Project Management Section 1: Introduction

Project management Section 1: Introduction 1 1.1 Introduction 1 1.2 Purpose 1 1.3 Scope 1 Esplanade Section 2: Description of the project 1 2.1 Background 1 2.2 Scope 2 Section 3: Analysis of charts 2 3.1 Scope 2 3.1.1 Applications 3 3.2 WBS 4 3.2.1 Application 5 3.3 Scheduling 5 3.4 Gantt chart 13 3.5 Critical path 13 Section 4: Challenges in producing the information 14 Section 5: Best practices and a new approach in engineering project management and functions of leadership 16 5.1 Best practices of project management 16 5.2 Project management

Project management

Table of Contents
Section 1: Introduction...............................................................................................................1
1.1 Introduction......................................................................................................................1
1.2 Purpose.............................................................................................................................1
1.3 Scope................................................................................................................................1
Section 2: Description of the project..........................................................................................1
2.1 Background......................................................................................................................1
2.2 Scope................................................................................................................................2
Section 3: Analysis of charts......................................................................................................2
3.1 Scope................................................................................................................................2
3.1.1 Applications..............................................................................................................3
3.2 WBS.................................................................................................................................4
3.2.1 Application................................................................................................................5
3.3 Scheduling........................................................................................................................5
3.4 Gantt chart......................................................................................................................13
3.5 Critical path....................................................................................................................13
Section 4: Challenges in producing the information................................................................14
Section 5: Best practices and a new approach in engineering project management and
functions of leadership.............................................................................................................16
5.1 Best practices of project management............................................................................16
5.2 Project management approaches....................................................................................18
5.3 Leadership function in project management..................................................................20
Section 6: Recommendations and conclusion..........................................................................22
6.1 Recommendations..........................................................................................................22
6.2 Lessons learnt.................................................................................................................23
6.3 Conclusion......................................................................................................................23
References................................................................................................................................25

Appendix 1:..............................................................................................................................30
Gantt chart............................................................................................................................30
Critical path..........................................................................................................................31
Appendix 2: Project Charter document....................................................................................32
Document management........................................................................................................32
Project Registration..............................................................................................................32
Executive summary..............................................................................................................32
Project scope........................................................................................................................34
Issues and obstacles..............................................................................................................40
Authorization........................................................................................................................40

List of figures
Figure 1: WBS............................................................................................................................4
Figure 2: Leadership functions.................................................................................................21
Figure 3: Gantt chart................................................................................................................26
Figure 4: Critical path..............................................................................................................27

List of tables
Table 1: Schedule of project......................................................................................................5

Executive summary
The current report has provided a clear description of the Elizabeth Quay project in
Perth. It will also evaluate the current practices of the industry for completing the project
considering the standards of engineering work. By conducting the meeting with stakeholders,
the manager has developed a plan for human resource requirements, raw material,
requirements of machinery and estimated cost for running the operations. The WBS has
provided detail information for each package like construction which involves ground level,
upper level, and bridge as well as transportation stations near the project. By considering the
Gantt chart activities, the project manager of Elizabeth Quay has developed the plan for
managing the operations and allocated the resources to meet the outcome as per the starting
and finish dates of the project. Apart from that, the report has provided detail overview of
challenges that have faced by project manager during the project of Elizabeth Quay involve
the lack of coordination, short deadlines, changes in the scope and delay in delivery of raw
material. Moreover, the project management planning for Elizabeth Quay has offered the
recommendations for standardization of the communication, utilization of technology and
proper risk assessment to maintain the effectiveness and eliminate the delay and improvement
in the cost.

Section 1: Introduction
1.1 Introduction
Project management is the systematic approach of managing work and application of
knowledge, skills, and techniques to complete the task. The project management plan
provides a framework for understanding the structure, complexity, and length of the project
in a well-defined manner. The project management involves elements like initiation,
planning, execution, monitoring, and control as well closing by considering the proposed
standards and future scope of the given project.
1.2 Purpose
The aim of utilizing project management approach is to meet the goals and objectives
as per the define manners and considering the issues (Turner, 2016). The implementation of
project management principles is essential for the success of the project. The principles of
project management help in establishing a schedule of plan enforce and encourage the
framework, maximize the resources and controlling the cost.
1.3 Scope
The current report will provide a clear description of the Elizabeth Quay project in
Perth. It will also evaluate the current practices of the industry for completing the project
considering the standards of engineering work. Moreover, the report will investigate the
process and importance of the leadership functions in relation to the management of the
engineering project. The report will also conduct research for new engineering and project
management approaches that could be implemented for managing the project. Furthermore,
the report will develop a WBS and scheduling plan for the selected project to meet the
objectives. In the end, the report will offer recommendations to overcome the issues and
application of best practices for the project.
Section 2: Description of the project
2.1 Background
The project plan includes nine building sites with complete facilities with 1700
residential apartments, office space, and retail space. The project plan is aiming to revitalize
the city center and enhance the reputation of Perth by making it one of the most livable cities
1

in the globe. The cost of the project is around $2.6 billion which involve cultural and modern
physical elements. There are many sections for managing transportation for the project that
involve Esplanade Busport and railway station. Moreover, the electric ferry service was also
operating from Elizabeth Quay ferry terminal to Claisebrook Cove. There is a plan for
developing cable car to King Park which is not included in the initial phase of project
planning.
2.2 Scope
The objectives of the project are to manage the needs of the growing population that
include the hotels, offices, retail outlets and places to eat and drink. Elizabeth Quay offers a
wide range of new and exciting places in the center of Perth. However, there are many issues
for developing and maintaining the project as per the planning that involves protest of the
local population for affecting the area of the river. Apart from that, the leading contracting
organization for the project is ARM architect which has design and developed the framework
of the whole project. The CIMIC Group awarded the construction contract in December
2012. The construction work included the new inlet, associated roads, parks, island with
connected bridge within 10 hectors.
Section 3: Analysis of charts
3.1 Scope
Project scope is an important part of project management that involves the planning.
This planning element makes emphasis on determining the documenting the list of specific
goals, objectives, deliverables and critical functions of the project. Moreover, the scope of the
project includes the tasks that are going to be undertaken, deadlines of the project, cost and
future requirements. It is impotent for the project manager to define the project scope at the
initial stage considering the needs of the client to develop a sustainable plan to achieve the
goals. This kind of approach has a significant impact on the success of the project that has
been measured through cost and time (Todorović et al., 2015).
This kind of approach has helped the manager to understand the needs and features of
the project to develop the plan for scheduling and budget. However, this was a big project
and involves many authorities to determine the standards and functions. Therefore, the
manager has faced issues related to communication and maintaining the time to deliver the
project on time (Muller, 2017). The scope of Elizabeth Quay was to develop apartments,
2

