This case study focuses on the construction of Sydney Metro Northwest, including project overview, budget, social and economic rationale, key statistics, funding mechanism, and key stakeholders.
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Running head: PROJECT MANAGEMENT Project management- Case Study:Sydney Metro Northwest Name of the Student Name of the University Author’s Note
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1 PROJECT MANAGEMENT Table of Contents Part A: Project overview..................................................................................................................2 A.1 Overview of the project........................................................................................................2 A.2 Overall budget of the project................................................................................................2 A.3 Social and economic rationale..............................................................................................2 A.4 Key statistics.........................................................................................................................3 A.5 Funding mechanism............................................................................................................11 A.6 Key stakeholders.................................................................................................................11 Part B: Risk analysis......................................................................................................................12 B.1 Potential risks......................................................................................................................12 B.2 Risk matrix..........................................................................................................................13 Part C: Risk mitigation plan..........................................................................................................15 C.1 Risk evaluation and risk mitigation strategy.......................................................................15 References......................................................................................................................................26
2 PROJECT MANAGEMENT Part A: Project overview A.1 Overview of the project The main focus of the paper is on the construction of “Sydney Metro Northwest” which will mainly helpful in delivering eight railway stations and around 4000 commuter car parking spaces. It is found that the train will mainly run in the gap of four minutes and thus it is identified that the customers does not need to maintain a timetable but they can easily travel without facing time related issues and challenges. The Sydney was mainly named as the North West Rail link anditisconsideredasthefirstautomatedmetrorailwithinAustralia(Sydneymetro 2019).Further the construction of Sydney metro will be helpful in delivering around reliable proper public transport within the region that generally consist of highest ownership of car. It is found that the construction of Northwest Sydney metro has been re-announced in February 2010 and the work of the metro rail will be expected to get completed by May 2019 within the budget of around $314 million. A.2 Overall budget of the project It is found that for constructing the Sydney Northwest metro rail project, it is identified that around $314 million budget is mainly needed. The construction work will get successfully completedwithin the approved budget. The amountthat isallocatedfor completingthe construction mainly includes the execution of each and every activities of the project which are needed for constructing the metro rail successfully. A.3 Social and economic rationale The population of Sydney was growing at an alarming rate and in order to provide proper travelling experience, the government took the initiative of constructing the Sydney metro
3 PROJECT MANAGEMENT northwest. It is found that the construction of Metro is considered to be advantageous as the project that was constructed mainly involve in constructing new stations like Bella vista, Kellyville and more. It is found that the trains will generally run at the gap of four minutes and thus the metro will be able to give redundant time table facility to the customers which generally helps in reflecting that the train will generally arrive shortly. In addition to this, it is found that the newly constructed northwest metro will generally be able to have the capacity of moving around 4600 people per hour and thus it is almost double the load that a public transport in Sydney caries. Moreover, the metro will be helpful in reducing overcrowding on the trains and will also keep the ever-growing Sydney moving(Sydneymetro 2019).The addition of the fast as well as reliable train network will further helpful in encouraging the