englund 2015).
o Performing of set up plus clean up tasks at the job site
Financial Manager o Preparing the financial statements and forecasts
o Monitoring the project financial details to make sure that
legal needs are met (Kaiser, El Arbi and Ahlemann 2015).
o Supervising the employees to do financial budgeting
o Review the financial reports of construction company (de
Carvalho et al. 2015).
o Helping management to take financial decisions
Suppliers o Building close relationship with the project clients pus
partners
o Delivering required equipment and materials to the company
o Supplying of construction related materials in safe
conditions
o Providing instructions related to equipment usage safely’
o Following employment act and regulations (Serra and Kunc
2015).
Civil Engineer o Planning, designing and reviewing the construction and
building structures (Andersen 2016).
o Undertaking of technical plus feasibility study included with

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site investigations
o Resolving the design plus development issues (Kivilä,
Martinsuo and Vuorinen 2017).
o Scheduling the materials plus deliveries
o Assessment of sustainability plus environmental effects of
this project
Site Engineer o Planning and supervising the technical aspects related to
construction project (Zheng et al. 2016).
o Solving of technical problems and preparing of project
reports
o Managing construction work and setting the site
o Preparing of site reports plus filling of construction paper
works (Padalkar and Gopinath 2016).
o Ensuring that health as well as safety regulations are
adhered to
Architectural
Technician
o Evaluating and advising on the legal as we as regulatory
issues
o Developing of project briefs as progress in the construction
plan (Hopkinson 2017).
o Producing and analysing of detailed construction
specifications
o Administering contracts plus certifications of the project
o Obtaining feedback from clients and reporting on
contractors’ performance (Carvalho and Rabechini Junior

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2015).
Quality Surveyor o Conducting of feasibility studies for materials and labour
cost estimation
o Reviewing the project finances plus contractual relations
(Uhl and Gollenia 2016).
o Managing of contractual relations with different parties
involved in the project
o Analysing of completed construction work plus arrangement
of payment to the contractors (Klein, Biesenthal and Dehlin
2015).
o Negotiating plus determining the tender cost and contract
cost
Building Surveyor o Providing advice on design aspects plus construction
o Offering quality assessments plus reports on project defects
o Carrying out site investigation (McKettaJr 2017).
o Dealing with the planned applications plus providing advice
on the property legislation, regulations of building (Webb
2017).
o Inspecting the building work based on regulations and act
Facilities Manager o Responsible to ensure that building plus services are meet
with client’s requirements
o Responsible for security maintenance as well as work
services to make sure that they can meet with organizational
requirements (Cagliano, Grimaldi and Rafele 2015).
o Managing the project budget and making sure about cost

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effectiveness
o Allocating and managing the spaces among the building
work
o Ensuring that the facilities should meet with Australian
government regulations and policies, standards related to
health and safety (Martinsuo and Hoverfält 2018).
Sub-contractors o Responsible to supply of required equipment, materials plus
services to complete the project work
o Hiring of specialized subcontractors to perform the
construction work (Thiele, Ryan and Abbasi 2018).
o Directing contracts with other to conduct work under the
construction contract
o Standardizing of project management processes (Bi et al.
2017).
o Optimizing of construction work as per the client’s
requirements
Contracts Manager o Monitoring of financial reports and controlling the contracts
o Ensuring of health, safety and quality compliance to meet
project objectives (Hopkinson 2017).
o Ensuring the contraction work is completed on time and in
budget
o Providing advice and guidance to the project management
team and project manager (Olson and Wu 2015).
o Maintenance of contractual records
Marketing Manager o Developing and reviewing the marketing campaigns for

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promotion of services
o Conducting research and data analysing for defining the
project audiences
o Organizing of events and performance monitoring
o Managing of marketing campaigns on the social media
o Coordination of internal marketing plus organizational
culture
Procurement
Manager
o Purchasing of goods and services for the construction
project
o Ensuring that the company is stick to budget and operate
profitability (Hulett 2016).
o Evaluating the suppliers and conducting interviews with the
vendors
o Negotiating with supplier agreements and managing of
supplier plus vendor contracts (Garlick, 2017).
o Cutting the procurement expenses
9.0 Project benefits
9.1 Project achievement
With construction of this flyover, the upgrade will develop the road safely,
improve the time of travel in addition to increase transport efficiency. The
construction of this flyover provides an efficient transport facilities to population of
Australia such that the travel time of public is being reduced by 25 minutes. Due to
reduction of travel time of Australian public, there is a growth of tourist as the flyover

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is linked two major cities of Australia such as Sydney and Brisbane. It will develop
security plus productivity of the Pacific Highway connections. Therefore, the project
plan is achieved to provide a safe in addition to consistent travel to the Australian
people.
9.2 Reasons behind implementation of project work
The reasons behind implementation of project work related to develop and
design 1.5 km single deck flyover to connect two major cities like Sydney and
Brisbane. When two of this cities are linked by the flyover, then there is a huge some
reduction in the entire travel time of people. In current days, people are busy in their
work and they are not desired to waste a second in extra activities. As there is
reduction of travel time by 25 minutes, then Australian people are happy that they
are now save 25 minutes from their daily activities.
10.0 Value proposition for sponsor
When the business offerings are understand from the perspective of the
project sponsor, then it will help to target proper companies and individuals within
that organization. From the project sponsor, this project plan requires funding and
true partnerships. Both of them are important to create a value for the sponsor.
There is target of marketing and advertising outreach to more than 100,000
professionals. There is target of business to business meetings with the key project
stakeholders. The project sponsors of this project plan are New South Wales
Governments and Australian governments. The project owner is New South Wales
Roads and Maritime Services (RMS). They are providing funds based on branding of
day of event, opportunity for enhancement of digital presence of Australian market
and printed materials during the conference (Fuller et al. 2017). There is opportunity

