Project Execution Planning and Management

This study material discusses project execution planning and management, focusing on the case study of John Holland Group. It analyzes the process of project management and identifies various risks related to the project. The study also explores the selection criteria for the best project delivery method, financial contract types, and procurement method.

Running head: PROJECT EXECUTION PLANNING AND MANAGEMENT
Project execution planning and management
(John Holland Group)
Name of the student:
Name of the university:
Author Note

1PROJECT EXECUTION PLANNING AND MANAGEMENT
Table of Contents
Introduction:..........................................................................................................................................2
1. Financial Contract types:...................................................................................................................3
2. Selection criteria for best project delivery method:...........................................................................4
3. Selection criteria for the best Financial Contract Types:...................................................................6
4. Selection criteria for the best Procurement Method:.........................................................................8
5. Understanding risk management:....................................................................................................10
Conclusion:..........................................................................................................................................12
References:..........................................................................................................................................14

2PROJECT EXECUTION PLANNING AND MANAGEMENT
Introduction:
The John Holland Group is tunneling, building, construction, rail service providers. They
operate mainly in Australia and New Zealand, headquartered in the city of Melbourne. Through
seeking solutions to complicated opportunities and challenges, they have been transforming
communities for making them easier to access, get connected and smarter to live in.
The following study analyzes the process of project management. Further, various risks
related to the project are analyzed and identified.
Background of the case study:
It is seen that John Holland with CCCI or “China Communications Construction Company
International Holding Limited”, have managed to place a target to make the size of the company
double. This is indented to be done within five years. Already having a new business model in place,
they are found to be strengthened by new Development & Investments arm. In this way they have
been found to be moving in a great new direction ("Home: John Holland", 2019). They have
intended to proactively generate business growth with various investment and development
opportunities for construction. The study is also helpful to leverage the worldwide links of
technology and the ability to supply chain management.
Project charter
For John Holland Group, three phase projects documents are to be deployed. This is the
agreement between PDT or Project Development Team, Project Leader, Tech Center Manager,
District Manager and Area Manager (Sears et al., 2015). The intended outcomes include
 Finishing activity conveyance development method.

3PROJECT EXECUTION PLANNING AND MANAGEMENT
 Informed assent taking pace in internal and external partners.
 Concurrence from John Holland Group with respect to constructability and practicality of the
records.
1. Financial Contract types:
John Holland Group
The construction project management of John Holland Group. Here, the strategies are to be
used for overseeing the designing, planning and constructing the project from beginning and
finishing. Here, the most vital element of controlling includes quality, cost and time.
Project scope Project deliverables
Here, the charter is vital, along with project
different project requirements. There must be
determination of cost estimates and signatures
of formal acceptance.
The results must be under the scope pf the
project, every stakeholders must agree to
project managers
Risks Assumptions
Discrepancy of information due to
engagement of huge amount of teams is a
huge risk here.
Here every projects are to be added to the
managers for delivering constant upgrades for
the projects.
Financials
They are continuing to lead projects at Australia with the recent award from the government
with A$5B.

4PROJECT EXECUTION PLANNING AND MANAGEMENT
2. Selection criteria for best project delivery method:
The finding of the method of project delivery is vital to make decisions made by all the
owners. They have been embarking on construction projects. The opting for the proper process of
the project has consisted of a smart understanding of various opportunities (Harrison & Lock, 2017).
Moreover, the owners of John Holland Group the effect of every choice due to delivery has
established as the parties become engaged. The effects of choices of the contractual relationships
have been influencing ownerships and effects of modifications and changes in the costs. Here, the
system of delivery has consisted of various parties included. That involves contractor, designer band
owners. They are vital to go for delivery process best meeting the distinct necessities of every owner
of the present project (Banihashemi et al., 2017).
Speed of delivery:
The project managers of the John Holland Group can avoid various issues through diligent
monitoring and scheduling of services. However, they must come across various times to speed up
the project delivery.
Smooth communication:
Besides, the different project managers must practice active listening and place the teams
smaller. They must utilize more interactive communication and concentrate on non-verbal skills and
planning project meetings (Burtonshaw-Gunn, 2017).
Cost controlling:
This must include the budgets with plans and preparations for effective risks. They can set
the projects backs and need unintended costs.