office and retail space considering the international standards of living. This is going to help
to increase the effectiveness of Perth city at a global level. The project scope has included
nine building sites with complete facilities with 1700 residential apartments, office space, and
retail space. The project scope was aiming to revitalize the city center and enhance the
reputation of Perth. There were many sections for managing transportation for the project that
involve Esplanade Busport and railway station. Moreover, the electric ferry service was also
operating from Elizabeth Quay ferry terminal to Claisebrook Cove (Joslin, & Müller, 2015).
3.1.1 Applications
The consideration of this project scope has helped the project manager to develop the
plan, maintain control over the operation and closing of the project by meeting the goals. The
planning process has a significant impact of scope as it defines the project in detail and
support to establish the project boundaries and deliverables. Apart from that, the involvement
of stakeholder in the planning and development of the budget plan was an intricate part of the
developing the project scope (Binder, 2016). The project manager has made many efforts for
conducting the meetings with all official partners and stakeholders of this project to define
the scope comprehensively. By conducting the meeting with stakeholders, the manager has
developed a plan for human resource requirements, raw material, requirements of machinery
and estimated cost for running the operations. The consideration of these elements in prior
was helpful for tracking the performance of the team members and reporting by developing
an integrated mechanism (Siami-Irdemoosa, Dindarloo, & Sharifzadeh, 2015).
3

3.2 WBS
Figure 1: WBS
Work Breakdown Structure (WBS) is the process of developing the hierarchical
decomposition of the project that gives a detailed understanding of the main and subtasks of
the project. The utilization of WBS process is helpful for the project manager to overcome
the level of complexity within the project by dividing the large activities into small sub-tasks
which support to increase the monitoring and maintaining the standards. Moreover, the WBS
provides the visual presentation of scope, actions, and approach of the project team to
complete the tasks (Sharon, & Dori, 2015). For the development and implementation of the
project plan for Elizabeth Quay, the project manager has developed the WBS.
Each work package is helpful for representing the t-do tasks of the engineering and
constructions work of Elizabeth Quay project. By following the determined WBS, the
manager was able to assign the specific tasks to team members who were going to complete it
within the specified time and cost by considering the requirements of the project (Park, &
Cai, 2017). Apart from that, the WBS has supported the project manager of engineering and
construction project of Elizabeth Quay in maintaining the higher productivity, encouraging
the accountability and transparency in the project planning and implementation as well as
estimation of coat and time.
4
Project
Meeting and
planning
Collection of
information
Disscution
with members
Scope
managment
Resource
planning
Funding
Approval
Approval from
owner
Contractor
Suppliers
Project design
selection of
areas
Drawing
Engineering
Blueprint
Budgeting
Wages
Supplier
payment
Purchasing of
equipments
Machinary
Raw material
Human
resources
Development
of team
Training
Allocation of
work
Determining
KPI's
Construction
Ground level
Upper level
Bridge
Links
Reconstructio
n of roads
Stations
Water supply
Installation of
pipe
Diversion of
water
Elimination of
waste
Installation of
new
equipments
Health and
safety
Lifts
Security
Communicatio
n
Monitoring
Evaluation
Changes
Paymemt
Documentatio
n
Closing

3.2.1 Application
For example, the WBS has provided detail information for each package like
construction which involves ground level, upper level, and bridge as well as transportation
stations near the project. By focusing on the sub-activities, the manager has estimated the
time and cost of the whole activity. In spite of that, the WBS has also helped to identify the
risk and project and development of contingency plan to minimize their impact and
achievement of the goals in estimated time (Sequeira, & Lopes, 2015). The major activities of
Elizabeth Quay project involve the planning, approval, design, budgeting, human resources,
constructions, installation, and closing.
3.3 Scheduling
Table 1: Schedule of project
Task Name
Duratio
n
Star
t
Finis
h
Predecesso
rs
Resource
Names Cost
Project
981.2
days
Th
u
26-
04-
12
Fri
29-
01-
16
$2,653,216.
00
Meeting
and planning
141.2
days
Th
u
26-
04-
12
Fri
09-
11-
12 $199,616.00
Collection of
information 1 mon
Thu
26-
04-
12
Wed
23-
05-
12
Project
manager ,Desi
gner, Site
engineer ,Supe
rvisor,
Technical team $42,400.00
Discussion
with members 1 mon
Thu
24-
05-
12
Wed
20-
06-
12 3
Administration
team ,Project
manager ,Spon
sor $17,600.00
5

Scope
management 2 mons
Thu
21-
06-
12
Wed
15-
08-
12 4
Project
manager ,Spon
sor, Technical
team ,Designer
, Site engineer $68,800.00
Resource
planning
1.06
mons
Thu
16-
08-
12
Fri
14-
09-
12 5
Project
manager ,Site
engineer ,Spon
sor,
Administration
team ,Designer $35,616.00
Funding 2 mons
Fri
14-
09-
12
Fri
09-
11-
12 6
Administration
team ,Project
manager ,Spon
sor $35,200.00
Approval
60
days
Fri
09-
11-
12
Fri
01-
02-
13
Project
manager ,Site
engineer ,Tec
hnical
team ,Designe
r $196,800.00
Approval
from owner 1 mon
Fri
09-
11-
12
Fri
07-
12-
12 7
Project
manager ,Adm
inistration
team ,Technica
l team $25,600.00
6

