Design-Build Project Delivery Analysis

This assignment delves into the advantages and complexities of the design-build project delivery model. It examines how this model impacts cost estimation (specifically, recognizing that costs can be estimated but not precisely identified until completion) and highlights its effectiveness in improving communication between stakeholders. The analysis emphasizes the suitability of design-build for larger projects with clear owner objectives and a desire for early cost certainty.

Running head: PROJECT MANAGEMENT
Case Study-Replacement of Darling Harbour Swing Bridge
Name of the Student
Name of the University
Author’s Note

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PROJECT MANAGEMENT
Table of Contents
1. Tender Documentation...........................................................................................................2
1.1 Statement of work............................................................................................................2
1.1.1 Introduction...............................................................................................................2
1.1.2 Scope of Work...........................................................................................................2
1.1.3 Period of performance...............................................................................................2
1.1.4 Work Requirements..................................................................................................3
1.1.5 Schedule....................................................................................................................4
1.1.6 Acceptance criteria....................................................................................................7
1.2 Work breakdown Structure..............................................................................................7
1.3 Milestone schedule...........................................................................................................8
1.4 Quality assurance/Safety Standards.................................................................................8
1.5 Procurement Strategy.....................................................................................................10
Bibliography.............................................................................................................................12

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PROJECT MANAGEMENT
1. Tender Documentation
1.1 Statement of work
1.1.1 Introduction
The project focuses on the replacement of “Darling Harbour Swing Bridge”. In this
project the SBM3302 Ltd invites all the sealed tenders from the bidders who met the
eligibility criteria for the replacement of the bridge. The project mainly entails to replace the
superstructure, swing span as well as modification of substructure. In addition to this, the
project also entails to complete electrical as well as mechanical overhaul. For minimizing the
bridge construction impact on public, it is identified that all superstructure as well as swing
span replacement is generally completed within the 10 day closure period of the bridge.
1.1.2 Scope of Work
The scope of the project includes:
 Replacement of Darling Harbour Swing Bridge replacement
 To replace superstructure, swing span as well as fender system of the bridge
 To modify substructure
 To complete both mechanical as well as electrical overhaul
 To complete the project is 10 days
1.1.3 Period of performance
It is identified that replacement of Darling Harbour Swing Bridge is completed
within 62 days. It is found that the project starts on 11/9/2017 and completes on 5/12/2017.

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PROJECT MANAGEMENT
1.1.4 Work Requirements
It is identified that in order to complete the project within the estimated time as well
as budget, the project manager is responsible of performing the different stages of the project
which are listed below:
Planning phase: In the planning phase of the project, number of project activities are
generally performed which include creation of resource plan, project plan, quality plan,
financial plan, communication plan as well as procurement plan in order to get an overview
about the various needs as well as requirements of the project. It is identified that the entire
project will be completed within the budget of AUD 31,474,000.
Initiation phase: In the initiation phase of the project, the activities that are mainly
performed include development off business case, stabling charter as well as appointing
various team members. It is identified that in the initiation phase, feasibility study is also
undertaken in order to clarify that the project is feasible.
Execution phase: In the execution phase of the project, the different types of
activities that are executed in order to replace the Darling Harbour Swing Bridge include
replacement of superstructure, swing span, operator house as well as fender system. In
addition to this mechanical as well as electrical overhaul are generally completed within the
execution phase of the project.
Closure phase: In the closure phase of the project, the activities that are completed
include project review, stakeholder sign off and documentation.

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PROJECT MANAGEMENT
1.1.5 Schedule
Task Name Duration Start Finish Predecessors
Resource
Names
Replacement of
“Darling Harbour
Swing Bridge"
62 days
Mon 11-
09-17
Tue 05-
12-17
Planning phase 16 days
Mon 11-
09-17
Mon 02-
10-17
Creation of
project plan
3 days
Mon 11-
09-17
Wed 13-
09-17
Project
manager
Creation of
resource plan
2 days
Thu 14-
09-17
Fri 15-
09-17
2
Project
planner
Creation of
financial plan
2 days
Mon 18-
09-17
Tue 19-
09-17
3
Project
manager
Creation of
quality plan
3 days
Wed 20-
09-17
Fri 22-
09-17
4
Project
planner
Creation of risk
plan
2 days
Mon 25-
09-17
Tue 26-
09-17
5
Project
manager, Sub-
contractor
Creation of
communication plan
2 days
Wed 27-
09-17
Thu 28-
09-17
6
Project
manager,
Architect
Creation of
procurement plan
2 days
Fri 29-09-
17
Mon 02-
10-17
7
Project
planner

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PROJECT MANAGEMENT
Completion of
planning phase
0 days
Mon 02-
10-17
Mon 02-
10-17
8
Initiation phase 10 days
Tue 03-
10-17
Mon 16-
10-17
Developing
business case
2 days
Tue 03-
10-17
Wed 04-
10-17
9
Architect,
Contractor
Undertaking
feasibility study
3 days
Thu 05-
10-17
Mon 09-
10-17
11
Project
planner
Establishing
project charter
3 days
Tue 10-
10-17
Thu 12-
10-17
12
Project
manager
Appointing the
team members
2 days
Fri 13-10-
17
Mon 16-
10-17
13
Project
planner
Completion of
initiation phase
0 days
Mon 16-
10-17
Mon 16-
10-17
14
Execution phase 32 days
Tue 17-
10-17
Wed 29-
11-17
Replacement of
superstructure
4 days
Tue 17-
10-17
Fri 20-
10-17
15
Architect,
Sub-
contractor
Replacement of
swing span
6 days
Mon 23-
10-17
Mon 30-
10-17
17
Architect,
Contractor
Modification of
substructure
3 days
Tue 31-
10-17
Thu 02-
11-17
18
Contractor,
Supervisor
Completion of 4 days Fri 03-11- Wed 08- 19 Contractor,