5PROJECT EXECUTION PLANNING AND MANAGEMENT
Working with local subcontractors:
Here, the primary necessity of the eligibility of the subcontractors is to perform the tasks.
John Holland Group must hire the subcontracting and reports to the main contractors. They deal
directly with the clients and entire liability to work (Oakland & Marosszeky, 2017).
Criteria Criteria
weight
Project Delivery method
Db Dbb Cm@risk
score weight scores weight scores weight
Speed of
delivery
60 2 200 5 250 7 400
Smooth
communication
15 5 150 2 80 7 200
Cost
controlling
15 4 120 4 60 7 120
Working with
local
subcontractors
10 3 40 7 70 4 40
Total 100 510 460 760
Here, the “construction management at risk” is chosen scoring 760. This concentrates on the
management as per the chosen score of 760, with the finest approach tool for using most of the task.

6PROJECT EXECUTION PLANNING AND MANAGEMENT
The construction at risk:
This is the method of alternative project delivery. This must be embraced by John Holland
Group. It has constantly achieved the traction under the sector of commercial transaction. Here, the
process delivers various advantages for the owners within the model of delivery in order to accrue
the phase of design (Nicholas & Steyn, 2017). The prior engagements develops the designing the
insights ion constructability, cost estimation, schedule estimation and engineering. Here, the project
requires particularized equipment and materials. This needs longer lead-times taking place between
delivery and order. It can be ordered well from advance of the finishing the drawings of construction
and releasing and awarding the bid packages (Owusu, Chan & Shan, 2017). Apart from this, the
quick tracking approach can also be used. The structural packages and early sites has been bidding
and the tasks are commenced as the later phase of design to be finished. Here, none of the
advantages are been present within conventional methods. Here, the completion of the designing is a
needed initial steps.
3. Selection criteria for the best Financial Contract Types:
Speed of delivery:
Providing costly, applications of high-quality to the construction market at Australia is
needed here.
Quality of work:
For John Holland Group they includes the soil compaction, welding, concrete strength and so
on. Here, the tests are done as the activities are done till it has been focusing on developing materials
(Ogunde et al., 2017). They must be used for creating materials to be checked prior the tasks are
executed.

7PROJECT EXECUTION PLANNING AND MANAGEMENT
Cost controlling:
Here a realistic cost plan must be developed, certified fabricators must be used with standard
lengths of steels. They must double check the orders and check pieces as they arrive. They must
utilize the proper tools and work safely and fireproof the cost efficiently (Martínez-Rojas, Marín &
Vila, 2015).
Risk sharing:
This must include the hazards of safety leading to injuries and accidents of workers at John
Holland Group. They must control to change the orders, unfinished drawing and improper scope of
definition. There should be unexpected rise in expense of materials, theft and damage to tools and
equipment’s with natural disasters, problems with suppliers and subcontractors. They must also
include the availability to create materials (Ferrada et al., 2016).
Criteria Criteria
weight
Project Delivery method
Lump sum Cost sum with fixed
fee
Guaranteed
maximum price
score weight scores weight scores weight
Speed of
delivery
60 6 140 6 300 6 300
Quality of
work
15 7 140 4 60 6 200
Cost 15 6 80 8 70 4 70