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for sponsor representative to be present in sessions in addition to welcome
representatives to go in the session. The construction organization is profiled with
strategies to improve convenience plus use of sustainable portable modes (Hulett
2016). A good sponsorship agreement is boosted for brand awareness among
Australian populations as well as raise customer engagement that can strengthen
the project funding options. There is proper collaboration and building of links with
the project professionals.
11.0 Constraints and assumptions
In the construction project, following are the constraints which provide an
impact on project success rate such as:
Design constraints: There is design constraints which can limit range of the
design solutions which are adopted. This constraints is inherent to type of building
needed and the site which is obligatory by the third party. The factors of design
constraints are availability of technology, budget, performance needs, site access,
planning plus building regulations restrictions and completion date of the project plan
(Tarhini, Ammar and Tarhini 2015).
Technical constraints: It is based on completion of construction activities
plus building methods as well as standards. In constructing groundwork, the site is
levelled before excavation is taking place. Formwork plus reinforcement is being
placed before concrete is being poured (Heagney 2016). The other factors of
technical constraints are space needed for the building work and site access routes
plus coordination of the services.
Economic constraints: It is related to project budget and resource allocation.
When the budget is not proper and the project resources are not allocated efficiently,

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then there is negative impact on project success based on quality, safety plus
performance. If the project organization is hired new contracts and subcontractors,
then the project causes delay due to additional cost is added.
Time constraints: It is included of key dates on project schedule and project
milestones. Conforming to the project date is required for entire completion of the
project (Todorović et al. 2015). If the project is failed to meet its deadlines, then
penalties are applied. There is also delay when the contractor causes any fault.
Environmental constraints: It is caused due to use of sustainable and
hazardous construction materials for construction of the flyover. There is also energy
consumption plus emissions of carbon while using some materials in the
construction site. In the construction work, various materials and equipment cause
air, ground and water pollution due to harmful products and materials. There is also
resilience to the climatic changes plus design for the deconstruction in addition to
disposal of solid wastes (Andersen 2016). The organization is required to set a client
environmental policies and regulations.
Following are the project assumptions which are made based on selected
project plan of construction work such as:
1. The project manager gets required project resources so that each
of project stakeholders are assigned with tasks based on their
skills and expertise to work in the construction project.
2. It is assumed that there is proper determination of project budget
and it is covered with entire project expenses (Padalkar and
Gopinath 2016).

24PROJECT MANAGEMENT
3. There is proper setting of deadlines and achievement of project
milestones so that the project is finished on time.
4. All the project team members are available throughout the project
work and they are required skills and knowledge to work in the
construction project (McKettaJr 2017).
5. There is proper performance of suppliers and contractors and all
required equipment and materials are available at the construction
site.
6. There is proper support from upper management and proper cost
is funded for the project so that there is no possibility of project
failure (Nicholas and Steyn 2017).
12.0 Implementation of critical success factors
Following are the critical success factors for the construction of flyover in
Australia such as:
Project management: It is a criteria to determine of the project is being
completed on scheduled time or not. The success of this project plan is measured to
determine if the project work is completed on schedule, time as well as in budget. It
is specific to meet with the project goals. There is unique variables which are
required elements to get success in the project (Osman, El Beltagi and Hardaker
2015). The project team members should have proper project management skills to
work and schedule entire plan as per project requirements and goals.
Quality: The construction materials which are purchased for construction of
flyover should be best quality so that they are no possibility of broken down of the

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flyover (Osman, El Beltagi and Hardaker 2016). Competence of the partnership is
critical for project success.
Top management support: There is enthusiasm of the top management is to
deliver required capitals as well as control for achievement of this project plan. There
is stretchy as well as proper admission to the administrative capitals which is
measured as requirement for effective execution of the development activities. In this
project, sometimes it is seen that the project management team is provided support
to their team members and motivated them to work (Muller 2017). The management
is also taking proper decisions linked to the construction work of flyover. The top
administration implements safety, health and environmental standards based on the
construction implementation work.
Monitoring: There is proper control of project information at each project
stages in the implementation processes. There is monitoring of project cost,
schedule, scope and quality so that it ensures that the project is completed in
scheduled plan time. The project work is monitored to review if it is on track or not as
per scheduled project plan (Turner 2016). The project manager monitored all these
four factors so that the work is completed on scheduled time as well as in the
estimated budget. There is proper ability to analyse the project related problems.
The control systems are project scheduling, estimation, budget control, quality
assurance and scope management.
Communication: There is provision of proper network as well as required
data which are key factors for the project implementation. All the project
stakeholders as well as project manager performs an interaction with each other so
that they can coordinate the project details among one another (Johnson 2014).

26PROJECT MANAGEMENT
Communication is a key success factor as it helps to solve the issues which the
project team members faced while working in the construction project. A
communication plan is required which helps the team members to interact with each
other for proper management of this construction plan (Sears et al. 2014). Weekly
meetings are conducted to review entire project work.
Competence of the project team members: There is selection in addition to
recruitment of the project staffs and workers so that they are trained based on skills
which are required to work in this project. Organizational culture is a key success
factor of integrity related to the project team members. While working in the
construction site, the project team member should be skilled with an experience of
construction work so that they can easily manage all the project related works
(Bucero and Englund 2015). They should have proper knowledge, skills and traits so
that they are not considered as vital component of entire organizational culture.
Technical tasks: There is availability of the technology as well as proper
construction project expertise for achievement of the technical action steps. In order
to construct the project work, the flyover construction is required to have advanced
hybrid technology so that it can support all types of vehicles without any delay
(Andersen 2016). Therefore, the project team members should have proper
technology skills to build the flyover in Australia.
Project schedule: In this project work, a detailed project specifications is
required for implementation of this plan. All the project work is to be completed within
scheduled time so that there is no such possibility of any delay as well as project
failure. The project is to be completed within schedule date with all the project
activities are assigned to the project team members (Zheng et al. 2016). The project

