Strategic Project Delivery Report Assignment

Running head: STRATEGIC PROJECT DELIVERY
Strategic Project Delivery
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1STRATEGIC PROJECT DELIVERY
Introduction
Project deliver process is a framework used by project supervisor and project team
assisted throughout the project development and execution phase. Various project delivery
processes are there followed by project supervisor to successfully execute any project. For this
specific paper the project which is selected is Melbourne Metro Tunnel construction Project. The
proper project delivery process needs to be identified at the early project development stage. If it
is not followed then the project will fail to meet expected objectives within expected time and
budget.
Two different business development perspectives are considered for analyzing the
Melbourne metro tunnel construction project. The assumptions those have influenced the project
development strategies to meet the primary objectives, mission, vision and goals are analyzed in
the paper. In addition to this, how these strategies have influences the project delivery are
analyzed and elaborated in the paper. Apart from this, some literature are also compared to
understand the way through which project leadership have more strategically developed.
Evaluation of project development strategies
The Melbourne metro tunnel construction project is successful or not is measured in this section
based on perspective 1: “The project organization’s initial strategic project delivery process for this
particular project was a coherent decision”. The objective of the project is to minimize the
current operational and functional pressure on the public transport system. The other aim is to
meet the public transportation patronage increment occurring because of the growing population
of the city. Apart from this, the other aim of the project is to give a backbone to existing metro
style network system of Melbourne. It has been identified that the owners would be able to earn

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commercial benefit if a connection is successfully established between Carnbourne or
Pakhenham with Dandenong. It has been 0analyzed that, at the initial project all the project
delivery life cycle process and stages are successfully followed by the associates. However, the
capital options were not analyzed at the project initiation phase. However, high level qualitative
ranking analyses considering separate elements are elaborated throughout the project
development life cycle period. Not only this but also, concept reference design by technical
feasibility study is also considered by the project supervisor at the project initiation phase. The
detail analysis also identified that, the rail infrastructure and simulation are performance
accurately. Besides this, at the initiation stage finer grain model, strategic check model are
applied by the project supervisor to configure the design based on customer demand.
The project team associates were focused on DPC, DoT, DFT and PTV agencies while
executing the project. The future of Melbourne rail transport requirements are understood and
elaborated by the agencies. They have also understood the problems associated to the
construction project. The project owners have not undertaken comparative, comprehensive any
option or the city bypass rail tunnel. Though, the government sponsors or invested capital for the
construction project but still they were not aware about the project requirements in details. Not
only this but also the government was also not aware of whether a non tunnel option for the
project can provide similar profit to the owners or not. Enough amount of investment has not
been done by the Melbourne government to improve the network system of Melbourne. Not only
this but also proper demand and productivity management approaches are also not followed
throughout the project development life cycle period by the project supervisor and the project
team associates.

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Assumption those have influenced the factor
Various assumptions were made by the project supervisor and team members those have
collectively influenced the project outcomes. The demand forecasting model followed by the
supervisor requires identifying potential high level risk process but these are not done
professionally. In addition to this, an accuracy of sensitivity to predictive models for changing
can check through proper testing. In order to increase the demand growth different business
strategies and project management strategies are also elaborated by the supervisor. Throughout
the project development life cycle period effective communication, contingency and
procurement management strategies are followed by the developed team.
The project has followed all the project development stages in terms of initiation,
planning, execution, monitoring and project closure. The authority has taken suggestion and
recommendations from the international engineering and consultancy firms that are specially
made by infrastructure Victoria, 2016. In addition to this proper forecasting tools are also used
throughout the project development and execution phase. The Melbourne metro rail project is
predictable to establish additional 3900 numbers of job openings in Victoria and approximately
4700 job openings throughout Australia which have reduced the job opportunity level
challenges. In order to execute any project successfully within assigned time and budget it is
responsibility of the project supervisor and the team to design an accurate project scope
statement. The scope statement needs to be shared among the project associates. The scope needs
to be absolutely clear and must be directed towards the project mission and vision as well. A
demand forecasting model is developed by the project supervisor and followed by rest that is
again influential for the project success.

