Business Project: Feasibility of Removing Crossings in Caulfield

This report presents a comprehensive business case for a project aimed at removing crossings and constructing new stations along Corrigan Road in Caulfield, Melbourne. The project's primary objective is to enhance road safety and alleviate traffic congestion. The report outlines the project's alignment with the Melbourne County Council's strategic plan, service delivery requirements, and critical success factors. It includes a detailed options analysis, evaluating different methodologies and materials, with a recommendation to utilize an interactive methodology and a combination of concrete and steel in construction. The project definition encompasses scope description, constraints, and dependencies, along with a scope management plan that covers requirements collection, product descriptions, WBS creation, scope verification, and scope control. Furthermore, the report details project deliverables, key performance indicators, and a project approach that incorporates an iterative project life cycle methodology. The project management strategy, structure, governance framework, and reporting structure are also defined. Finally, the report includes budget, program, and risk analyses, along with strategies for quality management, project completion, and benefits realization, supported by appendices containing schedules, cost plans, risk registers, and stakeholder assessments.

RUNNING HEAD: Project feasibility Business project
Business Case
TITLE: REMOVAL OF CROSSINGS AND BUILDING STATIONS AT
CAULFIELD ALONG CORRIGAN ROAD IN MELBOURNE CITY
Students name
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EXECUTIVE SUMMARY
This project was aiming to remove of crossings and building stations at Caulfield along
Corrigan road in Melbourne city. The project directly aligns to the program goal of making
roads in Melbourne to be safe. Different project management methodologies have been used
to ensure project objectives are achieved. This includes option analysis of different
methodologies and materials to be used for delivering the project. The paper has provided a
project approach that need to be followed to ensure that activities are performed efficiently
and effectively. Different tools and methodologies like risk registers, stakeholder analysis is
used in create the plans for project activities and functions.
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Business project
TABLE CONTENTS
EXECUTIVE SUMMARY........................................................................................................3
1 PROJECT NEED.............................................................................................................8
1.1 SERVICE DELIVERY REQUIREMENTS.............................................................8
1.2 ALIGNMENT WITH PROGRAM PLAN.................................................................8
1.3 PROJECT OBJECTIVES........................................................................................8
1.4 CRITICAL SUCCESS FACTORS (CFC)..............................................................9
1.5 ORGANISATIONAL CHANGE...............................................................................9
2 OPTIONS ANALYSIS.....................................................................................................9
2.1 OPTIONS CONSIDERED.......................................................................................9
2.2 OPTIONS EVALUATION CRITERIA.....................................................................9
2.3 OPTIONS EVALUATION.......................................................................................10
2.4 RECOMMENDED OPTION..................................................................................10
3 PROJECT DEFINITION...............................................................................................10
3.1 SCOPE DESCRIPTION.........................................................................................10
3.2 CONSTRAINTS AND DEPENDENCIES............................................................10
3.3 SCOPE MANAGEMENT.......................................................................................11
3.4 PROJECT DELIVERABLES.................................................................................12
3.5 PROJECT KPI’S.....................................................................................................12
4 PROJECT APPROACH................................................................................................13
4.1 PROJECT MANAGEMENT STRATEGY............................................................13
4.1.1 PROJECT STRUCTURE...............................................................................13
4.1.2 PROJECT GOVERNANCE FRAMEWORK................................................13
4.1.3. PROJECT REPORTING STRUCTURE.........................................................13
4.2 STRATEGY..............................................................................................................13
4.3 COMMUNICATION AND STAKEHOLDER MANAGEMENT STRATEGY....14
5 BUDGET, PROGRAM AND RISK..............................................................................14
5.1 PROJECT READINESS & TIMING.....................................................................14