utilization of public transport which will further helpful in improving the commute for those who already select public transport. Furthermore, it will be helpful in reducing congestion on the roads. On the other hand, it is found that the construction of Sydney Metro Northwest also creates a number of disadvantages in context to social and economic rationale. It is found that if more existing lines are generally reclaimed and transferred to metro then there is a chance that large number of staff of railway can be get out of job that generally reflects negative economic impact. In addition to this, the construction of Northwest Sydney metro is considered to be incompatible with the existing network. A.4 Key statistics Scope and size The construction of Sydney northwest metro is one of the large project which will helpful inconstructing eight different stations and around 4000 commuter in context tocar parking
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4 PROJECT MANAGEMENT spaces and the facility of trainrunning at the gap of four minutesthat further helps in reducing crowding. The scope of the project includes: Excavating the future area for the construction site Undertaking the work of tunnel construction Undertaking construction work on the precincts and stations Undertaking upgradation of the work that is associated with road and footpath Installing high voltage of supply Undertakingsoilremovalaswellasgeneralcivilworksforcompletingthe construction works Budget and estimated cost It is identified that for completing the Northwest Sydney metro construction work, it is assumed that budget of around $ 314 million is generally required as per the assumption. The amount of money that is set for constructing the project is considered to be appropriate for successfully executing the project work.The estimatedthe project budget that is needed is reflected below:
5 PROJECT MANAGEMENT Figure 1: Budget (Source: Created by Author)
6 PROJECT MANAGEMENT Time required for the project The construction of Northwest Sydney metro was re-announced in the year 2010 and it is assumed that the work of construction will be completed successfully by May, 2019. Thus, it is analyzed that time period of around 9 years (120.6 months approx.) is required for successfully executing the construction of Sydney metro Northwest successfully. WBSTask NameDurationStartFinish 0Sydney Metro Northwest project 120.6 mons Wed 10-02-10Thu 09-05-19 1Project planning6.2 monsWed 10-02-10 Mon 02-08- 10 1.1Requirement analysis2.25 monsWed 10-02-10Tue 13-04-10 1.1.1Requirement analysis20 daysWed 10-02-10Tue 09-03-10 1.1.2Project nature analysis25 daysWed 10-03-10Tue 13-04-10 1.2Estimation of resource22 daysWed 14-04-10Thu 13-05-10 1.3Time schedule estimation20 daysFri 14-05-10Thu 10-06-10 1.4Estimation of budget12 daysFri 11-06-10 Mon 28-06- 10 1.5Estimation of manpower13 daysTue 29-06-10Thu 15-07-10 1.6Analysis of resources12 daysFri 16-07-10 Mon 02-08- 10 1.7 Milestone 1:Completion of planning phase 0 daysMon 02-08-10 Mon 02-08- 10
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10 PROJECT MANAGEMENT phase10 Key construction phases or elements The key construction phases that is associated with the construction of Northwest Sydney metro rail is generally listed below: 1. Initiation phase 2. Planning phase 3. Execution phase 3.1 Completion of construction of tunnels 3.2 Completion of construction above ground 4. Closure phase of the project Environmental costs or benefits It is found that the construction of Sydney metro northwest generally has very much clear visionandthereforetheyarecapableofdeliveringproperinfrastructurethathelpsin demonstrating the social, economic as well as environmental improvements within the entire lifecycle of the project. It is found that the sustainability generally helps in properly measuring the project that has generally been properly established for achieving efficiency of water, biodiversity conservation as well as waste management as well as integration. A.5 Funding mechanism It is found that the government of Australia provides funding of around $314 million in order to undertakethe work of construction for effectivelyconstructingthe Sydney rail
11 PROJECT MANAGEMENT northwest. It is necessary for the construction team to execute the project within the amount of budget that is funded. A.6 Key stakeholders The keyproject stakeholders who are involved with the construction of Sydney metro Northwest are generally listed below: Project manager Project planner Contractor Sub-contractors Workers Architectural designer Construction team Financial manager Human resource manager Civil engineer Part B: Risk analysis B.1 Potential risks The potential risks that are generally identified by utilizing both qualitative as well as quantitative risk measures within the Sydney Rail Northwest project in context to PMBOK principles. Schedule of slippage:It is found that due to some political issue, the project manager faces a number of issues and challenges in completing the project initial stage and thus the initial