27PROJECT MANAGEMENT
manager has responsibility to plan entire project as well as review the plan so that
the project team members can work to meet with the project deadlines.
Scope: The project manager works in the project plan to meet with the scope
of this project work. It is responsibility of the project team members to work in the
project based on the project scope which they are determined before working in the
project (Hopkinson 2017). The scope of this project is to build and design 1.5 km
single deck flyover so that they can reduce the travel time and provide reliable
transport facilities.
13.0 Risk and treatment
In the construction project, the risk factor is high as the constriction plan is
unique and it is built once in a time. Following are the risks which are identified while
performing the construction work of 1.5 km single deck flyover in Australia such as:
Schedule risks: It is a risk which occurred when the project plan is longer as
it is scheduled and planned. It leads to increase in cost as longer projects are taking
more cost. The project is completed too late when it takes time to perform intended
project activities (Cagliano, Grimaldi and Rafele 2015). The project manager
estimates that total duration of this project plan is 4 years while due to some
technical hurdles, the project gets late.
Budget risks: It is a potential which is estimated and assumed to build the
project budget and turn out to be imprecise. There is proper assumptions as well as
estimation of the project budget build to inaccurate which results in budget control
issues like overrun of project costs (Hopkinson 2017).

28PROJECT MANAGEMENT
Lack of availability of project resources: It is seen that there is lack of
people those are involved in the plan, therefore in order to control over this particular
issue, it is required to monitor the project resources through this project work. There
is tracking of availability of project resources (Hulett 2016). There is management of
workload allocation for tracking availability of the human resources.
Health and safety risks: The construction site is exposed to different types of
health hazards. It leads to accidents of workers and their injuries. The construction
site environment is noisy and sudden load volume is hazardous for the project
workers (Binder 2016). It is exposure to repetitive sounds like drills, compressors
that can lead to issues of health.
Incomplete design and drawings: It is possible to have incomplete design
as well as drawings of the construction building so that it leads to shorten of design
time for incomplete design work (Binder 2014). When there is incomplete design of
building, then the construction work will get failed and the work is not done properly
as per client’s requirements.
Unknown conditions of site: In the contract, there is two different types of
site conditions which the project contractor is compensated such as type 1 where the
site condition is materially different from what is shown within the contract
documents. Type 2 is unknown physical condition which is differed from materially
and ordinarily encountered as inherent in type of the project work encompassed by
contracts (Harrison and Lock 2017).
Poor written contracts: A contract which is not written properly will cost a lot
of money. The contract provides modifications which are written and signed by the
parties (Larson and Gray 2015). It leads to construction delays.

29PROJECT MANAGEMENT
Unexpected increase in cost of materials: Due to addition of any materials
after the project is planned leads to increase in project costs. Suddenly, there is rise
in materials costs, therefore it can cause increase in total budget which is estimated.
It leads to overrun of project cost.
Damage and theft of the equipment and tools: The equipment, tools and
materials which are required for the project is lost and damaged. Therefore, those
materials are of no use for the construction work. The suppliers and vendors should
change the materials when it is damaged at the time of shipping (Kaiser, El Arbi and
Ahlemann 2015). There should be insurance of materials in case they are stolen.
Serra and Kunc (2015) discussed that risk treatment is an action and process
to select and implement measures for risk modifications. It can measure to avoid,
optimize, transfer and retain the project related risks. In order to become effective in
risk treatment, the project manager is required to adopt of particular measures and
actions aimed to modify, reduce and eliminate the project related risks. Svejvig and
Andersen (2015) stated that risk treatment is involved to develop range of project
options for risk mitigation, assessment of the project options and preparation plus
implementation of action plans. Following table shows the risk treatment plan for
each of identified project construction risks such as:

30PROJECT MANAGEMENT
Risk
Identification
Risk Treatment
Event Action Plan Probabilit
y
Impact Risk
level
Risk
owner
Resolve
by
Schedule
risks
Reduc
e
1. Identification of project
requirements to track project
progress
2. Development of process to track
project deliverables and supporting
documents
3. Monitoring of project schedule
based on requirements
Moderate Moderat
e
Medium Project
Manager
19/01/2017
Budget risks Reduc
e
1. Implementation of budget plan
based on project objectives and
requirements
2. Documentation of financial plan
3. Review the expenses of the project
plan
Likely Moderat
e
Medium Financial
Manager
30/05/2017
Lack of
availability of
project
resources
Avoid 1. Selecting and hiring of more project
resources
2. Having proper management skills
Unlikely Minor Low Project
Manager
07/09/2017

31PROJECT MANAGEMENT
3. Having experience to work in
construction project and plan
Health and
safety risks
Reduc
e
1. Implementation of proper health
and safety standards in the
organization
2. Implementation of safety measures
so that there is prevention of
accidents and hazards which can
provide an effect on the physical
objects
3. Monthly review the safety
standards to determine if they are
following rules and regulations
Moderate Major Medium Project
Manager
20/02/2018
Incomplete
design and
drawings
Reduc
e
1. Before project planning phase, the
project manager should review the
design documents
2. There should be proper blueprint of
the design of flyover
3. Following design compliances to
perform the construction work
Likely Major High Building
Surveyor
09/05/2018
Unknown
conditions of
Reduc 1. Determination of the site conditions Moderate Major Medium Site 28/10/2018