Contractor 1 mon
Fri
07-
12-
12
Fri
04-
01-
13 9
Project
manager ,Adm
inistration
team ,Site
engineer ,Tech
nical team $33,600.00
Suppliers 1 mon
Fri
04-
01-
13
Fri
01-
02-
13 10
Project
manager ,Site
engineer ,Supe
rvisor,
Technical team $34,400.00
Project
design
80
days
Fri
01-
02-
13
Fri
24-
05-
13 11
Designer,
Project
manager ,Site
engineer ,Ad
ministration
team ,Technic
al team $251,200.00
selection
of areas 1 mon
Fri
01-
02-
13
Fri
01-
03-
13 11
Site
engineer ,Tech
nical
team ,Designer
, Project
manager $34,400.00
Drawing 1 mon
Fri
01-
03-
13
Fri
29-
03-
13 13
Designer,
Technical team $16,000.00
Engineering 1 mon
Fri
29-
03-
13
Fri
26-
04-
13 14
Project
manager ,Site
engineer $18,400.00
Blueprint 1 mon
Fri
26-
04-
13
Fri
24-
05-
13 15
Site
engineer ,Tech
nical team $16,000.00
7

Budgeting
140
days
Fri
24-
05-
13
Fri
06-
12-
13 16
Administratio
n
team ,Project
manager ,Spo
nsor, Site
engineer ,Tec
hnical team $389,600.00
Wages 1 mon
Fri
24-
05-
13
Fri
21-
06-
13 16 Supervisor $8,000.00
Supplier
payment 2 mons
Fri
21-
06-
13
Fri
16-
08-
13 18
Administration
team $14,400.00
Purchasing of
equipments 1 mon
Fri
16-
08-
13
Fri
13-
09-
13 19
Administration
team ,Site
engineer ,Proje
ct
manager ,Tech
nical team $33,600.00
Machinery 1 mon
Fri
13-
09-
13
Fri
11-
10-
13 20
Project
manager ,Supe
rvisor,
Technical team
,workers $32,800.00
Raw
material 2 mons
Fri
11-
10-
13
Fri
06-
12-
13 21
Project
manager ,Site
engineer ,Tech
nical
team ,workers $65,600.00
Human
resources
100
days
Fri
06-
12-
13
Fri
25-
04-
14 22
Project
manager ,Sup
ervisor $162,400.00
8

Development
of team 1 mon
Fri
06-
12-
13
Fri
03-
01-
14 22
Project
manager $10,400.00
Training 1 mon
Fri
03-
01-
14
Fri
31-
01-
14 24
Administration
team ,Project
manager $17,600.00
Allocation of
work 2 mons
Fri
31-
01-
14
Fri
28-
03-
14 25
Supervisor,
Technical team $32,000.00
Determining
KPI's 1 mon
Fri
28-
03-
14
Fri
25-
04-
14 26
Project
manager $10,400.00
Construction
140
days
Fri
25-
04-
14
Fri
07-
11-
14 27
Designer,
Project
manager ,Site
engineer ,Tec
hnical
team ,workers $563,200.00
Ground
level 1 mon
Fri
25-
04-
14
Fri
23-
05-
14 26
Technical team
,workers ,Desi
gner, Project
manager ,Site
engineer $40,800.00
Upper
level 1 mon
Fri
23-
05-
14
Fri
20-
06-
14 29
Site
engineer ,Tech
nical
team ,workers
,Project
manager $32,800.00
9

Bridge 2 mons
Fri
20-
06-
14
Fri
15-
08-
14 30
Technical team
,workers ,Desi
gner, Project
manager ,Site
engineer $81,600.00
Links 1 mon
Fri
15-
08-
14
Fri
12-
09-
14 31
Technical team
,workers ,Desi
gner, Project
manager ,Site
engineer $40,800.00
Reconstructio
n of roads 1 mon
Fri
12-
09-
14
Fri
10-
10-
14 32
Technical team
,workers ,Desi
gner, Project
manager ,Site
engineer $40,800.00
Stations 1 mon
Fri
10-
10-
14
Fri
07-
11-
14 33
Site
engineer ,Tech
nical
team ,workers
,Designer,
Project
manager $40,800.00
Water
supply
80
days
Fri
07-
11-
14
Fri
27-
02-
15 34
Designer,
Project
manager ,wor
kers $204,800.00
Installation of
pipe 2 mons
Fri
07-
11-
14
Fri
02-
01-
15 34
workers ,Desig
ner, Site
engineer ,Tech
nical team $60,800.00
10

Diversion
of water 1 mon
Fri
02-
01-
15
Fri
30-
01-
15 36
Technical team
,workers ,Desi
gner, Site
engineer $30,400.00
Elimination of
waste 1 mon
Fri
30-
01-
15
Fri
27-
02-
15 37
Supervisor,
workers $14,400.00
Installation
of new
equipments
240
days
Fri
27-
02-
15
Fri
29-
01-
16 38
Project
manager ,Site
engineer ,Spo
nsor,
Supervisor $685,600.00
Health
and safety 1 mon
Fri
27-
02-
15
Fri
27-
03-
15 38
Supervisor,
Technical team
,workers $22,400.00
Lifts 1 mon
Fri
27-
03-
15
Fri
24-
04-
15 40
Technical team
,workers $14,400.00
Security 1 mon
Fri
24-
04-
15
Fri
22-
05-
15 41
Supervisor,
Technical team
,workers $22,400.00
Communicati
on 1 mon
Fri
22-
05-
15
Fri
19-
06-
15 42
Project
manager ,Tech
nical
team ,Supervis
or, workers $32,800.00
Monitoring 1 mon
Fri
19-
06-
15
Fri
17-
07-
15 43
Project
manager ,Supe
rvisor,
Designer,Site
engineer ,Tech
nical
team ,workers $48,800.00
11