12 PROJECT MANAGEMENT phase of the project does not get executed within the expected time (Sydneymetro 2019).In addition to this, it is found that span cracks buckling risks are generally causing further delay in completing the construction of Sydney northwest metro. Improper involvement of the stakeholders:It is found that if the stakeholders are not properly involved with the work for which they are generally assigned then they will not be able to complete the work of the project successfully and as a result a number of issues and challenges related with the project can generally occur (Cole, Gine and Vickery 2017).For avoiding such issues, it is quite essential to keep the stakeholders informed and under the role that they need to play in order to execute the project activities. Barriers of communication:It is found that as the project team are unable to communicate with one another properly then it generally can raise a number of problems as well asproblemsincompletingtheprojectwork.Thus,theproblemthatisassociatedwith communication can generally create proper impact on the project activities such thatthe construction of Sydney northwest metro gets delayed. Improper reporting:It is found that the project team that is involved with the construction of Sydney metro northwest are unable to report each and every detail to the project manager and due to lack of reporting, sometimes the project manager faces challenges in making proper decision that is beneficial for the success of the organization. Barriers in management:As the government is facing issues in managing the project properly due to political issue, therefore the project manager are unsure about the execution of the project by May 2019 (Tupa, Simota and Steiner 2017).It is found that in order to execute the
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13 PROJECT MANAGEMENT project successfully, it is quite important to manage the project successfully b adopting proper management strategies. Improper understanding of roles and responsibilities:The project team that are mainly involved with the project does not have proper knowledge about their roles and responsibilities and therefore they face a lot of challenges in issues in undertaking the work properly. Due to this, the work that is executed by the project team members does not helps in achieving the goals and objectives of the project effectively. Safety risk:It is found that the construction of northwest Sydney rail project is risky for the employees of the organization. It is found that the metro has dangerous corner that can be risky for the employees of the organization (Kokset al.2015).Thus, it is quite necessary for the organization to use proper safety measures in order to avoid the chances of accidents. B.2 Risk matrix According to (), a risk matrix is mainly utilized during risk assessment for defining the level of risks by properly considering the category of probability or likelihood against the category of consequences. This is considered as a simple mechanism that helps in increasing visibility of risks which further assists in making proper decisions. It is found that after undertaking the Sydney northwest project, it is found that there are number of risks as well as challenges that the project manager faces during the entire lifecycle of the project (Cole,Gine and Vickery 2017).It is found that in order to analyze the risks, it is quite necessary to determine the risks on the basis of impact and likelihood matrix. The table that is provided below helps in properly defining the risk level by properly considering the probability as well as likelihood. RiskImpactLikelihoodLevel of risk
14 PROJECT MANAGEMENT Schedule of slippageHighLikelyHigh Improper involvementofthe stakeholders ModeratePossibleMedium Barriersof communication HighVery likelyHigh Improper reportingModerateLikelyMedium Barriersin management Very highPossibleHigh Improper understandingof rolesand responsibilities HighUnlikelyMedium Safety riskHighVery likelyHigh Impact Likelihood Very low LowModerateHighVery high Rare UnlikelyImproper understanding ofrolesand responsibilities PossibleImproperBarriersin
