This document provides an overview of the construction project of North East Link in Melbourne, including its budget, social and economic rationale, key statistics, funding mechanism, and key stakeholders. It also includes a risk analysis and a risk mitigation plan.
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Running head: PROJECT MANAGEMENT Project management: North East Link Melbourne Name of the Student Name of the University Authorâs 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.............................................................................................................8 A.6 Key stakeholders...................................................................................................................9 Part B: Risk analysis........................................................................................................................9 Part C: Risk mitigation plan..........................................................................................................16 Bibliography..................................................................................................................................23
2 PROJECT MANAGEMENT Part A. Project overview A.1 Overview of the project The paper mainly reflects on the construction of âNorth East Link in Melbourneâ. It is found that North east link will be helpful in delivering three major project which mainly include construction of North east link, Eastern freeway upgrades as well as Doncaster Busway construction. The north east link project will complete the construction of the ring road between the Eastern Freeway as well as M80 ring road by successfully connecting the norther as well as south eastern suburbs (Northeastlink 2019).On the other hand, it is found that the construction of Eastern Freeway upgradation generally overhauls the eastern freeway with new technology for providing the facility of 40% faster trips. In addition to this, it is found that the construction of Doncaster Busway generallyhelps in properly launching a new Busway with proper dedicated express along with the Eastern freeway towards the city. It is expected that the project of North East Link in Melbourne will get completed by 2027 by utilizing budget of around $16.5 billion. A.2 Overall budget of the project After proper analysis, it is found that in order to undertake the project of âNorth East Link in Melbourneâ, it is quite necessary to complete the construction of the project within the budget that is around $16.5 billion. The budget that is assumed for the construction purpose must be found appropriate in completing the work of the project effectively within the expected time as well as budget. A.3 Social and economic rationale It is found that the North East Link is one of the biggest road transport project that helps in fixing the link in the network of Melbourne freeway. The utilization of North East Link will
3 PROJECT MANAGEMENT generally helpful in reducing congestion within the north east while maintaining local roads for local trips. It is identified that the construction of North East Link will be helpful in slashing traffic as well as travel timesâ between Melbourne south east and north up to 30 minutes.The additionallanesontheeasternfreewaywillgenerallyhelpfulineliminatingsomeof Melbourneâs worst bottleneck(Northeastlink 2019).In addition to this, the project is helpful in improvingpublictransport by buildingMelbourneâsfirstbusway whichfurther helpsin improving access as well as assists in upgrading the car parking at the Watsania station. Moreover, the construction ofNorth East Link in Melbourne will helpful in creating walking and cycling connections and also assists in enhancing the growth of the economy by creating more than 10000 jobs. On the other hand, it is analyzed that the construction ofNorth East Link will not be so much successful in reducing congestion as the extension of both the freight as well as passenger will generally provide both the combination of high capacity as well as speed for competing between trucks and cars. It is found that rail extension to Rowville as well as Doncaster will remain politically dead as the only body that is considered to be capable of properly reporting so that the credible business get dead against the Victorian department of transport. A.4 Key statistics Scope and size The construction ofâNorth East Linkâ is considered as a large project that will be helpful in providing the facility of road by reducing traffic congestion. The scope of the project mainly includes: ďˇConstruction of North east link
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4 PROJECT MANAGEMENT ďˇUpgradation of the eastern freeway upgradation ďˇConstruction of Doncaster Busway ďˇSash travel times between Melbourne north and south east ďˇConstruction of interchange at the M80 ring road ďˇDevelopment of dedicated busway with express lanes Budget and estimated cost It is assumed that budget of around 16.5 billion is required in order to construct the North West link in Melbourne. The figure that is provided below generally showcases the amount of budget that is needed in order to complete each of the project phase successfully.
