Project Leadership

Running head: PROJECT LEADERSHIP
Project Leadership
Name of the Student:
Name of the University:
Author Note:

1PROJECT LEADERSHIP
The relocation of Melbourne Market from Footscray Road in West Melbourne to
Epping, was a significant move in terms of trade, strategy and economy of Victoria State.
This market incurred more than 1.6 billion of income for the state (Aljohani & Thompson,
2018). The decision for relocation was taken due to several reasons. First, the market was
expanding and needed much more space for warehousing than the older 33,000 square
meters. Second, the shifting would open the Footscray road for rail and port development
opportunities.
Who were the key leadership players for this project?
The Melbourne Market relocation project was undertaken by the Victorian State
Government. At first, the Department of Primary Industry was given the task to complete the
project. The project was planned to be executed in 2008. However, poor project management
delayed the relocation. The key leaderships were the Government of Victoria, Department of
Business and Innovation and Department of Primary Industries were given the task of
stakeholder management, risk assessment and execution (Victorian parliament, 2012). Other
than that, the Department of Treasury, Melbourne Market Authority, department of Premier,
Cabinet, Treasury and Finance and Major Projects Victoria were also involved in the project
for land and lease procurement, infrastructure planning and building. The leadership had the
responsibility to ensure that the tenants were clear about their expectations from the project
and they supported the relocation.
What were the key leadership attributes needed to make the markets
relocation a successful project? (500)
As we can understand from the video, the market relocation of Melbourne was a
major project, one of the largest ever undertaken by the Victorian government. The execution

2PROJECT LEADERSHIP
of this project needed many leadership attributes for it to become a success. The major traits
needed for the project were:
Convey vision: the most important part of successful project management is conveying the
vision of the project. It means that the stakeholders as well as the target audience should have
a clear idea of the big picture (Yang, Huang & Hsu, 2014).. This necessary as all the people
that are involved in the project understand the mission and vision of the project. The
stakeholders, especially the tenants or the sellers need to understand the benefits that they
will receive and for this the leaders must have the holistic idea of the project.
Team building: any large project needs a large team for it to become successful. Building a
working team and supervision team are necessary in these kinds of projects. The teams
should be informed about the common goals as well as the individual goals. There should be
an easy cohesion among the team members (Zulch, 2014). Here, the role of good leaders is
unavoidable. The problem that delayed the relocation of Melbourne market was due to lack
of proper leadership and direction.
Ethical considerations: in projects where large scale public interest is involved and the stakes
are high, the leaders must be able to understand the ethical aspects of the project. In many
cases it might happen that such a project initiated by the government might have negative
impact upon the people that were earning their living from the market. Possibly due to the
convenient location of the old market, many sellers were able to reach them easily. Their
interest needs to be maintained for the project to become successful. After all, it would not do
to have a large market and no sellers. It is the age old sellers and tenants that uphold the
standard and authenticity of the market.
Task delegation: the project managers in this regard also need superior delegation skills. They
should be able to understand the strengths and weaknesses of the members and divide task