15 PROJECT MANAGEMENT involvement ofthe stakeholders management LikelyImproper reporting Schedule slipapge Very likelyBarriersof communication Safety risk Part C: Risk mitigation plan C.1 Risk evaluation and risk mitigation strategy Risk mitigation is mainly referred as the plan that helps in reflecting different ways for dealing properly with the risks that generally occurs during the construction of Sydney metro northwest. The strategies that are utilized for mitigating the risks mainly include risks avoidance, transfer, elimination as well as sharing to an acceptable level (Andersen 2016).The risk mitigation plan which are generally developed in order to resolve the risks that occur while undertaking the metro rail project in Sydney northwest that are mainly elaborated below: Ris k ID RiskDescriptionImpactProbabil ity Responsi ble Risk mitigati on strategy Mitigation plan 1.Schedule of slippage Dueto political issue,the project managers failsto HighLikelyProject manager AvoidTheproject managers musthire more numberof workersto
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16 PROJECT MANAGEMENT complete theinitial stage of the project withintime andit generally causes delay in completing thefirst phaseof construction . complete the work of the project withinthe expected deadlinefor avoiding delays withinthe completion of first phase of construction. 2.Improper involvement ofthe stakeholders Asthe stakeholders arenot involved withthe construction work properly therefore Moder ate PossibleHR managers MitigateItisquite necessary to improvethe involvement ofthe project stakeholders bystarting an
17 PROJECT MANAGEMENT theproject teamfaces problems in executing the different stages of the project. engagement program withthe project stakeholders. Inaddition tothis,this canalsobe doneby arranging proper facilityof meeting from time to timefor improving the stakeholders improvemen t. 3.Safety risksItisfound thatthe construction HighVery likely Risk managem ent team MitigateIt is found thatfor resolving the
18 PROJECT MANAGEMENT of northwest Sydneyrail projectis risky for the employees ofthe organization . It is found thatthe metrohas dangerous cornerthat can be risky forthe employees ofthe organization . challenges, itis necessary to adoptsafety measures.It is found that adoptionof proper safety measures are considered to beneficial for avoiding accidents. 4.Barriersof communicat ion Iftheteam members of theproject areunable to HighVery likely Project manager MitigateIt is found that in order toresolve thebarriers in
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19 PROJECT MANAGEMENT communicat e with each other properly thenit generally canraisea numberof problems as wellas issuesin completing theproject work. Thus, the problem thatis associated with communicat ioncan generally create impacton communicati on, it is quite important to useproper methodof communicati onmethod such that the project team can beable to communicat ewiththe project leadersand canbeable to share any typeof issuesand challenges thatoccur withinthe project
20 PROJECT MANAGEMENT the progress ofthe projectand thusthe construction ofSydney northwest metrocan generally get delayed. whichnot helpsin resolving the issuesthat are associated withthe project. However also helps in avoiding problems thatoccurs dueto barriersin communicati on. 5.Improper reporting Dueto improper reporting, theproject managers areunable Moder ate LikelyTeam leader ResolveItisquite necessary to reporteach andevery details to the project
21 PROJECT MANAGEMENT totake proper actionand asaresult thesuccess ofthe project generally gets affected.It is found that dueto inaccurate information, itwillbe quite difficultfor theproject teamto progress properly withthe project managerso that they can beableto make proper decision relatedwith theproject whichwill generally create positive impacton the construction ofSydney northwest metro.
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22 PROJECT MANAGEMENT effectively. 6.Barriersin managemen t It is found thatif the government is unable to managethe northwest Sydney project properly dueto political issues,then itisfound thatitis quite difficultto complete the work of theproject effectively withinthe expected Very high PossibleManagem ent team AvoidItisquite necessary to implement proper management strategies that must be adopted properly while undertaking the construction workof Sydney northwest metrorail projectso thatthe entire construction work can be
23 PROJECT MANAGEMENT timeand budget. completed successfully. Moreover, it is found that if management related barriersare mitigated thenitcan assumed that the work of theproject canget completed ontimeas perthe objectives of the project. 7.Improper understandi ngofroles and It is found thatifthe team members HighUnlikelyHr manager Mitigat e Itisfound thatproper information aboutthe
24 PROJECT MANAGEMENT responsibilit ies doesnot have proper information or knowledge abouttheir activitiesor aboutthe workthat they need to perform thenitwill bequite difficultto complete theproject on time and asperthe gaolsand objectives ofthe project. rolesand responsibiliti esofthe project team mustbe providedin theinitial phase of the projectso thatthe entirework ofthe projectgets completed on time and theteam members canbeable toachieve theproject goalsand objectives on time.