5 PROJECT MANAGEMENT Figure 1: Budget for the construction ofNorth East Link in Melbourne (Source: Created by Author) Time required for completing the project It is identified that the construction of North East Link will get commenced by 2019 and it is assumed that the work of construction will get completed by the year 2027. The figure that is given below mainly focuses on the timeline of the project
6 PROJECT MANAGEMENT Figure 1: Gantt chart for the construction ofNorth East Link in Melbourne (Source: Created by Author) Key construction elements or phases The different construction phases that are required to be executed in order to complete the construction of North East Link in Melbourne is mainly reflected with the help of the table that is given below:
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7 PROJECT MANAGEMENT WBSTask Name 0North west link construction in Melbourne 1Planning of the project 1.1Analysis of project requirement 1.1.1Requirement analysis 1.1.2Analysis of project nature 1.2Resource estimation 1.3Estimation of time schedule 1.4Budget estimation 1.5Manpower estimation 1.6Resource analysis 1.7Milestone 1: Completion of project analysis 2Initiation phase of the project 2.1Fund procurement 2.2Stakeholders appointment 2.3Meetings arrangement 2.4Arranging financial management 2.5Appointment of workers 2.6Preparation of blueprint 2.7Procurement of land area 2.8Releasing legal notice 2.9Budget allocation
8 PROJECT MANAGEMENT 2.10Resource procurement 2.11Division of time 2.12Duty allocation 2.13Analysis of project risk 2.14Developing risk mitigation plan 2.15Milestone 2: Completion of project initiation phase 3Execution phase 3.1Land preparation 3.2Site works 3.3Construction of North east link 3.4Upgradation of eastern freeway upgradation 3.5Doncaster Busway construction 3.6Slash travel times between Melbourne north and south east 3.7Providing the facility of walking and cycling 3.8Road and footpath upgrade works 3.9Victoriaâs longest road tunnels 3.10 Interchanges at the M80 Ring Road, Grimshaw Street, Lower Plenty Road, Manningham Road and Bulleen Road 3.11Dedicated busway with express lanes 3.12Testing and commissioning 3.13Milestone 3:Completion of execution phase
9 PROJECT MANAGEMENT 4Closure phase 4.1Sign off stakeholder 4.2Review of post project 4.3Milestone 5: Completion of closure phase Environmental costs or benefits It is found that the construction of North East Link is mainly committed to reduce the impact on the communities as well as on the environment(Northeastlink 2019).Extensive planning studies are generally undertaken in order to inform the state as well as federal government for approvals. Moreover, it is found that the project will follow environment effect statement, environment protection as well as biodiversity conversation act. A.5. Funding mechanism It is found that the money that is required for the construction of North east link in Melbourne will generally be funded with the help of the government. The government take the initiative of providing the fund so that the work can get completed on time. A.6 Key stakeholders The key stakeholders who are mainly involved with the construction of North East Link in Melbourne are generally listed below: ďˇProject manager ďˇSponsor ďˇFinance manager
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10 PROJECT MANAGEMENT ďˇSite supervisor ďˇContractor ďˇRisk manager ďˇProject planner ďˇSub-contactor ďˇArchitect designer ďˇHuman resource manager ďˇCivil engineers ďˇConstruction team ďˇWorkers Part B: Risk analysis According toMcNeil, Frey and Embrechts (2015) risk analysis is one of the procedure that helps in assessing the likelihood of an adverse event that occurs during the project. It is found that both qualitative as well as quantitative analysis are mainly undertaken as per the principle of PMBOKfor determining the risks as well as challenges that are generally related with the construction of North East Link in Melbourne. The table that is provided below generally reflects on the risks and they are generally analyzed as per the risk level that is identified in context to likelihood as well as the impact that the risk will generally create on the progress of the project. RiskDescriptionImpactProbabilityRisk level Stressand degradationto It isfound that duetothe ModerateLikelyMedium
11 PROJECT MANAGEMENT thepartsof Yarra river constructionof tunnelsforthe North East link, it is found that stress aswellas degradationis generally reflected in the Yarra rivers and well as in the tributariesof Yarrariver (Northeastlink 2019). Expensive project It isfound that the North east link projectthatwas mainly undertaken isconsideredas oneofthe expensiveproject as it generally has embarked cost of around$16.5 HighVery likelyHigh
