Project Management and Data Analysis

The provided document appears to be a collection of research papers, book chapters, and articles related to project management and data analysis in construction and engineering. The content includes topics such as agile project management, stage-gate models, sustainability, productivity management, stakeholder management, and best practices for BIM execution plans. The references are from various sources, including journals, conferences, and books, suggesting a comprehensive review of the subject matter.

PROJECT MANAGEMENT
PLAN- PART-B

TABLE OF CONTENTS
INTRODUCTION...........................................................................................................................1
2. Project Chapter............................................................................................................................2
2.1 Project background and business need..............................................................................2
2.2 Project goals/ Objectives.....................................................................................................3
2.3 Project scope.........................................................................................................................3
2.4 Significant milestones..........................................................................................................4
2.5 Project budget......................................................................................................................4
2.6 key Stakeholders..................................................................................................................4
3. Project management approach.....................................................................................................5
3.1 Project management methodology.....................................................................................5
3.2 Strategy and procedures to achieve project goal and objectives.....................................5
4. Scope management plan..............................................................................................................6
4.1. Project scope statement......................................................................................................6
4.2 Work breakdown structure............................................................................................7
4.3 Scope control plan................................................................................................................8
5. Requirements management plan..................................................................................................9
5.1 Requirements management plan........................................................................................9
5.2 Requirements traceability matrix....................................................................................10
6. Stakeholder management plan...................................................................................................11
6.1 Stakeholder analysis..........................................................................................................11
6.2 Stakeholder management plan.........................................................................................12
7. Risk management plan...............................................................................................................14
7.1 Risk register.......................................................................................................................15
7 Schedule management............................................................................................................15
9 Ethics management.................................................................................................................17
10. Cost Management................................................................................................................19
11. Human Resource Management............................................................................................21
12. Communication Management..............................................................................................22
REFERENCES..............................................................................................................................31