32PROJECT MANAGEMENT
site e before start working
2. Analysing the location as compared
to other locations for construction
work
Surveyor
Poor written
contracts
Reduc
e
1. There should be proper written of
the contracts based on the
construction project plan
2. Reviewing the contracts based on
project requirements
3. Performing all the project related
work based on the requirements
which are firstly identified by the
project manager
Moderate Minor Medium Contract
Manager
05/01/2019
Unexpected
increase in
cost of
materials
Reduc
e
1. Determination of proper cost of the
construction work
2. Monitoring the cost of the materials
used for the construction purpose
3. Implementation of receivables and
perform follow up processes
Very likely Major High Marketing
Manager
16/01/2019
Damage and
theft of
equipment
Avoid 1. Proper safety measures are taken
against the equipment and tools
Moderate Trivial Low Suppliers 06/02/2019

33PROJECT MANAGEMENT
and tools required for the construction work
2. Monitoring of the construction
materials
3. Insure the materials used for the
construction purpose
Probability
Impact
Trivial Minor Moderate Major Extreme
Rare
Unlikely Lack of
availability of
project
resources
Moderate Damage and
theft of
equipment and
tools
Poor written
contracts
Schedule risk Health and safety
risks, Unknown
conditions of site
Likely Budget risk Incomplete design and
drawings
Very likely Unexpected increase
in cost of materials
Table 1: Risk assessment matrix

34PROJECT MANAGEMENT
14.0 Project phases facilitate delivery of future phases
Based on the current construction project phases of the plan, there is delivery
of future phases which are categorized as follows:
Initiation phase: This phase is starting of the development plan. In this
particular phase, the construction project task is explained. The main purpose of this
phase is to examine feasibility of this study (Hopkinson 2017). Decisions are carried
out to determine the individuals carry out the project work.
Definition phase: After the project plan is being accepted, then the
development arrives to second stage explained as definition phase. The project
necessities are being related with results of this development as properly as it is
conceivable. The requirements are analyzed based on preconditions, functional and
operational requirements plus design limitations (Uhl and Gollenia 2016). The
problems are identified and risk analysis is performed to analyse and mitigate those
risks.
Design phase: The requirements list which are developed in previous phase
is used to mark enterprise choices. In this phase, one or more than one design is
developed which results in achievement of project results. Based on the theme of
this development, the products of this point are flow chart, screen designs, UML
schemas and sketches (Kivila, Martinsuo and Vuorinen 2017). The project
supervisor chooses those designs to create definitive design which are produced in
this particular project. It is followed by development phase. Once the design is being
selected, it is not transformed in advanced stage of this development work. The
project is involved with number of designs that are important for success of this
project work (Webb 2017). The designer involved in the project group created

35PROJECT MANAGEMENT
designs and head of design subdivision has accountability to create designs with
respective to project requirements. When the venture is completed, then the
outcome is being accessible to head of division for approval. The budget is
exhausted.
Development phase: Through the development phase, it is required to
implement the project which is being arranged. A schedule is made based on which
the project team members perform the project work. The development phase is
being completed when there is starting of next phase which is implementation
(Thiele, Ryan and Abbasi 2018). A formal development phase is not required in this
case.
Implementation phase: This project phase is included of actual construction
work. This phase has a key significant requirement to maintain momentum. The
project team members keep the team to proceed with the project work. At conclusion
of this phase, the results are being assessed as per list of project necessities formed
in definition stage (Bi et al. 2017). It evaluates the design of project work. The phase
is completed when all project requirements are met and when the result is
correspond to project design. As per the rule, the project requirements are not
changed after end of definition phase. The project design is not changed after
completion of project design phase. It is required that project changes are chosen
and it is documented.
Follow-up phase: The project follow-up point is ignored. Throughout this
phase, each thing is decided which is required to carry the development work to
effective project achievement. The happenings related to follow-up phase are writing
the manuals, giving project instructions, users training, setting the desk, maintaining

36PROJECT MANAGEMENT
the project results and evaluating the project work (Garlick, 2017). The boundaries of
project is considered to begin the project, such that the scheme is closed in follow-up
stage, once it reaches the limitations. It is indistinct for disturbed whether the
development results to be prototype in addition occupied product. It is communal in
unique schemes where the project consequence is not convinced. The clients are
expected to get creation while the project group is assumed that it builds a prototype.
The software development tests new concepts.
15.0 Work breakdown structure
Work Breakdown Structure Outline
WBS ID WBS Activities
Design and develop 1.5 km single deck flyover in Harwood
1 Project conception and initiation phase
1.1 Gathering of project team experts
1.2 Feasibility of project work
1.3 Determine the project scope
1.4 Measure the project cost
1.5 Business case document
1.6 Create a project charter
1.7 Risk analysis carried out
1.8 Approval of project charter

37PROJECT MANAGEMENT
1.9 Milestone 1: Completion of project conception and initiation phase
2 Project planning phase
2.1 Outline of the project
2.2 Track the project as per scheduled activities
2.3 Start design documents and drawings
2.4 Determine the project stakeholders
2.5 Risk management plan
2.6 Design of building work
2.7 Sketch of the flyover
2.8 Milestone 2: Completion of project planning phase
3 Project execution phase
3.1 Develop the project deliverables
3.2 Assign tasks to project resources
3.3 Conduct project meetings
3.4 Update the project schedule
3.5 Modify the project plan
3.6 Monitor the project progress
3.7 Records and variances of project plan
3.8 Set the site office

38PROJECT MANAGEMENT
3.9 Site survey
3.10 Geotechnical investigations
3.11 Foundation
3.11.1 Pile boring
3.11.2 Pile capping
3.12 Milestone 3: Completion of project execution phase
4 Project control phase
4.1 Monitor entire project work
4.2 Using KPI to measure cost, time, scope and qulaity
4.3 Milestone 4: Completion of project control phase
5 Project closure phase
5.1 Execute the project deliverables
5.2 Deliver work as per project requirements
5.3 Determine the project issues
5.4 Lessons learned document
5.5 Communication of stakeholders
5.6 Finishing items
5.6.1 Drainage system