Evaluation 2 mons
Fri
17-
07-
15
Fri
11-
09-
15 44
Project
manager ,Spon
sor, Technical
team ,Adminis
tration
team ,Designer
, Site
engineer ,Supe
rvisor $99,200.00
Changes 1 mon
Fri
11-
09-
15
Fri
09-
10-
15 45
Designer,
Project
manager ,Site
engineer ,Supe
rvisor,
Technical team
,workers $48,800.00
Payment 1 mon
Fri
09-
10-
15
Fri
06-
11-
15 46
Administration
team ,Project
manager ,Spon
sor, Supervisor $25,600.00
Documentatio
n 1 mon
Fri
06-
11-
15
Fri
04-
12-
15 47
Administration
team ,Project
manager ,Supe
rvisor,
Technical team $33,600.00
Closing 2 mons
Fri
04-
12-
15
Fri
29-
01-
16 48
Project
manager ,Spon
sor $20,800.00
According to schedule of Elizabeth Quay engineering and construction project, the
starting date of project was 26-4-2012 and complete by 29-1-2016. The duration of project
12

was approx 980 days and the estimated cost of the project was $2.6 million. The project
manager has considered every activity in the planning the scheduled with specific time and
resources. This has given clear understanding of the allocation of role and responsibilities to
the team members (Svejvig, & Andersen, 2015). Moreover, by considering the schedule of
the project, the project manager has tried to maintain the flow of work without interruption.
Apart from that, the scheduling has also helped in monitoring and evaluating the progress of
the project.
3.4 Gantt chart
Gantt chart is providing a systematic review of total time duration and connection
between the tasks involved in the project. The consideration of the Gantt chart is essential for
the project manager to understand the sequence, time and period for each task. Gantt chart
provides a clear illustration of the project status and helps to allocate the resources as per the
requirements. However, there is one problem related to the understanding of the dependency
of the tasks considering the Gantt chart as the manager cannot tell about the falling tasks
behind the ongoing activities of the project (Mohammad et al., 2015). Apart from that, Gantt
chart offers the knowledge about the scheduled tasks and progress of the project against the
proposed deadlines. By considering the Gantt chart activities, the project manager of
Elizabeth Quay has developed the plan for managing the operations and allocated the
resources to meet the outcome as per the starting and finish dates of the project. By using the
Gantt chart, the manager has tracked the progress of the project and determined the priorities
of the project (Nurre, & Weir, 2017).
Additionally, to deliver the successful project the Gantt chart helps in gaining
knowledge about the critical activities. The manager has also offered the crucial detail of
utilizing the Gantt chart to the team members to analyze the project progress comparing with
actual progress plan (Gupta et al., 2016). The team members have followed Gantt chart and
completed the project considering the standards and quality that defined in the requirements
and deliverables.
3.5 Critical path
Critical path allows the team members of the project to identify the most important
tasks in the project and support the manager to make special concern on the identified tasks to
increase the effectiveness in the project. The follow up of critical path helps the manager to
13

identify the correlation between the tasks and gives the understanding of modifying the tasks
durations. If the management team look to complete the project in a shorter time frame, the
consideration of critical path activity will be beneficial. For the engineering project of
Elizabeth Quay, the project manager has utilized the critical path which has helped to
encourage the planning and better utilization of the resources (Parekh et al., 2015). The
manager has used the critical path throughout the project to check the progress and
implementing the changes in the tasks expecting the future requirements. This has helped to
maintain the effectiveness in the project and achieving the objectives. Additionally, the
critical path has helped in improving the resource management by offering directions for
enhancing the visibility comparing the needs of the project (Zareei, 2018). Apart from that,
the critical path has also supported the manager to get rid of competing priorities and creating
awareness in the planning and implementation of strategies in a planned manner.
Section 4: Challenges in producing the information
Poor communication:
The project of Elizabeth Quay is large and divided into different parts for developing
apartments, office spaces, retail space, transportation mediums, and bridges. Hence, there is
an issue related to managing the communication faced by the managers. The lack of
communication is considered as the biggest drawback for the project as the lack of real-time
information for the status of work and changes, standards and designer input affect the
application of a strategy for managing the operation (Ogunde et al., 2017). Now, to overcome
this problem the manager has used electronic mediums like the offering of information
through email, collecting the data through mobile and day to day worksheet of each
department. This kind of approach has helped to manage challenges of delay in work and
optimum utilization of resources during the construction (Rostami et al., 2015).
Stakeholder indifferences:
This is a major issue that affects the overall planning and management of project
functions. According to the analysis, the project manager has faced a lack of stakeholder
participation. This has affected the construction work in terms of rework and delay in the
development of bridge, apartments, and parks. The lack of stakeholder engagement occurs
due to conflict of interest, not involving in decision making and delay in the offering of funds
and other facilities. To overcome the impact of this issue, the project manager has applied
14