INTRODUCTION
Train line is a continuous electric control unit on electric trains of two or more than two
motor driven cars in order to control the motors on those rare cars from the master controller in
the cab of the first seller. In other words, it can be defined as an independent digital train
platform is called train lines. It enables trains to move by providing a dependable surface for
their wheels so that they can roll upon. This project management plan is about “The removal of
the public train line between Warabrook and Maitland, NSW” (Kerzner and Kerzner, 2017). The
main aim of this project management plan is to evaluate different ways to remove the public train
line between Warabrook and Maitland, NSW. This project has been chosen because train lines
between Warabrook and Maitland, NSW are creating problems as some of the train lines are old
enough due to which their quality is continuously degrading so it has become a compulsion to
remove public train line between Warabrook and Maitland so that further creation of problems
can be controlled.
2. Project Chapter
2.1 Project background and business need
As discussed above maintenance of quality of train lines and their quality is important. Most of
the train lines between Warabrook and Maitland have degraded their quality and due to which
many accidents have occurred due to breakdown of train lines. Due to this sometime many trains
get delayed and as a result customermust wait. Maintenance of trains and train lines is important
for railway signalling system. Irregular railway lines work as a barrier between the two cities and
create significant problems. So,removal of train line between Warabrook and Maitland, NSW is
necessary as well as important. Another reason for which has become a need of this project is
that the route of train line between Warabrook and Maitland is quite complicated and is in the
residential area where many families resides and it has already been discussed that quality of
train lines in this area is degrading which is becoming a reason for accidents, train delays and
creation of many other problems. So, this has become a need to remove train line between
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Warabrook and Maitland. In other words, business need of this project is to remove all the
degraded train lines between Warabrook and Maitland, NSW.
In the below picture one of the train line route between Warabrook and Maitland is shown which
shows the complicated path of the train lines in the residential area between Warabrook and
Maitland.
Figure 1 Train line rout between warabrook and maitland.
2.2 Project goals/ Objectives
Goals or objectives of a project are the statements that provide the overall context of the project
which shows that what a project is trying to achieve and what it needs to deliver. Following are
the Project goals or objectives of the topic “The removal of the public train line between
Warabrook and Maitland, NSW”.
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● To evaluate different methods of removal of public train line between Warabrook and
Maitland, NSW.
● To examine intermediatories in removal of public train lines between Warabrook and
Maitland, NSW.
● To analyse the problems due to which removal of train lines between Warabrook and
Maitland, NSW is needed.
● To recommend strategies that can be used for removal of public train lines between
Warabrook and Maitland, NSW.
2.3 Project scope
Project scope is the documenting a list of specific goals, deliverables, constraints etc. In other
words, it can be defined as all the conditions, tasks or required things that are needed in
completion of a project. Project scope includes requirements, deliverables, inclusion, exclusion,
constraints etc.
Requirements: Requirements for this project are the engineers, labour, rail machinery for
removal of train lines.
Deliverables: removal of train lines.
Inclusion: All the train lines that create significant problems and are not much necessary will be
removed. All the old train lines whose quality has been degraded will be removed.
Exclusion: All the important or necessary train lines which connects the two cities will not be
removed. All the good quality new train lines will also not be removed.
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Constraints: Main constrains that will work as a barrier in removal of train lines are many. One
of the main constraints is timely approval from the relevant government bodies for the removal
of train lines between Warabrook and Maitland.
2.4 Significant milestones
Significant milestones in a project is a task that shows all the important achievements that are
needed to be considered in the project with the duration in which it will be competed with
specified time period. In other words, it is a sequence of events that is incrementally built-up in
the project. All the tasks are shown in a sequence in which it has to be carried out with defined
time period or duration.
2.5 Project budget
Project budget can be defined as the total expenditure spend on the completion of the project
(Larson and Gray, 2017). The overall budget of this project will be around AUD 50,000
including all the documentation, removal, permissions etc. Project budget mainly includes all the
costs that are to be considered before the project is completed. This project budget is
continuously updated within a fixed duration of time in the complete course of the project.
2.6 key Stakeholders
Stakeholders are all the persons, group, organizations etc. that are involved in a project or who
may be affected by the outcome of the project. The main key stakeholders of this removal of
train track project are project manager, public, engineers, labours, government body, both
internal and external customers and all the other members of the project team, technicians,
operators, finances, investors and various other members that are included in the project or has
some part in completion of the project.
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3. Project management approach
3.1 Project management methodology
There are various project management methodologies that can be used in a project for proper
completion of that project. Out of various project management methodologies, the methodology
that will be used in this project is Agile construction methodology. It is basically an agile
software development methodology that is applied in construction. This methodology includes
sequence of steps based on the nature of the project. Agile Construction methodology is done in
three steps. Which are: First is that the project is divided into small and manageable deliverable
parts so that all the necessary required things can be recorded, managed and tracked. It focuses
on frequent reviews and time management in order to improve the project both technically and
financially. Lastly if any improvement is required after every review, changes are done (Rivera,
2017). In this removal of train line project Agile methodology will fit in a perfect way. This
project will also be breakdown into several steps and after completion of every step reviews will
be conducted so that if any change is required it can be handled at initial level only. In this way
the overall budget of the project can be maintained, and the project will be carried out in a
correct path.
3.2 Strategy and procedures to achieve project goal and objectives
There are various kinds of strategies that can be used to achieve project goals or objectives.
These strategies and procedures not only help in achieving the project goals and objective but
also helps in creation of smart objectives and goals i.e. which are specific, measurable, realistic,
achievable and timely. Using strategies these goals and objectives should be defined so that they
can be achieved in an accurate manner. In order to achieve project objective and goal is that the
objective of the project should be shared with all the main and important people of the project,
so, that they can suggest ways to achieve those objectives. After sharing the project objective,
scope and importance of the project should be explained to all the stakeholders so that they can
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understand the problem behind it, importance of doing the project (Kerzner and Kerzner, 2017).
Then requirements of the project should be explained to all the stakeholders and each one should
be explained with their roles and responsibilities so that all the doubts can be cleared that occurs
during the completion of project.
After analysing all the requirements all the potential challenges that can occur during the project
should be identified and based on its measurable action plan can be created so that all the
necessary changes or adjustments can be made at the starting of the project itself. Many times, in
construction project there is a need of few approvals and permissions. So, all the permission and
approvals required should be taken at the starting of the project itself. In this removal of train line
project also this same strategy and procedure will be followed in order to achieve the specified
goals and objectives of the project.
4. Scope management plan
4.1. Project scope statement
In this project scope statement detailed description of the project with its deliverables are given.
In this project scope statement, all the stakeholders of the project are given the same
understanding of main project scope and objectives. This project is important to be carried out
the quality of some train lines between Warabrook and Maitland cities is degrading continuously
as a result many accidents occurs in that area. This project's main deliverable is to remove the
train line between Warabrook and Maitland because of the continuous degraded quality of the
train line and breakdown of some train lines because of this many train accidents have occurred
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and as a result many other trains get delayed and as a result customermust wait. This was the
main acceptance criteria of this project (Harrison and Lock, 2017). Another criterion based on
which this project has been selected is because those train lines route is quite complicated and is
in the residential area. This project excludes all the good quality trains lines that connects
Warabrook and Maitland cities together will not be removed. The main limitation of this project
is its time frame in which it is to be carried out as well as the overall budget of the project. Both
limitation of time frame and overall budget of the project can act as limitation and in future can
work as a hindrance in completion of the project. For completing this project, it will be assumed
that all the nearby residents will not have any kind of issue in removal of these train lines.
4.2 Work breakdown structure
Work breakdown structure can be defined as division of complex project tasks to simpler and
manageable tasks. This also helps in estimating the time period and time frame of the complete
project in which it will be completed. Sub tasks of the project are, stakeholder
identificationrequirement analysis, identification of machinery and labour required, budget and
time frame analysis, project plan,risk assessment, site inspection, identification of train lines to
be removed, obtain required permissions and approvals, removal of the train lines, completion of
the project, quality check of the project and closing of the project
Activity Week
1
Week
2
Week
3
Week
4
Week
5
Week
6
Week
7
Week
8
Week
9
Week
10
7