12 PROJECT MANAGEMENT billion inorder to completethe construction work successfully(Ho et al.2018). Lostor diminished accessto property It is found that the construction work thatisgenerally undertakenwill mainlyexhibit accesstovarious residential properties.Itis found that barriers toaccessthe communitywill generallyinclude congestion due to constructionof trafficthatwill further helpful in avoidingusual trips. ModerateVery likelyHigh
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13 PROJECT MANAGEMENT Schedule slippage Itisfoundthat duetosome political problems in Melbourne, the governmentfaces someissuesin initiatingthe project work such thattheschedule of the project does not get delayed. ModerateLikelyMedium Inexperienced team members It is found that if the team members whoaremainly involved with the projectare inexperienced then it mainly can createnumberof issues as well as problemsin finishing the work oftheproject ModerateUnlikelyMedium
14 PROJECT MANAGEMENT quiteeffectively (Carvalho andRabechini Junior2015). Furthermore,it alsocreates obstruction within the progress of the project. Communicatio n barriers It is found that in theabsenceof proper communication medium, it is quite difficultto communicate with the team members whichfurther creates obstruction for the progressofthe projectquite effectively. HighPossibleMedium
15 PROJECT MANAGEMENT Due to barriers in communication, theprojectteam membersare unableto complete the work oftheproject withinthe expected time and budget (Kaiseret al.2015). Improper management It isfound that duetoimproper managementof project,the projectteam member generally facesalotof issuesand challengesin successfully executingthe projectquite ModeratePossibleMedium
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16 PROJECT MANAGEMENT successfully.In addition to this, it isfoundthat improper management creates obstructionand can cause delay in theprojectthat furthercan increasethe budgetofthe projectquite successfully. Impact Likelihood Very low LowModerateHighVery high Rare UnlikelyInexperience dteam members PossibleImproperCommunication
17 PROJECT MANAGEMENT managementbarriers LikelyStressand degradation to the parts of Yarra river Schedule slippage Very likelyLostor diminished accessto property Expensive project Part C: Risk mitigation plan Risk mitigation planning is defined as one of the procedure that helps in developing options as well as actions for enhancing the opportunities and for reducing threats in context to project objectives. It is found that risk mitigation implementation is one of the procedure that helps in mitigating actions. In order to undertake the risk mitigation action properly it is quite necessary to monitor the risks that are identified as well as evaluated throughout the lifecycle of the project (Luet al.2017).It is found that in order to mitigate the risks as well as challenges that occur during the progress of North West link project in Melbourne, it is quite necessary to develop proper risk mitigation plan. The risk mitigation plan that is mainly developed for the project is generally reflected in the table below: RiskDescriptionImpactProbabilityResponsible person Mitigation StressandDuetotheModerateLikelySiteItisquite
18 PROJECT MANAGEMENT degradationto thepartsof Yarra river NorthEast Link construction, stressaswell asdegradation isgenerally reflected withinthe Yarra rivers as well as within thedifferent tributaries (Paquin, Gauthierand Morin 2016). supervisornecessaryto focusonthe stressonthe stressaswell asdegradation thatoccurs within the parts oftheYarra riversfor avoiding environmental challenges that theproject creates. Expensive project As the project ofNorthEast linkthatis undertakenis identified to be verymuch expensiveand as a result the HighVery likelyFinancial manager It is found that inorderto resolvethe issuesand challenges that aremainly related with the project
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19 PROJECT MANAGEMENT chancesof occurring financial issues orproject obstruction duringthe project progressis quite high. successfully from the initial stage.Itis foundthatit further helps in avoiding varioustypes offinancial issues(Kivila, Martinsuoand Vuorinen 2017). Lostor diminished accessto property It is found that problemslike congestion due totrafficcan occurdueto losing diminished accesstothe property.Itis quite necessary toresolvethe ModerateVery likelyManagementWith the help oflegal agreement, it is necessaryto giveproper access to land sothatthe projectwork canbestarted properly.