5.2 BUDGET/COST ANALYSIS AND FUNDING STRATEGY..............................14
5.3 RISK ANALYSIS AND MANAGEMENT STRATEGY.......................................14
5.4 PROJECT QUALITY MANAGEMENT STRATEGY..........................................15
5.5 PROJECT COMPLETION STRATEGY..............................................................16
5.6 BENEFITS REALISATION PLAN........................................................................16
6 REFERENCES..............................................................................................................17
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APPENDIX A..........................................................................................................................19
A.1 SCHEDULE FOR THE PROJECT.......................................................................19
A.2 COST PLAN FOR THE PROJECT......................................................................20
A.3 PROJECT RISK REGISTER................................................................................21
A.4 BENEFITS REALISATION PLAN........................................................................22
A.5 FINANCIAL ANALYSIS on OPTIONS.................................................................23
A.6 STAKEHOLDER ASSESSMENT MATRIX.........................................................24
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RUNNING HEAD: Project feasibility Business project
LIST OF TABLES
Table 1 Project options...............................................................................................................9
Table 2 shows the several evaluation criteria used to evaluate the options.............................10
Table 3 Communication needs.................................................................................................11
Table 4 Impact/probability matrix...........................................................................................15
Table 5 Project closeout checklists..........................................................................................15
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RUNNING HEAD: Project feasibility Business project
1 PROJECT NEED
The need of the project is to remove crossings and building stations at Caulfield along the
Corrigan road in Melbourne. The current crossings faces congestion of traffic and it has
become unsafe for users. The crossing contains one of the busiest train networks in the region
hosting a number of users and pedestrian. Removal of the crossings and building helps to
eliminate congestion and make the paths to be safe (Bello, 2016).
1.1 SERVICE DELIVERY REQUIREMENTS
The service delivery requirements will involve key activities to accomplish project objectives
(Burke, 2013). The service delivery requirements include: demarcation of the project site,
development of elevated tracks, building five new stations, removal of nine crossings,
trainings on new road changes usage, relocation of waste debris, and erection of road safety
signs.
1.2 ALIGNMENT WITH PROGRAM PLAN
The program for Melbourne county council in its strategic plan is to decongest several roads
within the city over a 10 years period. The project aligns itself with the council strategic plan
where it focuses to decongest the major road. The period of completing the project is
approximated to be nine months which is under the program plan of 10 years. The council
program plan is to modernise the city road network, and infrastructure to reflect international
standards. The project deliverable is to modernize the current constructions into national
standards (Chen, 2012).
1.3 PROJECT OBJECTIVES
The project objectives define the key activities expected to be achieved in respect the project
goal. The objectives will include:
i. To remove nine crossings and building five new stations at Caulfield along the
Corrigan road in Melbourne city.
ii. To erect safety precautions and signs along the project locations
iii. To train road users on the new changes on project outcomes
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RUNNING HEAD: Project feasibility Business project
1.4 CRITICAL SUCCESS FACTORS (CFC)
The (CSF’s) represents project acceptance criteria and approvals (Gido & Clements, 2014).
The project design and development will focus to split the project into 160 size able
manageable and non-complex smaller work packages. The final outcome of the project is
expected to be of international standards, and have modernized features. The project will be
successful if it will reduce crossing times in less than 2 minutes and reduce road accidents
from the current 2% to 0.5% per year.
1.5 ORGANISATIONAL CHANGE
The project is expected to create value to the Melbourne council organization. The value will
create change socially and economically. The project will reduce costs emanating from
maintenance of roads due to congestion, increase traffic flow, and reduction of road
monitoring costs. It will create strategic value used by the council in monitoring and
managing traffic on roads by using a modernized method (Heagney, 2016).
2 OPTIONS ANALYSIS
The section represents different alternatives to achieve project deliverables (Cleland, 2013).
2.1 OPTIONS CONSIDERED
The several options available to be used to achieve the end results are represented in table 1.