Stakeholder
identification
Requirement
analysis
Identification of
machinery and
labour
Budget and time
frame analysis
Project plan
8

Risk assessment
Site inspection
and obtain
authorization
and permission
Identify and
remove train
lines that are
required to be
removed
Completion and
closing of the
project
4.3 Scope control plan
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Scope control plan helps in managing the complete scope of the project in such a way all the
goals and objective of the project can be obtained within the specified time period and budget of
the project. Scope control plan helps in controlling all the changes or addition of critical tasks in
the project. In other words, it helps in monitoring the status of the project as well as helps in
managing all the changes in the project baseline. For designing a scope control plan scope of the
project must be completely defined so that work is completed on time. Scope control plan consist
of five basic steps in which scope of the project is controlled (Siami-Irdemoosa, Dindarloo and
Sharifzadeh, 2015). First step is continuous performance measurement of the project against
scope baseline. Baseline of the scope consist of up to date current scope of the project i.e. if any
changes is done in the scope of the project then the baseline of the project should be updated.
Second steps it’s to do continuous evaluations and checks in order to check the deliverables of
the project whether they are completed or not. Third step is to decide the preventive action plan
in case it is required. Fourth step is to update project baseline within regular intervals of time and
lastly evaluation of impact of changes done on the project are checked.
5. Requirements management plan
5.1 Requirements management plan
Requirement management plan is an output to collect all the requirement. It is done in three steps
i.e. First is introduction where importance of requirement management is done. Second step
defines the person who is responsible for performing those activities and in third step constrains
and assumptions that are done is documented.
Introduction: In this project before the removal of the train lines project plan should be made and
based on its requirement analysis should be done. After completion of requirement analysis site
inspection is to be done and after this within 1 months of duration All the degraded train lines
should be removed.
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Roles and responsibilities: Project manager are responsible for overall implementation of plan in
order to complete the project. Engineering team and labour are responsible for the removal of
train lines. Lastly quality team is responsible for the inspection of all the low-quality train lines
or the lines which have been degraded (Połoński, 2015).
Constraints: Main constrains that will work as a barrier in removal of train lines will be timely
approval from the relevant government bodies for the removal of train lines between Warabrook
and Maitland.
5.2 Requirements traceability matrix
Requirement traceability matrix captures all the requirements of the project and maps or traces it
within a single document. Based on requirement management plan requirement traceability
matrix is designed. In simple words all the requirements of the project are tracked as well as
gathered with the help of tools that are used to gather requirements. Each step in this requirement
traceability matrix are clearly defined. Each requirement has its unique requirement Id. Each
requirement is defined in such a way that they have a direct relationship with the overall process
of the project (Nicholas and Steyn, 2017). RTM consist of five major columns which are: Unique
requirement id, requirement description, work breakdown structure deliverables, status and lastly
active or inactive flag. This is made to ensure that not activities or requirements related to the
projects are missed. It covers all the requirements that are needed to be completed during the
project and lastly it helps in validating whether correct requirement has been fulfilled in a correct
way. This requirement traceability matrix is completely dependent upon the requirement
management plan and helps in identification of activities or requirements and stakeholders that
are responsible for completion of the requirements in a correct way.
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Unique
Requirement Id
Requirement
description
WBS
deliverables
Status Active/Inactive
Flag
1 Identification of
machinery and
labours required
1 In process Active
2 Site inspection 2 In process Active
3 Identification of
train lines to be
removed
. Hold Inactive
All these requirements and traceability matrix with related documents are stored in electronic
data management system.
6. Stakeholder management plan
6.1 Stakeholder analysis
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Stakeholders of a project are those individuals who help in completion of a project and support it
is different ways for its success. Stakeholder analysis is a process through which All the
stakeholders of a project are identified and analysed with all their needs. In other words, this
analysis helps in identification of all those persons who are concerned for the success of the
project (Burtonshaw-Gunn, 2017). This helps in identifying key interest of all the stakeholders
who may get affected by the project, all the potential issues that can occur and disturb the
project, it also helps in reducing all the negative effects and impacts in the project that can be
managed by the stakeholders.
Stakeholders Financial
impact (loss
and gain)
Environmen
tal impact
(noise and
pollution)
Legislations
(all the
related laws)
Implementat
ion of plan
Technical
Project
manager
X X
Engineers X X
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Labours X
Local
residents
X
Financiers
and
investors
X
Machinery
operator
X
Government X
In this project of removal of train lines Almost six types of stakeholders are involved in the
project. First is the project manager who is responsible for Making and implementation of plan
and only plans but they are also responsible for taking all the required permissions or authorities.
Engineers who are responsible for the technical and environmental impact, they make all the
workers do their work in a perfect manner and helps in maintaining the environment pollution.
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Labours are required to the technical work i.e. they are responsible for removal of train lines.
Financiers and investors are responsible for financing the complete project and not only this they
need to maintain the overall budget of the project. Machinery operator who is responsible for
operating all kinds of machinery. Lastly, Government is responsible for providing all the
required permissions to the project manager so that whole project is completed legally. All the
information collected or produced in this stakeholder analysis is used in creation of stakeholder
management plan (Mok, Shen and Yang, 2015). This information is utilized, analysed in creation
of Stakeholder management plan.
6.2 Stakeholder management plan
This stakeholder analysis plan helps in analysing and using all the steps that will be used to
increase the support and decrease the overall negative impact of stakeholders on the completion
of project.
Stakeholder Interest: how
much does the
project affect
them?
Influence:
How much
do they
have?
Most important goal of
the stakeholder
Contribution
and
management
Project
manager
1 1 To stay on time and on
budget.
Updating
milestones on
weekly basis
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Engineers 2 2 Make project plan and
complete the project
according to the plan
Reviewing all
the site on
weekly basis as
well as
reviewing the
completion of all
the tasks of the
project on
weekly basis
Labours 1 1 Removal of train lines Removing train
lines on daily
basis
Local
residents
2 2 To promote
sustainability and
cooperate with the
completion of project
Cooperate with
other
stakeholders of
the project in
order to
complete the
project
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Financiers
and
investors
2 3 To finance the overall
project in such a way
that it is completed on
time and within the
budget.
Provide financial
support for the
completion of
the project and
review the
expenditure on
weekly basis.
Machinery
operator
1 1 To efficiently use the
machinery in such a way
that train lines are
removed without any
hazard
Operate and
maintain the
machines
Government 1 1 To provide all the
necessary and required
permissions for the
completion of the
project.
Auditing on
weekly basis.
This Stakeholder analysis helps in shaping the complete project so that complete project is on
track and completed on time within the specified budget legally. This will help in equipping the
project in a better way for its success. This stakeholder management plan also helps in accurate
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and effective use of resources by the required person. This management plan also helps in
identifying the overall impact and influence of the project on each stakeholder.
7. Risk management plan
Risk management plan is a documented which is created by the project managers in order to
foresee the risk, their impacts, level of risk on the project. It helps in solving unexpected
problems that might occur in the project. So, it is important to plan a risk management plan so
that all kinds of expected or unexpected risk can be identified. Risk management plan consist of
five steps, which are:
Risk identification: In this the type and category of risk is identified and then its potential risk
on the project is seen and identified. Some common potential risk categories are technical,
schedule, cost, constructional etc.
Risk evaluation: After identification of risk it is evaluated based on the probability of risk event
to occur and based on the potential loss associated with it. In this likelihood and impact of the
risk on the project is seen and rated from high to low.
Risk mitigation: After evaluation of risk mitigation plan is created in which impact of
unexpected events is tried to reduce by using four different approaches which are:
Risk avoidance: in this alternate strategy is used by which probability of success of the project
is reduced.
Risk sharing: In this partnering with others is done so that responsibility can be shared with
others for the risk activity.
Risk reduction: in this investment of funds in order to reduce the risk on the project is
done.
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Risk transfer: in this risk reduction method is used through which risk can be shifted from
one part to another.
7.1 Risk register
It is risk management too which is used to identify, evaluate and mitigate the risks.
7 Schedule management
It is very important to schedule project so that it is completed on time. In this section an
approach is taken to manage any delay in project. This includes critical path and duration of each
activity.
7.1 Schedule management approach
In order to develop schedule of project WBS is used. Here, activities are identified that
are to be undertaken. Then, they are kept in sequence to maintain flow of project. For each
activity starting and ending time will be mentioned (Todorović and et.al., 2015). Also, the
resources will be allocated to each activity. Thus, once schedule is prepared it is referred to
stakeholders for approval.