39PROJECT MANAGEMENT
5.6.2 Expansion of joints
5.6.3 Painting
5.6.4 Street lightning and electrical related works
5.7 Milestone 5: Completion of project closure phase

40PROJECT MANAGEMENT
Design and develop
1.5 km single deck
flyover in Harwood
Project conception
and initiation phase
Project planning
phase
Outline of the
project
Track the
project as per
scheduled
Start design
documents and
draw ings
Determine the
project
stakeholders
Gathering of
project team
Feasibility of
project w ork
Measure the
project cost
Business case
document
Create a project
charter
Risk analysis
carried out
Project execution
phase
Assign tasks to
project resources
Foundation Milestone 3:
Completion of
project
execution
Project control
phase
Develop the
project
deliverables
Conduct
project
meetings
Pile boring
Pile
capping
Monitor entire project
w ork
Using KPI to
measure cost, time,
scope and quality
Project closure phase
Approval of
project charter
Milestone 1:
Completion of
projecty
conception and
initiation phase
Milestone 2:
Completion of project
planning phase
Risk management
plan
Design oif
building
w ork
Sketch of the
flyover
Update the
project
schedule
Modify the
project plan
Monitor the
project
progress
Records and
variances of
project plan
Set the site
off ice
Site survey
Geotechnical
investigations
Milestone 4:
Completion of project
control phase
Monitor entire project
w ork
Monitor entire project
w ork
Monitor entire project
w ork
Monitor entire project
w ork
Monitor entire project
w ork
Monitor entire project
w ork
Milestone 5:
Completion of project
closure phase
Monitor entire project
w ork
Monitor entire project
w ork
Monitor entire
project w ork
Monitor entire project
w ork

41PROJECT MANAGEMENT
Figure 1: Work breakdown structure
(Source: Created by author)
16.0 Impact of project on stakeholders
The project stakeholders are those who will positively and negatively impact
output of this project work. It is costly when the project stakeholder’s expectations
are ignored and then it will provide a huge impact on the project negatively such as
delay in project delivery. The project manager can manage influence of the project
stakeholders in relation to requirements of project to make sure that project output is
meet (Fuller et al. 2017). They can manage interests of project stakeholders
balancing the project requirements. Coordination with the geographically located
team is required in that case be aware of best ways of communication with the team
such that they can work effectually. The project manager can manage the team
globally without any issue (Martinelli and Milosevic 2016). It helps to save time in the
project through it. The stakeholder’s management evaluates needs plus expectations
of the stakeholders related to the project work. The flyover is constructed between
two cities, then the financial stakeholders are included with building the road,
companies are used road for increasing commerce plus employees. The financial
project stakeholders are used influence plus production to demand a better
economic benefits. The contractors can affect the project work throughout overruns
of cost plus time (Heldman 2018). When a project delay is caused, then it can cause
increase in project cost by adding of expenses of the legal proceedings.
The way to manage negative influence of the project stakeholders are
identification of potential stakeholders and all problems are associated with the
stakeholder groups. It is involved with relative strength of stakeholder influences and

42PROJECT MANAGEMENT
project planning around the requirements related to stakeholder’s groups. In longer
run, it is required to meet with customers plus communities expectations. The
customers can provide revenue plus cash flow that the business is required to
operate plus earn the profit (Bucero and Englund 2015). The project manager should
require to understand customer’s requirements and requirements on regular basis.
The community leaders can hold the company’s answerable to turn with the social in
addition to environmental accountability. The business partners along with the
suppliers can provide an influence on the business. The partners are those
companies who can collaborate with ventures plus shared investment benefits. The
suppliers are those company those can rely for key resources used in the company
and products to resell (Kaiser, El Arbi and Ahlemann 2015). There should be trusting
relations with the suppliers so that they is negotiating rational prices in addition
effectual replenishment when the inventory runs lower.
The stakeholders play a key role in the project with different level of duties
and responsibilities contributing to the construction project work. With proceeding of
project work, the level is differed. The stakeholders can detract from project success.
The stakeholders are required attention from the project manager through entire
project life cycle (Padalkar and Gopinath 2016). The stakeholder identification is
termed as a process throughout entire project lifecycle. The stakeholders can effect
objectives of project both positively and negatively, then the project work is
perceived by key stakeholders as having both positive plus negative results. The
stakeholder management is not clear until it will support the project progress plus
improve the quality of project results which are delivered to the project client
(Carvalho and Rabechini Junior 2015). It is required to keep the project stakeholders
happy.

43PROJECT MANAGEMENT

44PROJECT MANAGEMENT
17.0 Milestones and activity schedule
The entire project schedule is with a time period of 4 years from 2016 to 2020.
The milestones and activity schedule for the project plan is as below:
WBS Task Name Durat
ion Start Finish Resource Names
0
1.5 km
single deck
flyover in
Harwood
1079
days
Mon 18-
01-16
Thu 05-
03-20
1
Project
conception
and
initiation
phase
220
days
Mon 18-
01-16
Fri 18-11-
16
1.1 Gathering of
project team
experts
50
days
Mon 18-
01-16
Fri 25-03-
16
Facilities manager, Financial
Manager, Project Manager
1.2 Feasibility of
project work
35
days
Mon 28-
03-16
Fri 13-05-
16
Facilities manager, Financial
Manager
1.3 Determine
the project
scope
45
days
Mon 16-
05-16
Fri 15-07-
16
Financial Manager,
Procurement manager
1.4
Measure
the project
cost
46
days
Mon 28-
03-16
Mon 30-
05-16
Building surveyor, Contracts
manager, Financial Manager
1.5
Business
case
document
40
days
Tue 31-
05-16
Mon 25-
07-16
Procurement manager,
Project Manager, Site
Engineer
1.6
Create a
project
charter
50
days
Mon 18-
07-16
Fri 23-09-
16
Contracts manager, Facilities
manager, Subcontractors
1.7
Risk
analysis
carried out
56
days
Tue 26-
07-16
Tue 11-
10-16
Quality surveyor, Site
Engineer
1.8
Approval
of project
charter
40
days
Mon 26-
09-16
Fri 18-11-
16
Financial Manager,
Procurement manager,
Project Manager
1.9
Milestone 1:
Completion
0
days
Fri 18-
11-16
Fri 18-11-
16

