Financial Management of Projects

This report focuses on the financial management of projects, specifically the Barangaroo Metro Station in Sydney. It covers cost analysis, risk management, and environmental management. The report also discusses the rolling stock public-private partnership and the Sydney Metro delivery strategy.

Financial Management of
Projects
1

Table of Contents
Introduction......................................................................................................................................3
Overview of Sydney Metro Station.................................................................................................4
About Barangaroo Metro Station.....................................................................................................6
Rolling stock public- private partnership......................................................................................11
Work Breakdown Structure...........................................................................................................17
Project Budget...............................................................................................................................18
Risk Management..........................................................................................................................21
Environmental Management..........................................................................................................26
Conclusion.....................................................................................................................................27
References......................................................................................................................................28
Appendix........................................................................................................................................30
2

Introduction
This report demonstrates that how this piece of infrastructure can enhance the ability of Sydney’s
wider rail network, while advancing capability of Sydney’s to contribute to the economic success
of NSW and Australia. The metro station of Sydney and Southwest has a range of cost of $11.5
billion to $12.5 billion and this cost range represents an equivalent BCR (Benefit Cost Range)
range of about 1.47 to 1.6. This report basically focuses on rolling stock which includes the
carriages, wagons, locomotives or any other vehicles used on a railway. For this supplier or
vendor are selected on the basis of bidding. This project report will also demonstrate various cost
analysis which involve in the BARANGAROO STATION of the Sydney metro station. Finally
this project report will also present and create a high level of cost estimate for the bid and also
identify the main risks that required to be considered for the bid.
3

Overview of Sydney Metro Station
In this 21st century standalone network of railway will provide 31 metro stations and 66kms of
new metro rail for Australia’s biggest city. In 2019 metro station of Sydney using new generation
of fully- automated metro trains which reduce the time of passengers and also enhance the
efficiency of the metro station (Bliuc, et. al., 2017). The Sydney Metro has main two important
components:
I. Sydney Metro Northwest:
 $8.3 billion project is now under construction,
 In 2019 it will open in the first half, and
 Construction of the 36km line is progressing rapidly and tunneling also finished.
II. Sydney Metro City & Southwest:
It includes new metro stations at:
 Waterloo
 Martin Place
 Crow’s Nest
 Barangaroo
 Central
 Victoria Cross
There are three major contracts were granted in 2013 and 2014 to operate and deliver Sydney
Metro Northwest which includes:
Operations, systems and trains
Operations contract granted of $3.7 billion to Northwest Rapid on 15th Sept. 2014. This contract
includes 4,000 commuter parking spaces for car parking, delivering eight new railway stations,
and also upgrading the existing railway between Chatswood and Epping. It was one of the largest
public and private partnerships awarded in NSW. In July, 2018 Alstom were granted a 15 year
contract of maintenance with Sydney Metro- Northwest which includes 22 six- car trains sets,
4

point machines and systems of signaling along with operations and maintenance of the depot
(Och, et. al., 2018).
Surface and Viaduct Civil Works
On 17th Dec. 2013 $390 million contract granted to Impregilo- Salini and this valuable contract
delivered the 4 km elevated sky train between Bella Vista and Rouse Hill and also includes a
270m cable stayed bridge over Windsor Road and rouse Hill.
Tunnels and Stations Civil Works
On 24 June 2013 contract awarded to CPB John Holland Dragados about 1.15 billion dollars.
This contract basically offers 15 km twin metro rail tunnels between Epping and Bella Vista
which is Australia’s longest railway tunnels (De Gruyter, 2019).
Evaluation of Economic
For the project the estimate cost of capital is $10.2 billion. With NPV of $0.6 billion, the
proponent’s stated BCR for the project is 1.1 while using a real discount rate of 7% and P50
costs of capital. The estimated present value of the costs of project is to be 7.3 billion dollars
whereas the PV of benefits which excludes WEBs is estimated to be 7.9 billion dollars. The
appraisal of economic does not allow for the “ramp up” of benefits in the previous year of
operations (Johnson, 2017).
Major sources of benefit
Following are the main source of benefit identified by the proponent involves:
 Benefits for road user: vehicle operating cost savings, travel time savings, reduced travel
time in congested conditions, improved journey time reliability.
 Impacts on other societal: reduced environmental externalities crash cost savings and
benefits of health because of increased cycling and walking.
 Benefits for public transport user: reduced crowding on trams and trains, improved
resilience of network, enhanced amenity of customer, savings of travel time, crowding in
stations is reduced and cost correction in fare box resource.
 New capital assets residual value; and
5