Using WBS is the best approach where each activity is defined along with its time and
resources. It gives an insight to project manager that what next activity has to be undertaken.
Moreover, the project manager breaks activity in sub parts so that it is completed on deadline.
Besides this, if there comes any delay than in next activity it can be covered. This type of
approach helps in taking short sprints, measuring outcomes and flexible schedule.
Software – By using Microsoft project 2010 software Ghantt chart will be developed. It will
provide graphical representation of activities and also include resources that are to be used.
Through this, it will be easy for project manager to monitor and evaluate project. Alongside it,
review can be taken of each activity and according changes in resources can be done. This will
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ensure in taking any corrective action if there is any delay in task. For this weekly meetings can
be schedule to solve problems and changes can be made in ghantt chart.
7.2 Schedule monitoring and control plan
It is necessary to monitor daily progress of project so that it goes into right direction.
Also, necessary changes can be made according to schedule. By conducting weekly meetings
and through PERT technique monitoring can be done. This will involve project manager and
engineers (France-Mensah and O’Brien, 2019). By using PERT necessary changes can be
identified and made on weekly basis. By this project schedule will be monitored and updated
weekly.
Alongside it, within 14 days project manager will meet stakeholders and communicate
progress of project. They can make changes in estimated time duration. Hence, meeting will be
useful in completing project on time. Also, project team should communicate what changes are
required in project schedule. It will be easy for manager to make changes and represent it in next
meeting to stakeholders.
7.3 Critical path
It shows sequence of activities with their time duration. In this timeframe of activities are
required to be developed so that there is no delay in project. The critical path is divided into two
sections that are project and iteration critical path. In this iteration path is longest and each sprint
can be identified easily due to its short duration. The project critical path depends on each sprint.
7.4 Activity list, sequencing and duration
The list of activities are mentioned in below table that shows all tasks that are to be
undertaken. Each task includes resources, duration, start and end date, etc. As project will
progress change in activities time duration can be done (McArthur and Sun, 2015). It shows
predecessors that what next tasks are to be done. In this of any changes occurs then necessary
details can be entered within project.
7.5 Milestones
It defines achievement in project of a particular activity. Each milestone depicts major
task that was completed before time. They are been described below :-
Summary of milestone attribute
Milestone Status Due date Responsibility
Inspection Finished 1 week Engineer
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Analysing requirements In progress 5 days Project manager
7.6 Gantt chart
The gantt chart was developed by taking activities and time duration. It provides visual
presentation of overall project. It is been provided in Appendix C.
9 Ethics management
9.1 Integrity
Integrity will be maintained in the project. Here, meeting will be conducted to provide
report of progress of project. Here, engineers, government officials, manager, etc. will be
involved. The overall process will be transparent. Labours will be hired according to project
requirements. There will be no discrimination done. In order to maintain integrity of data
government officials will not take any bribe to alter records.
All user information and images will be clearly disclosed to stakeholders. Moreover,
crucial data will be stored on servers, database, etc. in that security measures are integrated to
ensure its privacy.
9.2 Competency
It includes code of conduct for professional competency. In this civil engineers will
follow IEEE code of conduct. The various code of conduct are as follows :-
Collaboration- To inform manager if any activity requires skills or abilities outside area of
competence.
Careful and diligent – to act in professional and diligent manner.
Legislation- Practicing according to legal requirements
Review – to seek help of others like professionals and colleagues in critical situation.
In this project the minimum action required are mentioned below :-
Code Minimum action required
Collaboration
Careful and diligent Sufficient knowledge about change in
Legislation Comply with data guideline under 1988
privacy act
Review
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9.3 Leadership
At NSW the leadership approach followed will ensure that labour is responsible for their
task (Marcelino-Sádaba and et.al., 2015). The manager will develop strong relationship with
labour to complete project in specified time. The code of conduct will be laid by manager to
stakeholders. This will state that project is been conducted in professional way. The labour will
be valued with their skills and abilities. The project manager will take feedback of labour to
analyse mistakes and provide training to them to improve efficiency.
9.4 Engagement
In project it will be ensured that community and stakeholders are engaged till completion.
For this code of conduct is adopted from BCG company. The company also engage in similar
project. They have developed a program that is BCG one. Some values were incorporated to
maintain high standard value of project. They are as follows :-
 Ensuring any issues related to privacy are deal accordingly.
 Support villagers and community around the site
 Provide health and safety to labour and ensuring they are maintained.
The stakeholder strategy will include some principles.
 Informing all stakeholders about any problem related to project.
 Ensure effective communication between stakeholders and public to take feedback from
them regarding progress of project.
 The information provided to stakeholders are accurate and precise.
9.5 Health, safety and wellbeing
It is important to ensure health and safety of community and environment. Thus, there are
several considerations that is incorporated within project :-
Drugs and alcohol – No labour will be allowed to consume drug or alcohol at site. These all will
be strictly prohibited. The consumption of drug or alcohol will cause harm, danger to labour and
others.
Acceptance- A positive and safe working environment will be developed. There will be zero
tolerance policy formed at NSW to prevent any racist or insult.
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Environmental friendly – the site will be equipped with all health and safety measures such as
proper fencing, PPE, first aid kits, etc. (Conforto and Amaral, 2016) Also, nets will be equipped
to prevent any casualty. Fire extinguishers will be installed in case of any fire.
Risk register – It will be ensured at workplace all items are properly installed. Furthermore, risk
analysis will be done to ensure tools and equipments are implemented properly or not.
9.6 Present and future needs
At NSW TBL is used to identify future or present needs. This will help in maintaining
sustainability at site. The project will enable providing many benefits. Its economic benefit is
providing land for agriculture.
It will foster growth of people in that area. Also, it will provide sustainable environment
to people living there. The removal of rail line from Warabrook and Maitland area will help in
further development. Some other project can be built for future generations.
10. Cost Management
10.1 Cost management approach
The costs of the projects will be from the labour hours which will be required for
completing a project. While as the cost of the activities will be determined by using a technique
of three point estimation which will be applied before WBS at 4th level. Project manager will be
responsible for monitoring the entire budget of project and it will be reviewed on weekly basis.
All the stakeholders involved in the project will be informed if any changes are made in the
budget.
10.2 Three point estimation
It is an analytical technique which will help in improving the accuracy of single-point
activity costs by taking uncertainty and expected value in to considerations and it can be denoted
by σ and Ec. It can be achieved with the help of three estimated values which is most likely,
optimistic and pessimistic that is represented in an equation by ML, P and O (Braun, 2018). Most
likely estimate is a cost of an activity that is based on realistic evaluation of the efforts,
optimistic estimates that the task can be performed under the best case scenario and in
pessimistic estimate it assumes the worst possible performance outcome.
10.3 Cost baseline
Cost base line can be calculated on the basis of following assumptions:
 Software development team consists of 6 employees
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 Working days consists of 8 hours.
 Wages of Project Manager, team members and contractor is as $60, $40 and $52.
Packages were determined by the Bottom-up approach which is automatically integrated
for cost estimation. In addition to this contingency reserves can be determined for each sprint.
Total number of hours for an activity can be determined by triangular distribution. Also, the cost
values can be estimated by using three point PERT methodology which can give the most
accurate estimations. Pessimistic and pessimistic cost estimates is based off the hourly wages and
corresponding time and most likely cost estimates is based off expected time value which is
calculated using triangular distribution.
10.4 Cost risk and opportunities
There are various risk involved in the project such as scheduling, scope creeps and
market rates (Grootveld, 2017). Fluctuations in the costs is always a risk for a project so
contingency reserves are maintained for each sprint in order to minimise the risk. There are
various opportunities available in the project such as if the project is completed under the budget
or gets completed before set time the project team will be rewarded for it. There are also other
opportunities available in the project like if project is completed before due date, a strategy will
be prepared to advertise the efficiency of the organization. If, project is completed under the set
budget it can result in the huge profits, the profits gained can be used for maintaining and
improving employee office space.
10.5 Cost monitoring and control
It is very important for the project to monitor the cost and keep the entire project of
Removal of train line in control. In order to measure the performance, Earned Value
Management (EVM) project management tool can be used as it help in forecasting the
performance of the project, problems in the project and positive impact of project planning and
project control. For using EVM tool project manager should have the information of status of the
plan, achievements of the project, how much money has been spent. Comparing the budget at the
completion of the project with the cost estimates after project completion can give a project
manager an accurate forecast whether a project is on the set budget or not. So, monitoring the
cost of the project and controlling the entire project can help in successful completion of the
project on or before time.
24