45PROJECT MANAGEMENT
of project
conception
and initiation
phase
2
Project
planning
phase
225
days
Mon 21-
11-16
Fri 29-09-
17
2.1 Outline
of the project
31
days
Mon 21-
11-16
Mon 02-
01-17
Contracts manager, Facilities
manager, Financial Manager
2.2
Track
the project
as per
scheduled
activities
51
days
Tue 03-
01-17
Tue 14-
03-17
Marketing manager,
Procurement manager,
Project Manager
2.3
Start
design
documents
and
drawings
37
days
Wed 15-
03-17
Thu 04-
05-17
Marketing manager,
Procurement manager
2.4 Determine
the project
stakeholders
50
days
Fri 05-
05-17
Thu 13-
07-17
Architectural Technician,
Facilities manager, Financial
Manager
2.5
Risk
managemen
t plan
56
days
Fri 14-
07-17
Fri 29-09-
17
Marketing manager,
Procurement manager,
Project Manager
2.6
Design
of building
work
109
days
Wed 15-
03-17
Mon 14-
08-17
Financial Manager, Marketing
manager, Procurement
manager
2.7 Sketch
of the flyover
45
days
Fri 05-
05-17
Thu 06-
07-17
Architectural Technician,
Building surveyor, Civil
Engineer
2.8
Milestone 2:
Completion
of project
planning
phase
0
days
Thu 06-
07-17
Thu 06-
07-17
3
Project
execution
phase
393
days
Fri 07-
07-17
Tue 08-
01-19
3.1
Develop
the project
deliverables
40
days
Fri 07-
07-17
Thu 31-
08-17
Site Engineer, Site
Supervisor, Subcontractors
3.2
Assign
tasks to
project
resources
44
days
Fri 01-
09-17
Wed 01-
11-17
Contracts manager,
Marketing manager,
Procurement manager

46PROJECT MANAGEMENT
3.3
Conduct
project
meetings
34
days
Thu 02-
11-17
Tue 19-
12-17
Marketing manager,
Procurement manager,
Project Manager
3.4
Update
the project
schedule
40
days
Fri 07-
07-17
Thu 31-
08-17
Civil Engineer, Contractors,
Procurement manager,
Project Manager
3.5
Modify
the project
plan
85
days
Wed 20-
12-17
Tue 17-
04-18
Contractors, Financial
Manager, Project Manager,
Site Supervisor
3.6
Monitor
the project
progress
97
days
Fri 01-
09-17
Mon 15-
01-18
Marketing manager, Project
Manager, Site Engineer,
Subcontractors
3.7
Records
and
variances of
project plan
70
days
Tue 16-
01-18
Mon 23-
04-18
Procurement manager,
Subcontractors, Suppliers
3.8 Set the
site office
67
days
Fri 01-
09-17
Mon 04-
12-17
Building surveyor, Quality
surveyor, Site Engineer,
Subcontractors
3.9 Site
survey
60
days
Fri 01-
09-17
Thu 23-
11-17
Building surveyor,
Contractors, Contracts
manager, Site Supervisor
3.10
Geotechnica
l
investigation
s
95
days
Fri 24-
11-17
Thu 05-
04-18
Building surveyor,
Contractors, Financial
Manager, Procurement
manager, Site Engineer,
Suppliers
3.11 Foundation
198
days
Fri 06-
04-18
Tue 08-
01-19
3.11.1 Pile
boring
100
days
Fri 06-
04-18
Thu 23-
08-18
Building surveyor,
Contractors, Contracts
manager, Facilities manager,
Site Engineer, Site Supervisor
3.11.2 Pile
capping
98
days
Fri 24-
08-18
Tue 08-
01-19
Quality surveyor, Site
Engineer, Site Supervisor,
Subcontractors, Suppliers
3.12
Milestone 3:
Completion
of project
execution
phase
0
days
Tue 08-
01-19
Tue 08-
01-19
4
Project
control
phase
175
days
Thu 23-
08-18
Thu 25-
04-19
4.1 Monitor
entire project
work
41
days
Wed 09-
01-19
Wed 06-
03-19
Civil Engineer, Contractors,
Procurement manager,
Quality surveyor, Site