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The strategy influence this being this being the right way to proceed with it
The identified project delivery strategies have successfully directed the Melbourne metro
tunnel construction project towards the primarily identified objectives, goals and aims. It is
analysed that the project delivery process has lead the project to gain improved job access by
35%nd increased the overall productivity by 5%. Not only this but also it reduced the excessive
crowd in trains and improved the overall time performance. The overall economic growth in
Melbourne is also improved a lot. The passenger load in the city was reduced. Not only this but
also, the time performance is also improved. The customer satisfaction throughout Melbourne
after the implementation of the project is improved.
Observation compared with literature
According to Mesa, Molenaar, and Alarcón (2016) Lean Construction Institute (LCI) is
focused on Toyota lean production system principals. For any project the specific stages that are
widely followed include project initiation, planning, design and execution, monitoring and
project closure. This paper audits and represents the project planning stages that are followed for
execution of the Melbourne metro tunnel construction project (Patanakul and Shenhar 2012).
The project planning stage include business case development which is comprises of strategic
option analysis, problem defining, demand forecasting, benefit definition etc. This approach
advocated specific philosophy which implies that, any construction project can be identified as a
production system therefore these can be managed using the concept of production theory and
techniques of lean project construction.
However, for this project lean project management procedures and approaches are not
being followed by the project supervisor and team members. Data modeling and design is

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presented followed by advanced technology and tools. For this particular project at the front
end proper project change management activities and quality control activities are needed to be
incorporated It has been identified that if these specifications are properly followed throughout
the project development life cycle stages then the project managers would be able to reduce all
risks and faults. Not only this, but also proper risks managements strategies also needed to be
followed by the project supervisor (Collyer et al. 2010). Besides this, effective leadership
strategies are the other factors that a project supervisor needs to hold. The project manager must
have proper motivation skills, communication skills and leading capabilities. The success and
failure of any project is not only dependent on the ability and skill of the project supervisor but
also dependent on the skills of the team associates. It is duty of the supervisor to lead the fellow
members to keep themselves engaged to the primarily assigned roles and responsibilities (Igwe,
Nasiri and Hammad 2017). In assigned time and budget the team associates need to contribute
cent percent efforts in a positive way.
Conclusion
From the overall discussion it is concluded that, the reference design and project delivery
processes followed throughout the project development life cycle are operationally and
functionally stringer than other projects. It is determined that the project owners have developed
many business strategies that can successfully resolve potential risks and operational challenges.
The Victorian government has invested for completion of the project. Before taking approval
from the government so that they can invest the required capital a business case is developed and
presented.

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References
Collyer, S., Warren, C., Hemsley, B., and Stevens, C. 2010. Aim, fire, aim—Project planning
styles in dynamic environments. Project Management Journal, 41(4), 108-121.
doi:10.1002/pmj.20199
Igwe, C., Nasiri, F. and Hammad, A., 2017. Evaluating the Impact of Buildability Assessment
and Value Management on Construction Project Delivery. Methodology, 2, p.2.
Mesa, H.A., Molenaar, K.R. and Alarcón, L.F., 2016. Exploring performance of the integrated
project delivery process on complex building projects. International Journal of Project
Management, 34(7), pp.1089-1101.
Patanakul, P., and Shenhar, A. J. 2012. What project strategy really is: The fundamental building
block in strategic project management. Project Management Journal, 43(1), 4-20.
doi:10.1002/pmj.20282
Synott, R. J., Rowlinson, S., and Walker, D. H. T. (Forthcoming). Chapter 22 - Integrating
Capital Project Delivery: An Activity Theory Based Approach. In D. H. T. Walker and S.
Rowlinson (Eds.), The Taylor and Frances Integrated Project Delivery (IDP) Handbook
Procurement Systems. Abingdon, Oxon: Taylor and Frances.
Vuori, E., Mutka, S., Aaltonen, P., and Artto, K. 2013. That is not how we brought you up: how
is the strategy of a project formed? International Journal of Managing Projects in Business, 6(1),
88-105. doi:doi:10.1108/17538371311291044

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Walker, D. H. T., and Lloyd-Walker, B. M. (Forthcoming). Chapter 2 - Characteristics of IPD: A
Framework Overview. In D. H. T. Walker and S. Rowlinson (Eds.), The Taylor and Frances
Handbook of Integrated Project Delivery (pp. 18pp). Abingdon, Oxon: Routlidge.