11. Human Resource Management.
Managing human resource is one of import for the successful completion of the project,
Human resource management is in one of the key factor for Removal of train line between
Warabaook and Maitland, NSW. Entire human resource which are involved in the project can be
maintained by effective human resource management plan which will act as a tool that will help
in managing people involved in the project and can make effective utilisation of human resource
for the project (Croson, 2019). There should plan for managing the human resource during the
project as effective plan can help in optimal use of human resource, identifying the needs of the
employees, addressing their issues, resolving conflicts and managing the team activities.
Managing human for the project can result in completion of the project before the due date and
that too with less human errors, therefore effective human management plan should includes
roles and responsibilities assigned to the employees, project team development as well as their
management and project management charts which will guide them for removing a train line
between Warabaook and Maitland, NSW.
11.1 Roles and responsibilities
Roles and responsibilities for removing of train line project can be derived from project
management structure which includes the following roles and responsibilities:
Project Manager: Project Manager is head of the entire project and is responsible for the
success of the project and has to perform the major role in the project. It's role includes
approving work, authorising expenses, reporting the clients outside the project in order to
provide updates about the project progress. Project manager has to set a proper communication
with various departments involved in the project in order to set collaboration among the teams.
Team: The main responsibility of team members to complete task on time with allocated
resources. They have to communicate with contractor regarding change in any task. Also, they
have to provide daily report to contractor about what work was been done.
Contractor: Contractor is responsible for leading teams and has to run sessions. Contractor is
also responsible for the performance of labour and has to ensure that tasks are completed in set
standards.
11.2 Project organisation charts
Various tasks which are to be performed by project team during the project can be
summarised by using organisational chart, which outlines the specific roles and responsibilities
25