strategy of partnership working which has helped to the distribution of power and supported
to engage the stakeholders in planning and management of work (Rokooei, 2015). In addition
to this, the manager has conducted regular meetings and collected feedback from
stakeholders to understand the approach and objectives. By considering their feedback, the
manager has supported in their work to coordinate the project tasks successfully.
Lack of risk management:
The impact of risk on the project is significant that influence the task and approach of
team members. The lack of risk management and the application of a strategy for eliminating
them create various issues for the project manager. For construction project of Elizabeth
Quay, the project teams were lack to manage the risk of arranging and allocation of funds,
health and safety measures for workers, utilization of the technical resources and availability
of the required and qualified human resources. These issues have affected the operation of
construction negatively (Walker, 2015). Now, to overcome the problem of risk management
the manager has applied strategy of accepts and mitigates the risk.
According to these stagey, the project manager has developed a contingency plan for
managing the fund and human resources. This kind of approach has also helped in
maintaining the supply of funds for construction operations. In addition to this, to improve
the health and safety at the workplace, the manager has provided training to the team
members for utilization of equipment and handling the emergency situation in a better
manner (Carvalho, & Rabechini Junior, 2015). This has helped to engage worker by
increasing their satisfaction level. Apart from that, the selection of the expert team for
managing the technical work has also supported to overcome the risk of lacking in
construction standards.
Changing scope:
The lack of coordination and planning among these stakeholders was influencing the
scope of the project and creating barriers and changing the scope of the project. For example,
the lack of defined goals for transportation and development of link among the apartments,
office and retail space was major points for discussion for the project manager and other team
members to develop a sustainable plan and get the approval from the leading authority
(Kerzner, & Kerzner, 2017). The delay in approval considering the standards of the
construction project was forcing the project team to make the changes in the project plan
15

which has a negative impact on the cost and delivery time of the Elizabeth Quay (Sunindijo,
2015). To overcome this issue the project manager has conducted the meetings with leading
authorities and collected the information for developing and maintain the sustainable
approach in the construction of the project.
Unrealistic deadlines:
The construction and engineering project of Elizabeth Quay was big and have many
complexities to maintain the flow of operations in every operation (Ghaffarianhoseini et al.,
2017). The project manager and development team has stated some unrealistic deadlines for
completing the activities which have created additional pressure on team members and
affected the quality in work. For example, the implementation of plan and design structure for
all building required time at the initial stage to develop a core base (Ametepey, Gyadu-
Asiedu, & Assah-Kissiedu, 2015). However, the planning team has defined short deadlines
for this work that has a negative impact on the consideration of standards and maintaining the
pace by focusing on the integrated functions.
Section 5: Best practices and a new approach in engineering project
management and functions of leadership
5.1 Best practices of project management
Ensure involvement of stakeholders: The involvement of all stakeholders in decision
making is essential for the project manager to define the project deliverables, goals and
benefits as well as the quality standards. The proper engagement of stakeholder improves the
efficiency and effectiveness of large scale engineering project. The consideration of these
factors, the project manager of Elizabeth Quay was able to develop the clear scope of the
project and communicated to stakeholders to get the approval and develop the plan for further
activities (de Carvalho, Patah, & de Souza Bido, 2015).
Create a risk response team: The success of a big project of engineering involves the
proper identification and management of risks. For managing the risk there are majorly four
types of strategies are used such as Avoidance, Reduction, Sharing, and Transfer. The
selection of these approaches is based on the level of risks involved in the project. For the
engineering project of the Elizabeth Quay, the project manager has selected the strategies of
Avoidance and Transfer for maintaining the low impact of risks on the time and cost of the
16

project (Nicholas, & Steyn, 2017). Moreover, the prior evaluation and identification of risk
are helpful for gaining success in the project.
Technical competency: The best practices of project management in current time involve
consideration of technical tools in communication, monitoring and measuring the standards
of the work. The engineering work requires technical assistance in planning and minimization
of complexity in work (Marcelino-Sádaba, González-Jaen, & Pérez-Ezcurdia, 2015). For the
management of Elizabeth Quay project, the manager has utilized the tools like QSM, SEER-
SEM, and COCOMO as well as the MS Project for scheduling and collection and analysis of
data. In addition to this, the manager has also utilized the 3-D designing software for
developing the blueprints and creative designs of buildings (Kerzner, 2018). To monitor the
tasks and performance of team members, the project manager has taken the help of the ERP
system. This tool has provided the facility of storing, analyzing and communicating the data
related to the project and actions of the team members. For estimation of time and cost as
well allocation of resources, the technical tools are beneficial.
Transparency in the project: The transparency in project plays a critical role in the proper
estimation of quality, budget and time of the project. The transparency implies the
accountability of an individual, implementation of regulations and maintaining the high
performance. In order to increase the transparency in the Elizabeth Quay project, the manager
has made emphasis on the communication with team members, consideration of budget and
time as well as identification of changes in the project. For example, the online
communication with team members has helped into decision making as well as tracking the
responses of the team members (Badewi, 2016). Apart from that, sharing of the information
related to the budget and time of completing the specific tasks. Moreover, the communication
of changes in real time has also support in increasing transparency.
Emphasis on purpose: The comprehensive project management approach involves clear
and understandable purpose of the project. To develop the effective project management plan
the project manager needs to focus on the objectives of each task which involve the
contracting terms, expected outcome and customer satisfaction. To achieve these objectives
of the project, it is essential for the project manager to highlight the key factors and issues to
define the purpose of the engineering project. The clarity in scope, purpose, and goals of the
project helps the team members to understand the role and quality standards that required to
be considered to meet the KPI’s and objectives of the project (Hornstein, 2015). The project
17

manager has developed the WBS. This process has supported to identify the major functional
deliverables, determination of the match between the members and specific work package
(Glukhov, Ilin, & Levina, 2015).
5.2 Project management approaches
Agile project management approach:
This is a value-centered method for managing the project and allows the project to get
proceed in small phases and cycles. This approach is highly flexible and supports the
manager to exhibit the dynamic trait that would have been beneficial for maintaining the
project approach as per the millstone and goals that have been stated initially. Moreover, this
approach in project management provides the support to the manager to adopt the changes
and make emphasis on the client feedback. The agile project management approach offers the
opportunity to collaborate with the customer for negotiation of the prices. Moreover, this
approach empowers the individual at the workplace that helps to increase the accountability
and support to increase the diversity in the ideas (Ramazani, & Jergeas, 2015). Every project
stage has the scope of improvement and agile project management approach is helping to
identify the changes and engage the team members. Change management is one of the most
critical factors in the project management and the agile project management approach is
offering the prototype for managing the issues and changes that required for maintaining the
scope.
The agile approach of managing engineering project also helps to divide the project
into smaller pieces and prioritization of the tasks to maintain the effectiveness of the project.
The principles of agile project management approach involve the consideration of a
collaborative approach in working, learn and adjust the performance to encourage the
effectiveness of engineering project. In addition to this, the agile project management
approach helps to integrate the planning of the project with different functions and helps to
create the working culture that has involvement of scope, objectives and changing
requirements (Nicholas, & Steyn, 2017). Apart from that, sharing of the information related
to the budget and time of completing the specific tasks. Moreover, the communication of
changes in real time has also support in increasing transparency (Girard, & Girard, 2015).
PERT project management approach:
18