 Wider benefits for economic: labour market deepening, under imperfectly competitive
market increased in outputs and agglomeration.
About Barangaroo Metro Station
The station of Barangaroo will now combine a world- class system of metro which will be
associate with the new world business hub at south Barangaroo. The government of New South
Wales has added an underground metro station to the tender specifications for the final stage of
the waterside Barangaroo development on the edge of Sydney’s CBD. The government will also
spend $100 million in the next year on project that offers benefit to Barangaroo metro station
(Liu, et. al., 2012).
The station of Barangaroo is an underground about twenty five meters below the level of ground
which offers services to newest Sydney’s business hub. The NSW government has added an
underground Metro station to the tender specifications for the final stage of the waterside
Barangaroo development on the edge of Sydney’s metro station.
The budget of NSW involves 84 million dollars to continue development and planning for the
second harbor crossing of rail as a part of metro station of Sydney. NSW premier Mike Baird
announced the new tender process and addressing one of the key concerns about a lack of public
transport infrastructure for the 22 hectare waterfront site (McWilliam and Cutcliffe, 2018).
Delivering Sydney Metro to Barangaroo will mean:
 The Barangaroo station will offers various services to King Street wharf, Headland Park,
Walsh Bay arts precinct which attract 10000 visitors every day.
 A connection of new east- west which across the CBD provides a path for financial hub
at Barangaroo with the financial Centre at MATRIN PLACE.
 Wynyard and Martin Place stations are eased congestion which minimizes crowding at
these stations by about 5000 people in the morning time.
 Easy access to new ferry services from the proposed Barangaroo Wharf.
6

 In 1 hour during peak time in morning, exists and entries at Station of Wynyard are
estimated to be minimize by 3200 people and Martin Place Station would be relieved by
around 2000 exits and entries of the people.
Barangaroo station provides benefits and supports to the other station of Sydney metro stations.
The new station will be expected to be constructing at Central Barangaroo which helps the
passengers and other metro stations (Mand, et. al., 2017).
Features of Barangaroo Station
This station enhances access to the Walsh Bay culture and arts as well as offering easy access to
the developments residential, entertainment, commercial areas, public and the new ferry hub.
It includes
 New area of bike parking on Agar streets and little Clyde
 The bus stops are relocate on road of Hickson which is closer to entry of station
 New pedestrian crossing on Hickson road, Agar Street and Little Clyde
 Within Barangaroo area information about way finding and Sydney Metro
Indicative travel time
 To Sydney Metro’s Martin Place Station in 2 minutes
 To Central Station in 6 minutes
Station Construction
The construction site is used for Barangaroo:
 Retrieving the shields of cutter and heads of the 2 tunnels machines of boring that tunnel
from the site of Marrickville dive
 Supporting and launching the tunnel machine of boring under harbor of Sydney to the
temporary retrieval site of blues point
 Carrying out the construction and excavation of the future Barangaroo Station
7

Figure 1: Construction Activities in Barangaroo Railway Station
8

Figure 2: Hickson road traffic and pedestrian Changes
Upcoming work in Barangaroo station site
The below table offers information about construction activities and hours planned for March
2019, whether and site conditions permitting.
Location 24/7 activities
Inside acoustic shed- Hickson road  Deliveries of concrete, equipment and
machinery
 Using the gantry crane to load
excavated material into storage
containers and or haulage trucks
Crossover cavern- under Hickson and Support rock bolting and concerting activities
9