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26 PROJECT MANAGEMENT References Andersen,E.S.,2016.Doprojectmanagershavedifferentperspectivesonproject management?.International Journal of Project Management,34(1), pp.58-65. Archibald, R.D. and Archibald, S., 2016.Leading and Managing Innovation: What Every Executive Team Must Know about Project, Program, and Portfolio Management. Auerbach Publications. Aven, T., 2016. Risk assessment and risk management: Review of recent advances on their foundation.European Journal of Operational Research,253(1), pp.1-13. Badewi, A., 2016. The impact of project management (PM) and benefits management (BM) practicesonprojectsuccess:Towardsdevelopingaprojectbenefitsgovernance framework.International Journal of Project Management,34(4), pp.761-778. Bliuc, R., Kitson, M.C., Lee, C.H., Miller, T., O'Halloran, B., McLaughlin, V., Hsi, J., Candeepan, C. and Somasundaram, M., 2017. Sydney Metro Northwest-Design and construction of the underground stations. In16th Australasian Tunnelling Conference 2017: Challenging Underground Space: Bigger, Better, More(p. 144). Engineers Australia. Chan, S., 2018. Railway engineering-how to monitor integration of multiple systems. InCORE 2018: Conference on Railway Excellence(p. 117). Railway Technical Society of Australasia (RTSA); Technical Society of Engineers Australia. Cole, S., Giné, X. and Vickery, J., 2017. How does risk management influence production decisions? Evidence from a field experiment.The Review of Financial Studies,30(6), pp.1935- 1970.
27 PROJECT MANAGEMENT De Carvalho, M.M., Patah, L.A. and de Souza Bido, D., 2015. Project management and its effects on project success: Cross-country and cross-industry comparisons.International Journal of Project Management,33(7), pp.1509-1522. Gharehbaghi, K. and Sagoo, A., 2016. Environmental Implications of the Sydney Metro: A Case Study.InternationalProceedingsofChemical,BiologicalandEnvironmentalEngineering (IPCBEE),97(3), pp.15-21. Ho, W., Zheng, T., Yildiz, H. and Talluri, S., 2015. Supply chain risk management: a literature review.International Journal of Production Research,53(16), pp.5031-5069. Hornstein, H.A., 2015. The integration of project management and organizational change management is now a necessity.International Journal of Project Management,33(2), pp.291- 298. Kaiser, M.G., El Arbi, F. and Ahlemann, F., 2015. Successful project portfolio management beyondprojectselectiontechniques:Understandingtheroleofstructural alignment.International Journal of Project Management,33(1), pp.126-139. Kerzner, H. and Kerzner, H.R., 2017.Project management: a systems approach to planning, scheduling, and controlling. John Wiley & Sons. Kivilä, J., Martinsuo, M. and Vuorinen, L., 2017. Sustainable project management through project control in infrastructure projects.International Journal of Project Management,35(6), pp.1167-1183.
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28 PROJECT MANAGEMENT Koks, E.E., Jongman, B., Husby, T.G. and Botzen, W.J., 2015. Combining hazard, exposure and social vulnerability to provide lessons for flood risk management.Environmental Science & Policy,47, pp.42-52. Lemon, S., 2017. Transforming the Sydney rail network using new signalling and rail systems technologies.InAusRAILPLUS2017,Rail'sDigitalRevolution,21-23November2017, Brisbane, Qld, Australia. Meng,X.andBoyd,P.,2017.Theroleoftheprojectmanagerinrelationship management.International Journal of Project Management,35(5), pp.717-728. Svejvig, P. and Andersen, P., 2015. Rethinking project management: A structured literature reviewwithacriticallookatthebravenewworld.InternationalJournalofProject Management,33(2), pp.278-290. Sydneymetro.info., 2019.Sydney Metro Northwest Project Overview | Sydney Metro. [online] Availableat:https://www.sydneymetro.info/northwest/project-overview[Accessed19Apr. 2019]. Todorović, M.L., Petrović, D.Č., Mihić, M.M., Obradović, V.L. and Bushuyev, S.D., 2015. Projectsuccessanalysisframework:Aknowledge-basedapproachinproject management.International Journal of Project Management,33(4), pp.772-783. Tupa, J., Simota, J. and Steiner, F., 2017. Aspects of risk management implementation for Industry 4.0.Procedia Manufacturing,11, pp.1223-1230.