of the people who are involved in the project (Berbegal-Mirabent, Gil-Doménech and Alegre,
2016). Project organisation chart is attached at the appendix I.
11.3 Project team development and management
Labour staff: Project manager has to set proper cooperation with Contractor in order to develop
a strong coordination for the project in relation to the contractor and its field work. The
contractor and Project Manager has to work with each other for identifying and assigning the
resources as per the individual Team and as per their needs. One of the possibility for involving
the technology within the project for data protection and security of internet is outsourcing,
which lies outside the scope of the project.
Training: Providing training is important for the teams in order to improve their skills and
knowledge related to the project but the teams have already gone through training sessions and
have already acquired skills and knowledge. If PM identifies the need of training it will be
notified to training department.
Resource scheduling: NSW project will take almost a year to complete a project and resources
is required before the start of the project date (Todorović and et.al., 2015). The type of resources
required will be selected and approved by a Project Manager and contractor.
Rewards and recognitions: When project will be completed, party will be organised in order to
reward and recognise the efforts of the teams, the employees who will complete their tasks and
will remain on schedule will receive appreciations and certificates from the Project Managers
and from clients.
12. Communication Management.
Managing proper communication during the project is very important, as 90 percent of
projects fail due to communication problems, so communication management plan is described
below:
 Managing effective Communication
 Face to Face conversations
 Organising Daily Meetings
 Discussing project Progress
12.1 Communication management constraints
Some of the common communication constraints during the project are as follows:
 Project Budget
26