8PROJECT EXECUTION PLANNING AND MANAGEMENT
controlling
Risk
sharing
10 6 60 8 90 7 120
Total 100 420 520 810
Assured with the utmost expense of GMP or Guaranteed Maximum Price gaining 810 is due
to high rate of conveyance speed and high controls of costs. Having the GMP, the risks can be
changed with the customers. Here, there are various types of managing the additional risks. The
customers must be charged more. Here, higher risk indicates higher rewards. They must pass the
risks and as John Holland Group is working with subcontractors they must provide the contracts of
GMP for them (Halpin, Lucko & Senior, 2017). Further, they must assure that this never leads to the
subcontractors that has been defaulting later on and have been involved in jeopardizing the entire
performance of John Holland Group’s construction project. Apart from this, the risks are needed to
be minimized. For this an effective construction estimation software is helpful with precession and
accuracy in the jobs of costing and decrease the GMP due to unknowns (Dykstra, 2018).
4. Selection criteria for the best Procurement Method:
Speed of delivery:
The conventional methods and direct labours are the utilized for the method of procurement.
The necessity of value for public accountability, completion under stated duration and complexity of
John Holland, are the elements that influences the opportunities of the method of procurements
(PMP, 2018).
Quality of tasks:

9PROJECT EXECUTION PLANNING AND MANAGEMENT
This includes the specification, selection, contracting, controlling and measurements.
Flexibility of selection:
The measure includes the purchasing the construction site’s overall energy in little chunks.
This is across the length of the contracts. This is helpful to go for how much and the energy is
bought (PMP, 2018).
Criteria Criteria
weight
Project Delivery method
Lump sum Cost sum with fixed
fee
Guaranteed
maximum price
score weight scores weight scores weight
Speed of
delivery
60 4 60 7 200 8 280
Quality of
tasks
20 4 80 7 150 9 260
Flexibility
of
selection
20 6 200 5 60 9 150
Total 100 340 410 690

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Targeting at the method of procurement, the best value of 690 scores is chosen. This claimed
to finish the project in a timely manner with lowering hazards and quality. John Holland must adopt
the most effective procurement policies in order to scrutiny the policies. This must also include how
they are applicable to particular procurements (Erdogan, Šaparauskas & Turskis, 2017). Here, the
participants, stakeholders and agency constituents in the process consist of every express. They must
take a keen interest in specific policy in actions. The processes must be kept as open as possible. The
project managers of John Holland clearly make communication regarding how the methods are
working. They must be guiding the principles across. Here, the smartest method to sustain the trust
of the public is to consist of the process that includes various subjectivity. This is the one that is
complicated to get influenced (Zuo et al., 2018).
5. Understanding risk management:
This is the concept that can be used for John Holland with specific fundamentals that must be
set for tackling risk according to their tasks. It indicates the strong connection taking place between
the managing risks and success of the project. It can be characterized quickly as the area of
hierarchical on-goings and sectors of professional practice (Demirkesen & Ozorhon, 2017). Here,
the managing of risks of John Holland can be considered as the strongest element of the process of
construction. Its deployment should be empowered within every people involved in the construction
project for avoiding the adverse effects in the project.

11PROJECT EXECUTION PLANNING AND MANAGEMENT
Risk Register records details of all the identified risks, includes
Risk
ID
Risk
Description
Risk date Probability Impact
Percentage Range Days Cost Days
1 Changes of
various data
model
10.3.2019 10% Medium 10 $50,000 12
2 The proper
mapping of
grid
document in
not ready to
use
12.3.2020 25% High 15 $10,000 20
3 Migration of
data is not
done
15.3.2019 30% High 5 $80,000 8
Qualitative Risk with medium-high and low risk:
In this case of John Holland, the qualitative risk assessment includes the investigating of the
possibility and effects of different risks. They have listed the risks to develop the project’s
performances through making the risks arranged as per the priorities. This priority valuation of the
determined risks is to be done as per the basis of the probability and likelihood of the risk