Dalgety roads Road header excavation
Nawi Cove and Barangaroo foreshore  Barge operations which includes
loading barges
 Removing excavated material from the
Hickson road access shaft to the site
foreshore area
Location Activities during standard construction
hours
Barangaroo Station  Piling, jet grouting and rock grouting
 Excavating the new Barangaroo station
 Installing acoustic covers above station
excavation area
High street, millers point Relocations Utility
Other activities  Installing ground supports
 Concreting work, including deliveries
 Drilling ground supports
Figure 3: Barangaroo Station work area
10

Rolling stock public- private partnership
Barangaroo station is the new innovation and upgraded station for suburban trains. Basically
these trains designed to offer customers with enhanced safety, security and features of
accessibility. The government of NSW was acquired new fleet from rolling stock public- private
partnership about $3.6 billion.
A rolling stock PPP (Public- Private Partnership) was entered into Reliance Rail in December
2006. Reliance rail is supported by industry specialists’ team which includes service and
engineering organizations such as Downer EDI Rail and Hitachi (Johri, et. al., 2018).
Reliance Rail Offered:
 A maintenance facility at AUBURN
 For 30 years Fleet maintenance
 626 carriages
 For crew training it provides simulators
11

Figure 4: Comparison of value for money in between private sector and public sector
project delivery
12

The project
The rolling stock PPP project includes:
 Financing by private sector which includes design, construction, commissioning and
manufacturing the new maintenance facility for these trains in Auburn and simulators of
new train for the training of guards and drivers of RailCorp
 Financing of private sector which includes design, manufacturing and commission of 626
new Waratah double- deck trains which offers 78 new trains and 2 spare carriages for city
rail services in Sydney
 Private sector maintenance, clearing, refurbishment and repair of the new or existing
trains, simulators of train, facility of maintenance, to RailCorp- specified standards
throughout their periods of operational
 Handing over the maintenance of trains, facilities to RailCorp at the end of the period of
operational
The sector of private participants in the project includes:
 National Australia Bank, Mizuko & Sumitomo Mitsui Finance and Westpac, as debt
financiers for the project
 Downer EDI, AMP, the Royal Bank of Scotland and International Public Partnerships, as
equity investors in the project
 FGIC UK and Syncora Guarantee Inc. are 2 mono line guarantee insures of finance
which guaranteed the debt financing for project
Types of cost
Metro station of Sydney involves following cost which are listed below:
 Maintenance of track, signals, communication and fuel stations
 Maintenance and operation of equipment, such as freight cars, locomotives and work
equipment
 General costs such as employee benefits, insurance, taxes, depreciation and cost of
capital
13

Sydney metro delivery strategy
The strategy of delivery reflects the following:
 Through period of regular delivery, the Sydney metro station has ability to develop in
frequently
 This delivery strategy also shows the current level of project definition and does not
prepare the single definitive delivery strategy.
 The strategy of delivery has sought to align package scope to appetite of market and with
industry appetite they made some provisions for collaborative contracting arrangements.
Figure 5: Sydney metro delivery strategy
14

Sydney Metro City & Southwest Contract approach of packaging
Package Status Overview of scope
TSOM: Trains, Systems,
Operations and
Maintenance
Tender evaluation underway  Rolling Stock
 Central Control
 Radio systems
 Operations and
maintenance
 Radio systems
 Systems integration,
testing and
commissioning
 Platform screen doors
Line- wide Awarded Q4 2018  Tunnel ventilation
 Power supply in high
voltage
 Line of overhead and
supply of traction
 Stabling
 Tunnel and track
services (lighting, fire
systems, drainage, low
voltage power
supplies)
Barangaroo Station EOI release planned for Q4
2019
Station fit out, including
electrical and mechanical
TSE: Tunnel and Station
Excavation works
Awarded Q2 2017  Tunnel boring and
lining
 Station structure at
Barangaroo only
 Cavern mining and
15