 Project Schedule
 Confidentiality of the information gathered
Communication must match the communication matrix so that communication should not
get delayed or restrict the progress of the project. Mode of communication and artefacts related
to it is decided by the PM, so that communication matrix should be strictly followed so that
project is kept within the budget. In order to safeguard the integrity of the project PM should
approve all forms of formal communication within the communication matrix and distribution of
confidential information must be approved by the PM.
12.2 Communication requirement of stakeholder
Project Manager has to approach to every stakeholder which are involved in the project in
order to develop a communication protocols for the engagement of the stakeholder (France-
Mensah and O’Brien, 2019). The information gathered and transferred should be standardises,
generalised and maintained within the communication matrix in order to ensure the effectiveness
as well as consistency of project communication. The information provided by the stakeholders
should be recorded in the stakeholder Register, as this will outline the methods of
communication for each stakeholder and will guarantee the stakeholders have got the required
information about the project. This will ensure that stakeholder are well informed about the
project progress and can have appropriate information during the project.
12.3 Communication Matrix
Communication methods helps in providing the right information to right people at right
time, this will help in delivering the project on set time and within a set budget. Communication
matrix is an assessment tool which is designed for pinpointing how exactly an individual can
communicate with others and also helps in setting the logical communication goals. The
communication matrix helps in specifying the key project communications which will occur
throughout removal of train line.
12.4 Roles and responsibilities
Roles and responsibilities in any work place should be clearly defined for ensuring that
transparency is maintained for external stakeholder and contractors of the project. Some key
communication role are as follows:
Project Manager: PM is responsible for planning, procurement as well as execution for removing
train line.
27

Product owner: Product owner has the authority over the project deliverables, project scope and
budget.
Contractor : Contractor is responsible for managing the labour of the project in order to ensure
the progress of the project towards the end.
Stakeholders: The communication strategies used for different stakeholder will be based on the
stakeholder’s management plan as per the communication matrix.
Team: Teams receives details related to the project activities and has to stay connected with
Contractor for providing information.
12.5 Methods of Communication and technologies
Internal communication will be made by using Slack which is a team messaging program.
This program enable a direct communication between team members and Project Manager, this
also allows efficient distribution of information and proper visualisation (McArthur and Sun,
2015). External communication will be done in different forms, it provide information through
website and also trough enquires sections. Information can also be provided through emails and
telephone for external enquires.
12.6 Communication flowchart
Communication flow chart provides the channels of communication throughout the
removal of train line and any communication which is not addressed in the flow chart will be
handled by the Project Manager. It helps in identifying how information will flow during the
project between the people and departments involved in the project in order to effective
communication during the project.
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Appendix A – Requirement management matrix
Description Owner Source Priority Status
Resource
requirement
Project manager Government High Finished
Budgeting Investor Public High Unfinished
Setting
timeframe
Project manager Stakeholders Moderate Unfinished
Appendix B Stakeholder management
Stakeholder Help score Harm score
Project manager
4 2
Engineers
5 3
Labors
2 4
Local residents
2 5
29