12PROJECT EXECUTION PLANNING AND MANAGEMENT
occurrences (Chin & Hamid, 2015). This includes the consequence effects of risks at it take place
and as there is urgency in the response of the risk.
Qualitative Risk
Outcomes of occurrences
Possibility of occurrences Very Low Low Moderate High Very high
Very low M1 risk
Low M2 risk
Moderate H4
High H5
Very high M6 risk
Conclusion:
The above study demonstrates how the project plans and objectives of John Holland must be
implemented. This must be done within setting performance necessities, choosing participants of the
project, budgeting, scopes and schedules. The analysis also helps in understanding how labor
procurements, equipment and materials can be maximized as per the plan and schedule prescribed.
Moreover, the John Holland Group must deploy different activities as per suitable coordination,
planning control, designing, contracting, construction and estimation of the overall process. Then

13PROJECT EXECUTION PLANNING AND MANAGEMENT
there should be an enhancement of smart mechanisms and communication to solve the conflicts
among different type of participants.

14PROJECT EXECUTION PLANNING AND MANAGEMENT
References:
Banihashemi, S., Hosseini, M. R., Golizadeh, H., & Sankaran, S. (2017). Critical success factors
(CSFs) for integration of sustainability into construction project management practices in
developing countries. International Journal of Project Management, 35(6), 1103-1119.
Burtonshaw-Gunn, S. A. (2017). Risk and financial management in construction. Routledge.
Chin, L. S., & Hamid, A. R. A. (2015). The practice of time management on construction project.
Procedia Engineering, 125, 32-39.
Demirkesen, S., & Ozorhon, B. (2017). Measuring project management performance: Case of
construction industry. Engineering Management Journal, 29(4), 258-277.
Dykstra, A. (2018). Construction project management: A complete introduction. Kirshner Publishing
Company.
Erdogan, S. A., Šaparauskas, J., & Turskis, Z. (2017). Decision making in construction management:
AHP and expert choice approach. Procedia engineering, 172, 270-276.
Ferrada, X., Núñez, D., Neyem, A., Serpell, A., & Sepúlveda, M. (2016). A lessons-learned system
for construction project management: a preliminary application. Procedia-Social and
Behavioral Sciences, 226, 302-309.
Halpin, D. W., Lucko, G., & Senior, B. A. (2017). Construction management. John Wiley & Sons.
Harrison, F., & Lock, D. (2017). Advanced project management: a structured approach. Routledge.
Home : John Holland. (2019). Retrieved from https://www.johnholland.com.au/

15PROJECT EXECUTION PLANNING AND MANAGEMENT
Martínez-Rojas, M., Marín, N., & Vila, M. A. (2015). The role of information technologies to
address data handling in construction project management. Journal of Computing in Civil
Engineering, 30(4), 04015064.
Nicholas, J. M., & Steyn, H. (2017). Project management for engineering, business and technology.
Routledge.
Oakland, J., & Marosszeky, M. (2017). Total construction management: Lean quality in
construction project delivery. Routledge.
Ogunde, A., Olaolu, O., Afolabi, A. O., Owolabi, J., & Ojelabi, R. (2017). Challenges confronting
construction project management system for sustainable construction in developing
countries: Professionals perspectives (a case study of Nigeria). Journal of Building
Performance, 8(1), 1-11.
Owusu, E. K., Chan, A. P., & Shan, M. (2017). Causal factors of corruption in construction project
management: An overview. Science and engineering ethics, 1-31.
PMP, C. (2018). Quality management in construction projects.
Sears, S. K., Sears, G. A., Clough, R. H., Rounds, J. L., & Segner, R. O. (2015). Construction
project management. John Wiley & Sons.
Siew, R. Y. J. (2016). Integrating sustainability into construction project portfolio management.
KSCE Journal of Civil Engineering, 20(1), 101-108.
Walker, A. (2015). Project management in construction. John Wiley & Sons.

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Zuo, J., Zhao, X., Nguyen, Q. B. M., Ma, T., & Gao, S. (2018). Soft skills of construction project
management professionals and project success factors: A structural equation model.
Engineering, Construction and Architectural Management, 25(3), 425-442.