lining
 Site preparation and
demolition (via
demolition and
novation contractors)
 Station shafts
excavation (at different
station extent varies)
CSM: Central Station Main
works
Awarded Q1 2018  Excavation of metro
box
 Structure of station and
fit- out, including
mechanical and
electrical
 Central walk eastern
concourse and entry
 Temporary
decommissioning of
platforms and
reinstatement
SSC: Southwest station and
corridor works
Procurement commenced  Non- station civil
works and bridge
 Services and cable
routing
 Electrical works
(voltage of low)
 Track and different
infrastructure of rail
 Services building and
facilities
 Station works
16

(including upgrades,
demolition)
Lifts and escalators
framework
Awarded Q3 2018  Design, supply and
installation of lifts and
escalators for new and
upgraded stations
 Until 2014
maintenance services
for the lifts and
escalators
SSJ: Sydenham Station and
Junction works
Awarded Q3 2017  Services building and
facilities
 Signaling
 Track and other rail
infrastructure
(including stage
works)
 Station works
 Services relocations
and adjustments (rail
and non- rail)
Works design and construction deed for Sydney Metro city & Southwest tunnel and
station excavation:
Contractor Name: John Holland, CPB Contractors and Ghella
Estimated amount payable to the contractor which includes GST: $2,726,444,080.00 (Goods
or services supplied)
Method of tendering: Multi- Stage
17

Work Breakdown Structure
Work breakdown Structure (WBS) is an outcome oriented document which basically explains
the total project scope to the management. In work breakdown structure, the works are divided
into the parts and it is easily to complete without wasting a time or money.
Below is a WBS which shows the works which are divided into various segments
Figure 6: Work Breakdown Structure of Metro station
18

Project Budget for Barangaroo Metro Station
TABLE : Illustrative Set of Project Cost Accounts
201 Clearing and Preparing Site
202
202.1
202.2
202.3
202.31
202.32
202.33
Substructure
Excavation and Shoring
Piling
Concrete Masonry
Mixing and Placing
Formwork
Reinforcing
203 Outside Utilities (water, gas, sewer, etc.)
204
204.1
204.2
204.3
204.4
204.5
204.6
204.61
204.62
204.63
204.64
204.65
204.66
204.67
204.68
204.69
204.7
204.71
204.72
204.73
204.74
204.72
Superstructure
Masonry Construction
Structural Steel
Wood Framing, Partitions, etc.
Exterior Finishes (brickwork, terra cotta, cut stone, etc.)
Roofing, Drains, Gutters, Flashing, etc.
Interior Finish and Trim
Finish Flooring, Stairs, Doors, Trim
Glass, Windows, Glazing
Marble, Tile, Terrazzo
Lathing and Plastering
Soundproofing and Insulation
Finish Hardware
Painting and Decorating
Waterproofing
Sprinklers and Fire Protection
Service Work
Electrical Work
Heating and Ventilating
Plumbing and Sewage
Air Conditioning
Fire Alarm, Telephone, Security, Miscellaneous
205 Paving, Curbs, Walks
206 Installed Equipment (elevators, revolving doors, mail chutes, etc.)
207 Fencing
19

Project Budget for a Design Office
Project Budget for Barangaroo Station Design
Personnel
Engineering $42,500,000
Architectural Division $70,000,000
Environmental Division $28,532,000
Total [A] $141,032,000
Other Direct Expenses
Supplies 150,000,000
Computer Services 120,000,000
Travel 250,000,000
Communication 650,000,000
Total [B] 1,170,000,000
Overhead $175,000,000
Contingency and Profit 95,000,000
Total [C] $270,000,000
Total [A+B+C] $1,581,032,000
20