Financiers and investors
3 3
Machinery operator
3 2
Government
4 4
Appendix C
30

Appendix D Critical path
31

Appendix E Activity list
Task Mode Task Name Duration Start Finish Predecessors
Auto
Schedule
d
Inspection 6 days Mon 5/27/19 Mon 6/3/19
Auto
Schedule
d
Analysing soil 8 days Tue 6/4/19 Thu 6/13/19 1
Auto
Schedule
d
Developing plan 9 days Fri 6/14/19 Wed 6/26/19 2
Auto
Schedule
d
Risk assessment 11 days Thu 6/27/19 Thu 7/11/19 2,3
Auto
Schedule
d
Taking effective measures 8 days Fri 7/12/19 Tue 7/23/19 4
Auto
Schedule
d
Designing layout 14 days Wed 7/24/19 Mon 8/12/19 4,5
Auto
Schedule
Removal of barriers 10 days Tue 8/13/19 Mon 8/26/19 6
32

d
Auto
Schedule
d
Budgeting 15 days Tue 8/27/19 Mon 9/16/19 7
Auto
Schedule
d
Removing rail lines 14 days Tue 9/17/19 Fri 10/4/19 7,8
Auto
Schedule
d
Monitoring changes 13 days Mon 10/7/19 Wed 10/23/19 9
Auto
Schedule
d
Taking feedback 13 days Thu 10/24/19 Mon 11/11/19 9,10
Appendix F Stakeholder register
Name Role Responsibility Engagement
method
Project manager
Team member  To set project
goals and
objectives
 To allocate
resources and
develop
timeframe
E mail
Face to face
Meetings
Engineers
Team member  To do inspection
of site
 To develop
strategies and
plans
E mail
Face to face
33

Labors
Team member  To perform tasks
and activities
 To communicate
with project
manager
Face to face
Local residents
Use of land  Communicate
with government
and project
manager
Meeting
Financiers and
investors
Government entity  Responsible for
funding project
 Provide adequate
funds
E mail
Meetings
Machinery operator
Team member  Use of machine
is removing rail
lines
 Maintaining
machine
performance
 Repairing of
machine
Face to face
Government
Government  Responsible for
monitoring
project
 Reviewing of
project progress
Meetings
Presentation
Appendix G Risk register
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Risk name probability impact mitigation When to attend
Delay in the
project beyond
its deadline
Medium High Risk reduction
mitigation is
used
As per the plan
immediately
Exceeding the
budget
Medium High Risk avoidance
mitigation will
be used
As per the plan
immediately
Lack of
resources
Low Medium Risk avoidance
mitigation will
be used
As soon as
possible
Lack of labors Medium Medium Risk sharing
mitigation will
be used
As soon as
possible
Appendix H Cost baseline plan
35

Name Time
estimate
Expected
hours
Optimistic
cost
estimate
Expected
cost
Expected
value
Inspection 100 90 $450 $340 $3141
Contract
finalisation
80 70 $115 $100 $750
Legal
processing
50 60 $250 $310 $984
Resource
analysis
70 110 $180 $165 $950
Risk
assessment
60 50 $300 $248 $1050
Budgeting 40 30 $150 $135 $900
Layout
design
110 100 $200 $187 $1200
Evaluation 30 50 $550 $521 $681
Maintenance
of electricity
550 450 $750 $719 $1500
Appendix I Project organisational chart
R= Responsible for completing work, A = Accountable for task sign off , C = Consulting, I=
Informing decisions are taken.
Project manager Engineers Labour
Inspection C I R
Analysis I A C
Layout C I A
Planning C R I
Allocating resources I C R
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Monitoring activities I I C
Taking feedback C R A
Final review I A A
Appendix J Communication matrix
Type Objective Medium Frequency Participation Owner Deliverable
Meeting Introduce
project
goals and
objectives
Presentation Once in
week
Project team
Project
manager
Stakeholders
Project
manager
Minutes
Weekly
meetings
Project
resources
timeframe
Report Beginning
of each
activity
Project team
Project
manager
Stakeholder
Stakeholder Minutes
Project
progress
meeting
Progress of
project
Next
objectives
Conference Every
month
Project
manager
Stakeholder
Stakeholder Minutes
Emergency
meeting
Issues
related to
project
Face to face As
required
Project owner
Team
members
Project
manager
Minutes
Stakeholder
meeting
Stakeholder
concerns
Face to face Monthly Stakeholder
project
manager
Project
manager
Minutes
13.11 Appendix K report section allocation
Table K
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Team member Student no. Section
Mark Patrick D457800 Executive summary, section 9-
10
Phil Jones D654745 10-11
John Smith D215478 6-8
James Warnock D457812 7
38