Table 1 Project options
Heading 1 Heading 2 Heading 3 Head ing 4
1 Resources  Using of concrete during constructions R1
 Using of steel elevations in constructions R2
 Using both steel and concrete R3
2 Methodology  Adoptions of a waterfall project life cycle
methodology
M1
 Adoption of interactive project life cycle
method
M2
 Adoption of linear type project life cycle M3
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RUNNING HEAD: Project feasibility Business project
2.2 OPTIONS EVALUATION CRITERIA
Table 2 shows the several evaluation criteria used to evaluate the options.
Criteria Code Criteria Code
Cost and financial analysis C1 Simple & non-complex S &
NC
Performance P1
Relevancy RL1
Verifiable V1
Flexible F1
Participative P1
2.3 OPTIONS EVALUATION
The evaluation of the methodology and resources to be used was done based on the several
criteria’s (Kendrick, 2013). Appendix A.5 and A.8 shows a summary of evaluation of options
using financial analysis using cost and other criteria’s respectively.
2.4 RECOMMENDED OPTION
The recommended option is to use interactive methodology and use a combination of
concrete and steel in construction (Heagney, 2016). The choice of the two were derived from
the evaluation table in appendix 8 (A.8) both having higher score line. A combination of
concrete and steel was chosen because the end products will be of higher value and durable in
the long run.
3 PROJECT DEFINITION
It defines a full description of the project and its boundaries.
3.1 SCOPE DESCRIPTION
The project will involve removing crossings and rebuilding new stations (Huber, 2014). The
nine levels of crossings to be eliminated include: Koornang, Murrumbeena, Grange, Centre,
Corrigan, Chandler, Heatherton, Poach and Clayton. The project five new stations to be built
include: Clayton, Noble Park, Murrumbeena and Hughesdale. The project will be located
along the Caulfield, Corrigan road in Melbourne.
3.2 CONSTRAINTS AND DEPENDENCIES
The project constraints and dependencies represent criteria’s that will be provided or
assumptions that the project will depend upon (PMI., 2013). The project constraints will
include time and budget. The project management expects to accomplish the entire project
within the approved time and budget. The project manager is tasked with the responsibility of
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RUNNING HEAD: Project feasibility Business project
balancing the constraints to avoid overruns (Burke, 2013). The project will depend on the
following: It will assume that users will use alternative by passes during the constructions,
and they will use safety signs provided to them. In addition the project expects that
stakeholders involved will cooperate fully.
3.3 SCOPE MANAGEMENT
The scope of a project explains processes required to accomplish tasks successfully
(Maxwell, 2013). The scope management entails the following: requirements collections,
product descriptions, WBS creation, scope verification and scope control (Larson, 2011).
Requirements collection: describes a collection of needs from various stakeholders. The
needs can be explained using communication plan. Table 3 shows communication needs.
Table 3 Communication needs
Stakeholder Specific needs
Local council, victoria police Performance evaluation reporting, they
will be consulted in carrying out
evaluations
Victorian government
architecture
Monitoring and status reporting.
Project team, manager and
experts
Briefings and initiation planning
Product descriptions: the constructions will involve building 160 sizeable activities
representing the total project activities. The final product will be to remove the crossing and
develop new stations along the path (Bryde, Broquetas & Volm , 2013). Elevated paths will
be put in place where road users can use without interfering with the motorists. It will consist
of flyovers in certain places in which it allow movement of pedestrians.
Work break down structure (WBS) - this represents how a project will be divided into smaller
units that can be managed (Hedman, 2013). Appendix A.1 represents the structure of the
WBS of how the project will be scheduled.
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RUNNING HEAD: Project feasibility Business project
Scope verifications-the final product should be able to meet the project design plan features
presented by the civil engineers (Burke, 2013). At each stage of the constructions a
verification and specification audit will be done.
Scope control- control charts and control cybernetics tools will be used to ensure that the
activities go as scheduled (Kloppenborg, 2014). The project manager will be tasked with the
role of controlling the execution of project activities as per the plans.
3.4 PROJECT DELIVERABLES
Deliverables are key activities to achieve project goals (Heagney, 2016). The deliverables
will include: drafting of project plans, civil engineering designs, sourcing of resources,
demarcating the site, erecting of signs, removal of crossings, removal of debris, building of
flyovers and elevated paths, building stations, testing and trials, trainings, and project closure.