Project Budget for a Constructor
Note: Estimated data
Project Budget for a
Constructor
Material
Cost
Subcontract
Work
Temporary
Work
Machinery
Cost
Total
Cost
Tie-rod 88,000,00
0
178,000,000 157,000,000 0 423,000,
000
Steel Piling 295,000,0
00
129,000,000 0 0 424,000,
000
Coping 49,000,00
0
307,000,000 0 0 356,000,
000
Backfill 230,242,0
00
919,000,000 0 0 1,149,24
2,000
Fender 99,000,00
0
350,000,000 13,170,000 0 462,170,
000
Dredging 5,000,000 873,000,000 0 0 878,000,
000
Anchor-Wall 150,000,0
00
250,000,000 0 17,500,000 400,000,
000
Other 2,000,000 110,000,000 0 0 112,000,
000
Sub-total 819,242,0
00
3,116,000,00
0
170,170,000 17,500,000 4,122,91
2,000
21

Total of direct Cost 4,122,912,000
Indirect Cost
Common Temporary Work 19,000,000
Office Operating Costs 295,000,000
Common Machinery 89,000,000
Transportation 550,000,000
Total of Indirect Cost 953,000,000
Total Project Cost 5,075,912,000
22

Job Status
Report
Factor Budgeted
Cost
Estimated
Total Cost
Cost
Committe
d
Cost
Exposure
Cost to
Date
Over or
(Under)
Material 88,499,00
0
102,342,000 49,596,000 NIL 52,746,0
00
29,360,000
Labor 99,406,00
0
88,499,000 42,506,000 45,993,00
0
NIL 0
Subcontracts 198,458,0
00
196,323,000 83,352,000 97,832,00
0
15,139,0
00
-
21,350,000
Equipment 37,543,00
0
37,543,000 23,623,000 NIL 13,920,0
00
0
Other 72,693,00
0
81,432,000 49,356,000 NIL 32,076,0
00
87,390,000
Total 496,599,0
00
506,139,000 248,433,00
0
143,825,0
00
113,881,
000
138,100,00
0
23

Risk Management
Risk management standards such as ISO 31000 as well as well as traditional risk management
guides the management to control the risk at site. Standard risk management process offers tools
and techniques to the management of metro station to identify risk and control them in effective
manner (Liu, et. al., 2012). Following are the risk which is listed below:
 Design Risks
 Construction Risks
 Project Management Risks
 Environmental Risks
 Engineering Services Risks
Risk management process
It is a systematic application of procedures which helps the management to understand the risks
and also supports them in taking better decision for the project.
Risk management process involves following steps:
 Risk identification
 Risk analyzed
 Risk Controlled
In risk identification, the risks are recognized and identify which affect the project’s objectives in
different manner. Whereas in analyzed step the risk is analyzed by the management in
appropriate manner and note down the type of risk, cause of it, impact or consequences of it,
choice of responses, then rank and priorities the risk. Finally it can be controlled by using
appropriate measure to control them. The management monitors it and controls these risks on the
spot which does not create any damages on the site (Freestone, et. al., 2019).
24

Risk Quadrant
The risk quadrant helps the management in risk identification. It is also identify and categorize
the risk which is discussed as below:
 Financial risks
 Operational risks
 Strategic risks
 Hazard risks
Figure 7: Types of risk
Suggestions to handle the risk
 Fenced off from public
 Lighting should be good at site
 Using scaffolding or ladders at site
 To prevent from falls, there should be clear and protected marked and fixed covers
 With an automatic safe load indicator, the crane must be fitted
 At site the electric generator should be present to avoid unwanted delay
25
Exchange rate of
flucation
Rise in price of
materials
Loss of goodwill
Alternative
Construction
Tecnhiques
Safety Risk
Gas Cylinder leakage
Fire
Electrical Shut Down
Theft
Operational
Risk Hazard Risk
Financial
Risk
Strategic Risk