47PROJECT MANAGEMENT
Engineer
4.2
Using
KPI to
measure
cost, time,
scope and
quality
36
days
Thu 07-
03-19
Thu 25-
04-19
Architectural Technician,
Building surveyor, Civil
Engineer, Facilities manager
4.3
Milestone 4:
Completion
of project
control
phase
0
days
Thu 23-
08-18
Thu 23-
08-18
5
Project
closure
phase
400
days
Fri 24-
08-18
Thu 05-
03-20
5.1
Execute
the project
deliverables
30
days
Fri 24-
08-18
Thu 04-
10-18
Contractors, Contracts
manager, Facilities manager,
Quality surveyor, Site
Supervisor
5.2
Deliver
work as per
project
requirement
s
93
days
Fri 05-
10-18
Tue 12-
02-19
Building surveyor, Civil
Engineer, Contractors,
Marketing manager,
Procurement manager,
Project Manager
5.3 Determine
the project
issues
98
days
Fri 24-
08-18
Tue 08-
01-19
Contracts manager,
Procurement manager,
Project Manager, Site
Supervisor, Subcontractors,
Suppliers
5.4
Lessons
learned
document
67
days
Wed 13-
02-19
Thu 16-
05-19
Contractors, Contracts
manager, Procurement
manager
5.5 Communicat
ion of
stakeholders
39
days
Fri 17-
05-19
Wed 10-
07-19
Building surveyor,
Contractors, Facilities
manager
5.6 Finishing
items
302
days
Wed 09-
01-19
Thu 05-
03-20
5.6.1 Drainage
system
87
days
Thu 11-
07-19
Fri 08-11-
19
Contractors, Project Manager,
Site Engineer, Site Supervisor
5.6.2 Expansion of
joints
84
days
Mon 11-
11-19
Thu 05-
03-20
Building surveyor, Contracts
manager, Financial Manager,
Procurement manager, Site
Supervisor, Subcontractors
5.6.3 97 Wed 09- Thu 23- Building surveyor, Civil

48PROJECT MANAGEMENT
Painting days 01-19 05-19
Engineer, Contracts manager,
Financial Manager, Site
Engineer
5.6.4
Street
lightning and
electrical
related
works
100
days
Fri 24-
05-19
Thu 10-
10-19
Architectural Technician,
Contractors, Facilities
manager, Quality surveyor,
Site Engineer, Site
Supervisor, Subcontractors,
Suppliers
5.7
Milestone 5:
Completion
of project
closure
phase
0
days
Thu 10-
10-19
Thu 10-
10-19
18.0 Budget
The overall value of the project is approximately Au$4.36 billion. The project
budget is shown as:
WBS Task Name Durat
ion Start Finish Resource Names Cost
0
1.5 km
single deck
flyover in
Harwood
1079
days
Mon 18-
01-16
Thu 05-
03-20 $4,360,000,000.00
1
Project
conception
and
initiation
phase
220
days
Mon 18-
01-16
Fri 18-11-
16 $415,368,000.00
1.1 Gathering of
project team
experts
50
days
Mon 18-
01-16
Fri 25-03-
16
Facilities manager,
Financial Manager,
Project Manager
$106,400,000.00
1.2 Feasibility of
project work
35
days
Mon 28-
03-16
Fri 13-05-
16
Facilities manager,
Financial Manager $19,880,000.00
1.3 Determine
the project
scope
45
days
Mon 16-
05-16
Fri 15-07-
16
Financial Manager,
Procurement
manager
$25,560,000.00
1.4 Measure 46 Mon 28- Mon 30- Building surveyor, $79,008,000.00

49PROJECT MANAGEMENT
the project
cost days 03-16 05-16 Contracts manager,
Financial Manager
1.5
Business
case
document
40
days
Tue 31-
05-16
Mon 25-
07-16
Procurement
manager, Project
Manager, Site
Engineer
$36,800,000.00
1.6
Create a
project
charter
50
days
Mon 18-
07-16
Fri 23-09-
16
Contracts manager,
Facilities manager,
Subcontractors
$42,000,000.00
1.7
Risk
analysis
carried out
56
days
Tue 26-
07-16
Tue 11-
10-16
Quality surveyor, Site
Engineer $45,400,000.00
1.8
Approval
of project
charter
40
days
Mon 26-
09-16
Fri 18-11-
16
Financial Manager,
Procurement
manager, Project
Manager
$60,320,000.00
1.9
Milestone 1:
Completion
of project
conception
and initiation
phase
0
days
Fri 18-
11-16
Fri 18-11-
16
$0.00
2
Project
planning
phase
225
days
Mon 21-
11-16
Fri 29-09-
17 $1,497,024,000.00
2.1 Outline
of the project
31
days
Mon 21-
11-16
Mon 02-
01-17
Contracts manager,
Facilities manager,
Financial Manager
$66,288,000.00
2.2
Track
the project
as per
scheduled
activities
51
days
Tue 03-
01-17
Tue 14-
03-17
Marketing manager,
Procurement
manager, Project
Manager
$332,584,000.00
2.3
Start
design
documents
and
drawings
37
days
Wed 15-
03-17
Thu 04-
05-17
Marketing manager,
Procurement
manager
$20,720,000.00
2.4 Determine
the project
stakeholders
50
days
Fri 05-
05-17
Thu 13-
07-17
Architectural
Technician, Facilities
manager, Financial
Manager
$38,400,000.00
2.5
Risk
managemen
t plan
56
days
Fri 14-
07-17
Fri 29-09-
17
Marketing manager,
Procurement
manager, Project
Manager
$56,000,000.00
2.6 Design 109 Wed 15- Mon 14- Financial Manager, $92,432,000.00