This approach stands for Project Evaluation Review Technique. This is beneficial for
managing the time in large scale engineering project. By considering this approach for project
management, the project team can develop the schedule in an easier manner and coordinate
team members to accomplish the work. This approach is similar to the Critical Path that helps
to visualize the timeline and key activities of the project. The major significance of the PERT
approach in project management is to estimate the shortest possible amount of time for each
task and analysis of the longest time for completing the tasks (Serrador, & Pinto, 2015). This
gives a better understanding of outcome and developing the plan for managing the standards
for the proposed project.
The PERT approach is helpful in the analysis of the project as the project manager
could collect and evaluate the performance of team members and identify the progress of the
project. The prior analysis and information about project progress and issues are the key
features of PERT that help in the management of the large project in a professional manner.
Apart from that, development of schedule and plan through PERT technique requires a lot of
time and input from the project manager (Conforto, & Amaral, 2016). In addition to this, the
PERT technique makes emphasis on the resources that influence the planning approach of the
project.
Kanban project management approach:
The purpose of this approach in project management refers to the elimination of
wasteful work and proper management of inconsistencies and unreasonable requirements.
The objectives of leading organizations by utilizing the Kanban project management
approach are to increase the efficiency level and craft improvement in the level of
productivity (Hornstein, 2015). By applying this approach in large scale engineering project,
the managers look to improve the transparency in the project activities as the team members
have a good understanding of role and responsibilities. The improvement in accountability by
applying this approach results in a positive outcome of the project.
The advantages of applying Kanban project management approach include the
improvement in the responsiveness, versatility, empowerment of teams and achievement of
the desired outcomes. For example, the Kanban project management approach provides
visual communication to team members, this type of communication is helpful in training and
encouraging the knowledge of the team members. By gaining information related to the
accomplishment of project increase the versatility of team members (Harrison, & Lock,
19

2017). In addition to this, the Kanban project management approach is offering better
planning of inventory as per the demand at the workplace which encourages efficiency and
increase the responsiveness in working through Just-In-Time delivery functions (Heagney,
2016).
Waterfall project management approach:
This is the traditional approach of managing project. This approach involves various
steps that help to manage the project appropriately. This is one of the best methods for
handling the large scale project and execution of the plan for maintaining the efficiency. This
approach is based on stages like the collection of requirements, the design of the project,
implementation of scheduled activities, testing, and operations. Apart from that, the fixed
approach of planning and implementing the project affect the process of managing the rework
and changes in the plan. However, the waterfall project management approach is beneficial
for managing the project activities through extensive documentation and better time
management approach for the team members (Mohamed et al., 2017). The waterfall project
management approach is easy to understand and helpful in understanding the needs of the
clients. Apart from that, the waterfall project management approach has no room for errors as
the deadline is creeping and there is no scope for identifying the problems through
evaluation.
5.3 Leadership function in project management
Leadership in large scale engineering and construction project plays a critical role as
project manager requires performing the following functions to gain success in the project:
20

Figure 2: Leadership functions
Planning: This is an essential function of the project manager to develop a comprehensive
project plan by understanding the needs and requirements of the project. For example, the
manager of Elizabeth Quay has collected the data by conducting the meeting with the
stakeholders and developed the plan for achieving the goals of the project (Cimorelli, 2016).
In addition to this, the project manager has done negotiation and evaluation of time and
budget that influence the planning of the project.
Decision making: The decision making of a leader in managing project has a significant
impact on the effectiveness of the project. The honest assessment and planning for approach,
issues, and techniques for managing the project help in decision making. For instance, the
project manager of Elizabeth Quay has made the decisions by following the standards and
desired outcome of the project (Lei et al., 2017). The prior assessment and planning for
managing the risk have supported the leader to implement the decision and meet the required
objectives.
Motivation: For a leader, this is a must have quality for completing the project by
encouraging the contribution and performance of the team members. The leader has to be
experienced to understand the needs and requirements of the team members who support him
to keep them motivated by offering the support and meeting their objectives (Saltz, &
Crowston, 2017). For example, the manager of Elizabeth Quay engineering project has
21
Leaderhip
functions
Planning
Motivation
Negotiation
Decision
making
Communication

provided motivation to team members by offering the training, developing the safe and
healthy working environment as well as providing the timely payment to the working staff.
This kind of approach has helped to meet the satisfaction level of team members which has
supported to achieve the standards of the project.
Negotiation: The practices of leader involve negotiation with suppliers and contracting firms
for managing the various operations of the engineering project. The leader has made
negotiation related to cost, time and payment time (Newton, 2016). The consideration of win-
win negotiation approach in the management of project activities has a significant impact on
the partnership working for a big project like Elizabeth Quay that has involved construction
and engineering of the apartments, bridge, offices, and riverfront in Perth.
Communication: This is one of the most critical functions of leadership that support in the
planning, implementation and evaluating the progress of the project. The leader needs to be
good in communication and offering of the real-time details to the stakeholders and
application of the changes. The manager of Elizabeth Quay has managed the communication
through the email, telephonic communication, and collection of progress reports (Kuhrmann
et al., 2017). By considering these communication approaches, the management has
promoted the support and understanding of the staff members for managing the activities as
well as the implementation of tasks in legal and ethical manners.
Section 6: Recommendations and conclusion
6.1 Recommendations
By considering the project planning, implementation and outcome of the large scale
engineering project of Elizabeth Quay, it has identified that there were lacking in different
areas that have affected the process and influenced the budget and time of delivery of the
project. To overcome the issues in future changes and development in the project, the
manager could use the following recommendations:
Standardization of time and expense logging:
To manage the operations and activities of the project within estimated time and cost,
it is recommended to the project manager and team members to record the time and budget
through the system, spreadsheet or application that will give them an idea about the delay and
determined time for completing the tasks (Andersen, 2016). The medium of recording time
22