 As the workers work in highly risky area hence proper medical facilities should be there
to avoid any happening
 Gas cylinder should be in protected area and properly inspect by the person who is in
charge of it.
 Deciding what is reasonably practicable to protect people from harm requires taking
Table which show comparison of Fuzzy EVM and Fuzzy FMEA for top risk categories
FUZZY EVM FUZZY FMEA
S.NO Description
of Project
Risk
category
(activity)
Final Risk
Severity
(Qualitative)
Fuzzy
Rank
Final Risk Priority
Number
(Qualitative)
Fuzzy
FMEA
Rank
1 Risks in
segment
erection
Very High
Risk
1 Very High Risk 4
2 Risks in land
handover
Very High
Risk
2 Very High Risk 2
3 Feasibility
and DPR
risks
Very High
Risk
3 Very High Risk 1
4 Risks in
tender and
award of
contract
Very High
Risk
4 Very High Risk 3
5 Risks in pile
test
Very High
Risk
5 Very High Risk 5
6 Risks in
construction
programme
Very High
Risk
6 High Risk 8
26

planning
7 Risks in
topographical
survey
Very High
Risk
7 High Risk 12
8 Risks in
launching
girder
High Risk 8 High Risk 9
9 Risks in
obligatory
span
High Risk 9 Very High Risk 7
10 Risks in pile
test -Risks in
road
widening and
barricading
work
High Risk 10 High Risk 10
11 Risks in
expansion
joint
High Risk 11 High Risk 14
12 Risks in
segment
casting
High Risk 12 Very High Risk 5
13 Sub structure
work to super
structure
work risks
High Risk 13 Very High Risk 5
14 Risks in road
widening and
barricading
High Risk 14 Medium Risk 18
15 Risks in pile
test- Casting
High Risk 15 High Risk 16
27

of test pile
Final Risk Priority
Number
(Fuzzy Value)
Description
of project
risk
(activity)
Quantitative Qualitative Fuzzy
FMEA
Ranking
1 Feasibility
and DPR
risks
0.662 Very High Risk 1
2 Risks in Land
handover
0.623 Very High Risk 2
3 Risks in
tender and
award of
contract
0.603 Very High Risk 3
4 Risks in
segment
erection
0.520 Very High Risk 4
5 Sub structure
work to super
structure
work
risks
0.448 Very High Risk 5
6 Risks in
segment
erection
0.416 Very High Risk 6
7 Risks in
Obligatory
span
0.401 Very High Risk 7
Above table shows the final FRPN values and Fuzzy FMEA ranking for top 7 major risk
categories
28

Environmental Management
Sydney Metro has a CEMF (Construction Environmental Management Framework) that framed
sustainability and management of environmental principles to assist Sydney Metro and its
contractors obey with planning and statutory necessities (Gordon, et. al., 2013).
The framework addresses the management of environmental impacts in relation to:
 Traffic and Transport
 Landscape and visual amenity
 Soil and water quality
 Local businesses
 Ground water and geology
 Air quality
 Spoil management
 Waste management
 Carbon and energy management
While considering above factors the Sydney metro station frames the policy for environment and
does not damage it. The contractor also follows the policy which is framed in the standard and
protects the environment from the damages (Tirachini, et. al., 2016).
29

Conclusion
The above report concluded that Sydney metro station is the heart of Australian people which
helps them to reach to the destination on the time and also in safely manner. This project report
also specifies that Barangaroo metro station is the next level as Australia’s new commercial
center which provides transport facility to its people. In this report risk management process is
used by metro station and also by contractor to frame the various policies for the construction of
a new metro station. Finally it can be concluded that while doing construction of a new metro
station all the factors to be considered in an appropriate manner.
30

References
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Och, D.J., Bateman, G., Maidl, U. and Comulada, M., 2018. Sydney Metro–ground
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Appendix
33

34