20 PROJECT MANAGEMENT issuesand challenges that areassociated with access of property. Schedule slippage Dueto political issues inMelbourne, the government generally faces a lot of issues andproblems incompleting theinitial phaseofthe project on time and this further creates Schedule slippage. ModerateLikelyProject manager Itisquite importantto trackthe schedule of the project effectively on a weeklybasis for keeping the entireproject on track.This further helps in avoiding slippageof project schedule(Ho et al.2018). Inexperienced team members If the project teammembers Moderat e UnlikelyTrainerIt is necessary toarrange
21 PROJECT MANAGEMENT arenot experienced theyfaceslot ofissuesand challengesin completing the workofthe project.Itis furthercreates obstruction duringthe progress of the project (Kerznerand Kerzner 2017). proper training facilityfor the teammembers such that they can be capable ofcompleting thework effectively withthe project.Itis foundthat training facility willallow themto completethe activities of the projectquite efficiently. Communicatio n barriers Duetothe absenceof proper communicatio n medium, the HighPossibleHR managerInorderto resolvethe communication related barriers,itis
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22 PROJECT MANAGEMENT projectteam facesalotof issuesin communicatin gwiththe projectteam thatfurther creates problemin progressing withthe project. necessaryto arrangeproper communication strategy so that theproblems associated with communication canbe resolved.In additionto this,itfurther helpsin increasing collaboration withinthe projectteam (Carvalhoand Rabechini Junior 2015). Improper management Dueto improper management, theproject ModeratePossibleProject management Inorderto mitigatethe management relatedissues
23 PROJECT MANAGEMENT teamfacesa lotofissues andproblems inmanaging theproject properlythat furthercreates anobstruction duringthe progress of the project (Kaiser et al.2015). and challenges, itisquite necessaryto implement proper management strategiesfor managingthe projectwork effectively and forfinishing theentire projecton time.
24 PROJECT MANAGEMENT Bibliography 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 Ashuri, B., Kingsley, G., Rogers, J., Gahrooei, M.R., Ilbeigi, M., Sung, E.J.Y. and Toroghi, S.S.H., 2015.Streamlining project delivery through risk analysis(No. FHWA-GA-15-1305). Georgia. Department of Transportation. Office of Research. 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. Binder, J., 2016.Global project management: communication, collaboration and management across borders. Routledge. Carvalho, M.M.D. and Rabechini Junior, R., 2015. Impact of risk management on project performance: the importance of soft skills.International Journal of Production Research,53(2), pp.321-340. 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. Hopkin,P.,2018.Fundamentalsofriskmanagement:understanding,evaluatingand implementing effective risk management. Kogan Page Publishers.
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25 PROJECT MANAGEMENT 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. 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. 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. Lu, F., Bi, H., Huang, M. and Duan, S., 2017. Simulated annealing genetic algorithm based scheduleriskmanagementofIToutsourcingproject.MathematicalProblemsin Engineering,2017.
26 PROJECT MANAGEMENT McNeil, A.J., Frey, R. and Embrechts, P., 2015.Quantitative Risk Management: Concepts, Techniques and Tools-revised edition. Princeton university press. Northeastlink.vic.gov.au.,2019.About.[online]Availableat: https://northeastlink.vic.gov.au/about [Accessed 20 Apr. 2019]. Papke-Shields, K.E. and Boyer-Wright, K.M., 2017. Strategic planning characteristics applied to project management.International Journal of Project Management,35(2), pp.169-179. Paquin, J.P., Gauthier, C. and Morin, P.P., 2016. The downside risk of project portfolios: The impact of capital investment projects and the value of project efficiency and project risk management programmes.International Journal of Project Management,34(8), pp.1460-1470. Svejvig, P. and Andersen, P., 2015. Rethinking project management: A structured literature reviewwithacriticallookatthebravenewworld.InternationalJournalofProject Management,33(2), pp.278-290.