and budget create an alert by calculating the delay in functions and utilization of extra cost
comparing the estimated time and budget. This kind of standardization of time and expenses
will support in planning and management of tasks as per the objectives.
Standardization in risk management and communication:
The impact of risk on the project is significant that influence the task and approach of
team members. The lack of risk management and application of a strategy for eliminating
them create various issues for the project manager. For managing these issues, it is
recommended to the project manager to develop a contingency plan for managing the fund
and human resources. This kind of approach will also help in maintaining the supply of funds
for construction operations (McMahon, 2016). In addition to this, to improve the health and
safety at the workplace, the manager requires to provide training to the team members for
utilization of equipment and handling the emergency in a better manner. The use of online
technology tools will also help in managing communication and offering of the real-time
details to the team members which will support in minimization of time and completing the
goals and objectives more professional manners (Khan, & Rasheed, 2015).
6.2 Lessons learnt
By considering the project of Elizabeth Quay, we have gained the understanding of
the management and planning of the project management approaches and challenges that
faced by the managers. All team members were involved in the scheduling, development of
Gantt chart, critical path and utilization of the Work Breakdown Structure. We have tried to
share information related to project management and planning of the activities. This kind of
approach has helped to develop skills like communication, decision making, evaluation of
work and utilization of the technical resources. Moreover, we have learnt about management
of the time and budget in planned manner that helps to increase the effectiveness of the
project and making the optimum utilization of the resources to achieve the goals and
objectives of the project.
6.3 Conclusion
From, the study it has carried out that project management is a useful terms that helps
to manage the activities of a project according to defined standards by implementing the
appropriate approach. The report has identified scope of Elizabeth Quay project to encourage
the living standards in Perth city by developing the residential apartments, office and retail
23

space. The overall cost of this engineering project was $2.6 million and duration of
completing the tasks was approx 980 days. The report has provided information related to
scheduling of the tasks focusing on the WBS and Gantt chart. Moreover, the report has
discussed about the best practices of managing project that involve clear goals, allocation of
role and responsibilities, communication among team members and prior assessment of risks
and contingency planning to meet the objectives of the project. Apart from that, the report has
provided detail overview of challenges that have faced by project manager during the project
of Elizabeth Quay involve the lack of coordination, short deadlines, changes in the scope and
delay in delivery of raw material.
The report has also explained project management approaches such as agile, waterfall,
PERT and Kanban to manage the large scale engineering projects in best manner. To
complete the project of Elizabeth Quay, the project manager has used the Agile and PERT
project management approaches. Additionally, the report has provided information of
leadership functions in managing project that involves the motivation, planning and
negotiation skills to complete the project by considering the standards and desired outcome.
Apart from that, the report has offered the recommendations for standardization of the
communication, utilization of technology and proper risk assessment to maintain the
effectiveness and eliminate the delay and improvement in the cost.
24

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Appendix 1:
Gantt chart
Figure 3: Gantt chart
30

Critical path
Figure 4: Critical path
31

Appendix 2: Project Charter document
Document management
Distribution list
Name Position Signature Date
Version control
Revision Change description Approval Author
Project Registration
Project name: Elizabeth Quay
Creation date: 26-4-2012
Sponsor: Perth Ministry
Project manager:
Executive summary
1. Rationale
The current project is related to the construction of an artificial inlet which will be
known as Elizabeth Quay. It is a mixed-use development project in Perth, Central business
district located on North Shore of Perth Water. The project was named in honor of Queen
Elizabeth 2nd during the Diamond Jubilee of her.
2. Business drivers
Parent organization: Perth ministry
Enterprise: CIMIC group
32

Department:
Work unit:
Work role:
3. Justification criteria
Investment return
Efficiency improvement
Customer value
Other
4. Proposed solution
The major activities of Elizabeth Quay project involve the planning, approval,
design, budgeting, human resources, constructions, installation, and closing. The project
manager has divided each task into sub-tasks that have helped increase the efficiency and
effectiveness in managing the project. The agile project management approach offers the
opportunity to collaborate with the customer for negotiation of the prices. Moreover, this
approach empowers the individual at the workplace that helps to increase the accountability
and support to increase the diversity in the ideas.
5. Options evaluated
PERT approach for project management allows the project manager to create the
milestone for the project. by considering the project milestone the project manager will be
able to identify the possible outcome and issues between each activity. The utilization of
Kanban makes it possible to respond more agilely to the needs of the project. Apart from that,
Kanban project management approach support the project manager to empower the team
members by offering them the freedom to make the decisions by considering the current
situation of tasks.
6. Key objectives
Specific: The project team requires building Elizabeth Quay considering the apartments,
office and retail areas.
33

Measurable: Completion of objectives that are proposed for design, engineering and
construction.
Achievable: Keep the environmental friendly for surrounding people and meet the objectives
of team members.
Relevant: Use of current tools and technology for engineering and construction of the
Elizabeth Quay
Time-bound: Each members needs to meet the deadline of the tasks.
7. Priority status
Critical
Urgent
Important
On hold
8. Benefits
The development of Perth CBD has a historical built on an east-west alignment that
create the link among Perth city, Yagan Square and Perth cultural center including the range
of public and private developments.
9. Impact
The objectives of the project are to manage the needs of the growing population that
include the hotels, offices, retail outlets and places to eat and drink. Elizabeth Quay offers a
wide range of new and exciting places in the center of Perth.
10. Stakeholders
The key stakeholders of project involve the project manager, sponsor, supplier,
contractor and designer. Moreover, the stakeholders of project were government authority,
technical team, site engineers and workers.
Project scope
11. Deliverables
34