3.5 PROJECT KPI’S
The key performance indicators (KPI’s) provide factual evidence that the project result have
met the required standards (Ferigotti , Cunha & Fernandes , 2016). At the end the project
manager will calculate the following: Schedule performance indicators- To check if the
activities went as per schedule
Earning value analysis- The project’s earned value will be calculated based on what was
earned value and the actual cost incurred. The analysis will be if the earned value is less than
the actual cost then the project is deemed to be over the budget and vice versa. The project
will be ensuring that the actual cost is less than the earned value. Another indicator of
performance that will be used is the variance of cost and schedule (CV) if computation is
found to be negative the project is behind schedule (Bourne, 2015).
Cost variance for all the work resources in order to check overruns and under runs in budgets
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RUNNING HEAD: Project feasibility Business project
4 PROJECT APPROACH
The section explains the approach in which the project will be utilizing in its management
process.
4.1 PROJECT MANAGEMENT STRATEGY
The term explains the unique methodology which the project will be utilizing to achieve its
end results. The project will be utilizing an iterative project life cycle methodology approach
in its strategy (PMI., 2013). The strategy employed will be divide the project into phases,
and allow participation by project stakeholders at each stages of the project. The use of the
strategy is to allow correction to take place at each stage of the project (Hegney, 2016).
4.1.1 PROJECT STRUCTURE
The project will be employing a functional type of organization structure. The levels of
management will be based on the functions created by the jobs. The functional organizational
structure is presented in appendix A.7.
4.1.2 GOVERNANCE FRAMEWORK FOR PROJECTS
Governance framework for projects represents a model adopted to ensure resources are
utilized effectively and efficiently in achievement of results. The model employed will be
based on project management methodologies defining relationships between project office
and sponsors (Bourne, 2015). The elements for project governance framework include:
objectives settings, stakeholder management, risk management, quality management and
controls. The elements will be defined in a project management plan.
4.1.3. PROJECT REPORTING STRUCTURE
It is a structure that defines a channel that needs to be followed in order to share
information’s from various stakeholders. The project will adopt a hierarchy from top-down or
down-top reporting style. The project reporting structure is reported in appendix A.8.
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RUNNING HEAD: Project feasibility Business project
4.2 STRATEGY
The project will employ a collaborative strategy with its stakeholders in order to achieve
intended objectives. The strategy involves project team engaging the stakeholders in project
activities. The collaborative strategy will involve sharing construction information and
making participative decision making.
4.3 COMMUNICATION AND STAKEHOLDER MANAGEMENT STRATEGY
Projects have different stakeholders with diverse needs and expectations. The task of the
project team is to strategize and manage the different stakeholders. The project needs to carry
out stakeholder analysis to identify and manage the different types of stakeholders. Appendix
A.6 shows the stakeholder assessment matrix to be used to classify stakeholders and project
needs. The project stakeholders will be managed in stakeholder register. Then the project
needs to provide a communication plan to share the different needs of the project. Appendix
A.8 shows the communication plan for the project.
5 PROGRAM RISK & BUDGET
5.1 PROJECT TIMING & READINESS
Project timing is important when ensuring that one of the triple three constraints is met
(Walter. Armstrong & Wallance , 2001). Suitable time schedules need to be created and
communicated in order to evidence project readiness. The project readiness starts at the
beginning to the end. Creation of a project management plan is a good indication of project
readiness. Project appraisal is important component that will be done to assess project
readiness. It is a process done to assess project components for approving the project
implementation.
5.2 BUDGET/COST ANALYSIS AND FUNDING STRATEGY
The project will consume resources in achieving its objectives. The cost management plan
will be formulated to become the baseline for the actual budget created by the contractor. The
funding of project originates from the project sponsor (Melbourne city Government council)
who will fund the implementation of the project.
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