50PROJECT MANAGEMENT
of building
work days 03-17 08-17
Marketing manager,
Procurement
manager
2.7 Sketch
of the flyover
45
days
Fri 05-
05-17
Thu 06-
07-17
Architectural
Technician, Building
surveyor, Civil
Engineer
$890,600,000.00
2.8
Milestone 2:
Completion
of project
planning
phase
0
days
Thu 06-
07-17
Thu 06-
07-17 $0.00
3
Project
execution
phase
393
days
Fri 07-
07-17
Tue 08-
01-19 $1,133,032,000.00
3.1
Develop
the project
deliverables
40
days
Fri 07-
07-17
Thu 31-
08-17
Site Engineer, Site
Supervisor,
Subcontractors
$28,160,000.00
3.2
Assign
tasks to
project
resources
44
days
Fri 01-
09-17
Wed 01-
11-17
Contracts manager,
Marketing manager,
Procurement
manager
$36,960,000.00
3.3
Conduct
project
meetings
34
days
Thu 02-
11-17
Tue 19-
12-17
Marketing manager,
Procurement
manager, Project
Manager
$134,000,000.00
3.4
Update
the project
schedule
40
days
Fri 07-
07-17
Thu 31-
08-17
Civil Engineer,
Contractors,
Procurement
manager, Project
Manager
$45,440,000.00
3.5
Modify
the project
plan
85
days
Wed 20-
12-17
Tue 17-
04-18
Contractors,
Financial Manager,
Project Manager,
Site Supervisor
$99,280,000.00
3.6
Monitor
the project
progress
97
days
Fri 01-
09-17
Mon 15-
01-18
Marketing manager,
Project Manager,
Site Engineer,
Subcontractors
$116,400,000.00
3.7
Records
and
variances of
project plan
70
days
Tue 16-
01-18
Mon 23-
04-18
Procurement
manager,
Subcontractors,
Suppliers
$153,200,000.00
3.8 Set the
site office
67
days
Fri 01-
09-17
Mon 04-
12-17
Building surveyor,
Quality surveyor, Site
Engineer,
Subcontractors
$64,320,000.00

51PROJECT MANAGEMENT
3.9 Site
survey
60
days
Fri 01-
09-17
Thu 23-
11-17
Building surveyor,
Contractors,
Contracts manager,
Site Supervisor
$60,000,000.00
3.10
Geotechnica
l
investigation
s
95
days
Fri 24-
11-17
Thu 05-
04-18
Building surveyor,
Contractors,
Financial Manager,
Procurement
manager, Site
Engineer, Suppliers
$139,080,000.00
3.11 Foundation
198
days
Fri 06-
04-18
Tue 08-
01-19 $256,192,000.00
3.11.1 Pile
boring
100
days
Fri 06-
04-18
Thu 23-
08-18
Building surveyor,
Contractors,
Contracts manager,
Facilities manager,
Site Engineer, Site
Supervisor
$148,000,000.00
3.11.2 Pile
capping
98
days
Fri 24-
08-18
Tue 08-
01-19
Quality surveyor, Site
Engineer, Site
Supervisor,
Subcontractors,
Suppliers
$108,192,000.00
3.12
Milestone 3:
Completion
of project
execution
phase
0
days
Tue 08-
01-19
Tue 08-
01-19 $0.00
4
Project
control
phase
175
days
Thu 23-
08-18
Thu 25-
04-19 $79,496,000.00
4.1
Monitor
entire project
work
41
days
Wed 09-
01-19
Wed 06-
03-19
Civil Engineer,
Contractors,
Procurement
manager, Quality
surveyor, Site
Engineer
$44,936,000.00
4.2
Using
KPI to
measure
cost, time,
scope and
quality
36
days
Thu 07-
03-19
Thu 25-
04-19
Architectural
Technician, Building
surveyor, Civil
Engineer, Facilities
manager
$34,560,000.00
4.3
Milestone 4:
Completion
of project
control
0
days
Thu 23-
08-18
Thu 23-
08-18
$0.00

52PROJECT MANAGEMENT
phase
5
Project
closure
phase
400
days
Fri 24-
08-18
Thu 05-
03-20 $1,235,080,000.00
5.1
Execute
the project
deliverables
30
days
Fri 24-
08-18
Thu 04-
10-18
Contractors,
Contracts manager,
Facilities manager,
Quality surveyor, Site
Supervisor
$36,000,000.00
5.2
Deliver
work as per
project
requirement
s
93
days
Fri 05-
10-18
Tue 12-
02-19
Building surveyor,
Civil Engineer,
Contractors,
Marketing manager,
Procurement
manager, Project
Manager
$157,728,000.00
5.3 Determine
the project
issues
98
days
Fri 24-
08-18
Tue 08-
01-19
Contracts manager,
Procurement
manager, Project
Manager, Site
Supervisor,
Subcontractors,
Suppliers
$166,992,000.00
5.4
Lessons
learned
document
67
days
Wed 13-
02-19
Thu 16-
05-19
Contractors,
Contracts manager,
Procurement
manager
$151,992,000.00
5.5 Communicat
ion of
stakeholders
39
days
Fri 17-
05-19
Wed 10-
07-19
Building surveyor,
Contractors,
Facilities manager
$130,264,000.00
5.6 Finishing
items
302
days
Wed 09-
01-19
Thu 05-
03-20 $592,104,000.00
5.6.1 Drainage
system
87
days
Thu 11-
07-19
Fri 08-11-
19
Contractors, Project
Manager, Site
Engineer, Site
Supervisor
$93,960,000.00
5.6.2 Expansion of
joints
84
days
Mon 11-
11-19
Thu 05-
03-20
Building surveyor,
Contracts manager,
Financial Manager,
Procurement
manager, Site
Supervisor,
Subcontractors
$197,088,000.00
5.6.3
Painting
97
days
Wed 09-
01-19
Thu 23-
05-19
Building surveyor,
Civil Engineer,
Contracts manager,
$121,056,000.00

53PROJECT MANAGEMENT
Financial Manager,
Site Engineer
5.6.4
Street
lightning and
electrical
related
works
100
days
Fri 24-
05-19
Thu 10-
10-19
Architectural
Technician,
Contractors,
Facilities manager,
Quality surveyor, Site
Engineer, Site
Supervisor,
Subcontractors,
Suppliers
$180,000,000.00
5.7
Milestone 5:
Completion
of project
closure
phase
0
days
Thu 10-
10-19
Thu 10-
10-19 $0.00

54PROJECT MANAGEMENT
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