For the engineering and construction project of the Elizabeth Quay, the project
manager has considered these elements and functions to develop the scope. The manager has
collected the detail information related to requirements, goals and key deliverables of the
Elizabeth Quay project by involving the stakeholders like supplier, government authorities,
supplier, technical and design team.
12. Inclusion
 Easy to plan
 Residential apartment
 Riverfront
 Office and retail space
 Bridge
 Stations
13. Exclusions
The development and implementation of strict change management plan for the
process, product, and human resources functions have benefited the project team to manage
the changes without influencing the project scope. Manager has tried to manage work using
the Agile and WBS approaches.
14. Milestone
Starting date: 26-4-2012
Finish date: 29-1-2016
15. Inductive schedule
Task Name Duration Start Finish
Project 981.2 days Thu 26-04-12 Fri 29-01-16
Meeting and
planning 141.2 days Thu 26-04-12 Fri 09-11-12
35

Collection
of information 1 mon Thu 26-04-12 Wed 23-05-12
Discussion
with members 1 mon Thu 24-05-12 Wed 20-06-12
Scope
management 2 mons Thu 21-06-12 Wed 15-08-12
Resource
planning 1.06 mons Thu 16-08-12 Fri 14-09-12
Funding 2 mons Fri 14-09-12 Fri 09-11-12
Approval 60 days Fri 09-11-12 Fri 01-02-13
Approval
from owner 1 mon Fri 09-11-12 Fri 07-12-12
Contractor 1 mon Fri 07-12-12 Fri 04-01-13
Suppliers 1 mon Fri 04-01-13 Fri 01-02-13
Project
design 80 days Fri 01-02-13 Fri 24-05-13
selection of
areas 1 mon Fri 01-02-13 Fri 01-03-13
Drawing 1 mon Fri 01-03-13 Fri 29-03-13
Engineering 1 mon Fri 29-03-13 Fri 26-04-13
Blueprint 1 mon Fri 26-04-13 Fri 24-05-13
36

Budgeting 140 days Fri 24-05-13 Fri 06-12-13
Wages 1 mon Fri 24-05-13 Fri 21-06-13
Supplier
payment 2 mons Fri 21-06-13 Fri 16-08-13
Purchasing
of equipments 1 mon Fri 16-08-13 Fri 13-09-13
Machinery 1 mon Fri 13-09-13 Fri 11-10-13
Raw
material 2 mons Fri 11-10-13 Fri 06-12-13
Human
resources 100 days Fri 06-12-13 Fri 25-04-14
Development
of team 1 mon Fri 06-12-13 Fri 03-01-14
Training 1 mon Fri 03-01-14 Fri 31-01-14
Allocation
of work 2 mons Fri 31-01-14 Fri 28-03-14
Determining
KPI's 1 mon Fri 28-03-14 Fri 25-04-14
Construction 140 days Fri 25-04-14 Fri 07-11-14
Ground
level 1 mon Fri 25-04-14 Fri 23-05-14
Upper level 1 mon Fri 23-05-14 Fri 20-06-14
37

Bridge 2 mons Fri 20-06-14 Fri 15-08-14
Links 1 mon Fri 15-08-14 Fri 12-09-14
Reconstruction
of roads 1 mon Fri 12-09-14 Fri 10-10-14
Stations 1 mon Fri 10-10-14 Fri 07-11-14
Water
supply 80 days Fri 07-11-14 Fri 27-02-15
Installation
of pipe 2 mons Fri 07-11-14 Fri 02-01-15
Diversion
of water 1 mon Fri 02-01-15 Fri 30-01-15
Elimination of
waste 1 mon Fri 30-01-15 Fri 27-02-15
Installation
of new
equipments 240 days Fri 27-02-15 Fri 29-01-16
Health and
safety 1 mon Fri 27-02-15 Fri 27-03-15
Lifts 1 mon Fri 27-03-15 Fri 24-04-15
Security 1 mon Fri 24-04-15 Fri 22-05-15
Communication 1 mon Fri 22-05-15 Fri 19-06-15
Monitoring 1 mon Fri 19-06-15 Fri 17-07-15
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Evaluation 2 mons Fri 17-07-15 Fri 11-09-15
Changes 1 mon Fri 11-09-15 Fri 09-10-15
Payment 1 mon Fri 09-10-15 Fri 06-11-15
Documentation 1 mon Fri 06-11-15 Fri 04-12-15
Closing 2 mons Fri 04-12-15 Fri 29-01-16
16. Indicative budget
The budget of project was $2.6 million including resources.
17. Resource capacity
Software
Ms Word
Ms Excel
Ms Project management
3-D design toolkit
Hardware
Machinery
Ladders
Cranes
Rollers
Lifts
Issues and obstacles
18. Constraints
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 Limited training
 Limited human resources
 Limited technical resources
19. Assumption
 Technical assistance
 Manpower
 Skilled labor
20. Potential issues
 Design errors
 Accidents during construction work
 Lack of funds
21. Dependency
Higher dependency on the supplier and workers to finish the tasks considering the
standards of the engineering and construction
22. Risk
 Lack of fund and human resources
 Communication gap
 Delay in supply
 Health and safety
Authorization
23. Recommendations
 Standardization of time and expense logging
 Standardization in risk management and communication
24. Approval
Approved
Postponed
40

Cancelled
Review
25. Sign off
Particular Signature Date
Sponsor
Project manager
26. Appendance
N/A
41