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PROJECT MANAGEMENT
mechanical
overhaul
17 11-17
Sub-
contractor,
Supervisor
Completion of
electrical overhaul
4 days
Thu 09-
11-17
Tue 14-
11-17
20
Architect,
Contractor,
Supervisor
Replacement of
operator house
5 days
Wed 15-
11-17
Tue 21-
11-17
21
Contractor,
Sub-
contractor
Replacement of
fender system
6 days
Wed 22-
11-17
Wed 29-
11-17
22
Architect,
Contractor
Completion of
execution phase
0 days
Wed 29-
11-17
Wed 29-
11-17
23
Closure phase 4 days
Thu 30-
11-17
Tue 05-
12-17
Reviewing
project
2 days
Thu 30-
11-17
Fri 01-
12-17
24 Supervisor
Stakeholder sign
off
1 day
Mon 04-
12-17
Mon 04-
12-17
26
Project
planner
Documentation 1 day
Tue 05-
12-17
Tue 05-
12-17
27
Project
manager
Completion of
closure phase
0 days
Tue 05-
12-17
Tue 05-
12-17
28

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PROJECT MANAGEMENT
1.1.6 Acceptance criteria
The acceptance criteria of the project include:-
 Replacement of the Darling Harbour Swing Bridge
 Replacement of superstructure
 Replacement of swing span
 Modification of substructure
 Completion of mechanical overhaul
 Completion of electrical overhaul
 Replacement of operator house
 Replacement of fender system
1.2 Work breakdown Structure
Figure 1: Work breakdown structure
(Source: Created by Author)

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PROJECT MANAGEMENT
1.3 Milestone schedule
Milestone Duration Start Finish
Completion of planning phase 0 days Mon 02-10-17 Mon 02-10-17
Completion of initiation phase 0 days Mon 16-10-17 Mon 16-10-17
Completion of execution phase 0 days Wed 29-11-17 Wed 29-11-17
Completion of closure phase 0 days Tue 05-12-17 Tue 05-12-17
1.4 Quality assurance/Safety Standards
Project
Process
Process quality
standard/
Stakeholders
expectation
Quality
Assurance
activity
Frequency Responsible
Creating risk
plan
Project risk
specification.
(The risk
analyst have
properly
identified the
risk associated
with the project)
Peer review of
risk that are
associated with
the project
At regular
interval so that
the project
managers do not
face ant problem
in progressing
with the project
Risk analyst is
the responsible
person
Replacement of
superstructure
Requirement
specification for
replacing
superstructure
Proper review
of the materials
as well as
resources that
At regular
interval all the
requirements
that are needed
Contractor is the
responsible
person

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PROJECT MANAGEMENT
(All the
materials as well
as resources that
are required for
replacing the
superstructure
must be
accurately
estimated).
are generally
required for
replacing the
superstructure
for replacing the
superstructure is
collected.
Appointing
team members
Hiring
experienced
team members
(The skills as
well as
knowledge of
the team
members must
be tested before
hiring them)
The skills as
well as
knowledge of
the members
must be tested
before recruiting
them.
At regular
interval, the
team members
must be tested in
order to ensure
that they are
working
properly in the
project
Human resource
is the
responsible
person
Creating
resource plan
Ensuring that
the utilized
materials are of
proper quality.
(The quality
analyst must
The quality of
the materials
must be tested
properly in order
to ensure that
the project will
The quality of
the materials
must be tested
before using
them.
Quality analyst
is the
responsible
person

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PROJECT MANAGEMENT
make sure that
the materials
that are utilized
in the project are
of proper
quality)
be of
appropriate
quality.
1.5 Procurement Strategy
Contract type
It is identified that this project follows management contracting method in order to
execute this project. In this contract type, the contractors are paid the entire amount for
executing all the activities of the project. Therefore it is identified that in this contract type
some of the early work are done by the contractor before the design phase. There are number
of advantages of utilizing this contract type and the advantages include shorter time of
construction, getting advice during design phase. In addition to this it is found that in this
contract type the entire cost can be estimated but cannot be identified accurately until the
entire work is completed.
Delivery mode
It is identified that design build project delivery model is considered as the best suited
delivery model for this project. Both the designers as well as contractors are hired for
delivering the complete project. It is analyzed that this model is mainly utilized extensively as
it assists in reducing entire project delivery schedule. Design build idea regularly brings about
improved communication among the task group and a higher level of responsibility. While
this is a complex delivery technique, the packed timetable and esteem designing methodology

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PROJECT MANAGEMENT
frequently result in cost investment funds for the owner. The DB approach is appropriate for
bigger, less confounded undertakings where the owner has a reasonable task definition and
idea before requesting offers and wants a firm cost to be affirmed ahead of schedule all the
while.