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
Students affiliations
Students supervisor
Date of submission
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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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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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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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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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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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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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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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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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RUNNING HEAD: Project feasibility Business project
5.3 RISK ANALYSIS AND MANAGEMENT STRATEGY
Risks can affect how project is implemented. They represent challenges, happenings, and
uncertainties that directly affect project delivery. Project manager need to identify, analyse
and create a risk register to mitigate and manage them.
Risk identifications: It is the process of identifying risks facing the project. Through
brainstorming the risks that were found include: political risks and events (R=A), government
red tapes (R=B), unfavourable economic conditions (R=C), and local contractor’s conflicts
(R=D). The mention risks affect both phases and activities of the project.
Risk analysis: The analysis process entails ranking the risks in order of the impact created
and probability of it occurring (Andrew, 2014). A probability/impact matrix will be for risk
evaluation presented in table 4.
Table 4 Probability/impact matrix
High
Medium
Low
Impact
From the table 4 based on combination of probability/impact analysis ranking can be done as
follows; R.R 1= B, R.R 2=A, RR 3= C, and RR 4= D. Risk management will take place
through a risk register after project evaluation. The ranked risks will be managed using a risk
register as shown in appendix. A3.
5.4 PROJECT QUALITY MANAGEMENT STRATEGY
The project manager needs to formulate a sequence of closing down the project. in major
global projects a project closeout checklist is used as one of the processes used to close out
projects. Table 5 shows project closeout checklist.
Table 5 Project closeout checklists
Activities Comment Remarks
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R=C R=B
R=A
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RUNNING HEAD: Project feasibility Business project
Closing of accounts and documents
Closing meeting was done
Resources were disposed
Employees are compensated
Project handed over the sponsor or owners
5.5 PROJECT COMPLETION STRATEGY
Project closure takes place when objectives and goals of the projects have been met. Before
any closure process of the project agreement with the sponsors and stakeholders involved
would be done. The agreement will be followed by a closure meeting held. A project closure
checklist will be created which will be followed during the process (Bello, 2016).
5.6 BENEFITS REALISATION PLAN
The main benefit of removal of the crossings and building new stations is focused on
reducing delays in during crossing during peak hours. The benefits realization plan are
summarized appendix A.4.
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6 REFERENCES
Andrew, F. (2014). Effects of risk management in projects. New York: Mc Graw Hill.
Bello, D. (2016, January 10). Building and construction regulated design industry. Building
and civil regulatory design industry, pp. 12-45.
Bourne, L. (2015). Making projects work:effective stakeholder and communication
management. New Delhi: CRC press.
Bryde, Broquetas & Volm . (2013). The project benefits of building information modelling.
International Journal of project management, 31(7), 971-980.
Burke, R. (2013). Project management: planning and control tecniques. New Jersey: Wiley
publishers.
Chen, J. (2012). Procurement activities in projects. Bonville weekly review , 12-78.
Cleland, D. a. (2013). Project management handbook. New York, United States: Van
Nostrand Reinhold.
Ferigotti , Cunha & Fernandes . (2016). Managerial competencies for requirements of
sustainable innovation: the case of Electrolux of Brazil. International Journal of
Innovation and Sustainable Development,, 160-176.
Gido & Clements. (2014). Successful project management. Chicago: Nelson Education.
Heagney, J. (2016). Fundamentals of project management. AMACOM: American
management association .
Heagney, J. (2016). The project manager leader. In fundamentals of project Management.
New York: Adventure works press.
Hedman, K. (2013). Project management professional exam study guide. Indianapolis:
Wiley.
Hegney, A. (2016). Managing the team. In Fundamentals of Project Management. New
York, Atlanta: Amacom Division of American Management Association
International.
Huber, G. (2014). . Facilitating project team learning and contributions to organizational
knowledge. . Creativity and Innovation Management, 10(3), 23=68.
Kendrick, T. (2013). The project management tool kit: 100 tips and techniques for getting the
job done right. . AMACOM Div: American management Assn.
Kloppenborg, T. (2014). Contemporary project management. London: Nelson Education.
Larson, E. (2011). Project management: the managerial process. New York: Mc Graw Hill.
Maxwell, P. (2013). Building and steel work management. Adventure works monthly, 4-15.
PMI. (2013). A guide to project management body of knowledge . Newtown Square: PA:
PMI.
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Walter. Armstrong & Wallance . (2001). Case study of construction management on Boston
Habour project reflections at project completion. CM ejournal, 1-22.
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APPENDIX A
A.1 SCHEDULE FOR THE PROJECT
WBS table
ID Task
Mode
Task Name Duration Start Finish
4 Erection of road safety signs. 3 days Fri 10/27/17Tue 10/31/17
5 Setting signs 3 days Fri 10/6/17 Tue 10/10/17
6 Removal of level crossings 35 days Thu 11/2/17Wed 12/20/17
7 Demolishing of existing crossings 20 days Thu 12/21/17Wed 1/17/18
8 Removal of the debris 9 days Thu 1/18/18Tue 1/30/18
9 Levelling and maintainance 4 days Thu 2/1/18 Tue 2/6/18
10 Development of elevated tracks 46 days Sat 2/3/18 Fri 4/6/18
11 Constructions of flyovers 31 days Mon 4/9/18 Mon 5/21/18
12 Extention of the tracks 15 days Tue 5/22/18Mon 6/11/18
13 Rebuilding of new stations 47 days Tue 6/12/18Wed 8/15/18
14 Location set up and design 9 days Thu 8/16/18Tue 8/28/18
15 Full constructions 38 days Wed 8/29/18Fri 10/19/18
16 Project closure 30 days Mon 10/15/18Fri 11/23/18
17 Trainings on users and usage 25 days Mon 11/26/18Fri 12/28/18
18 Review of performance 5 days Mon 12/30/19Fri 1/3/20
S N J M M J S N J M M J S N J M M J S
Half 2, 2017 Half 1, 2018 Half 2, 2018 Half 1, 2019 Half 2, 2019 Half 1, 2020 Half 2, 2020
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A.2 COST PLAN FOR THE PROJECT
Item: Cost:
Site work & Utilities $ 90000.00
Sample of excavation testings $ 300000.00
Concessions station Building $ 400,000.00
Construction materials (assorted) $ 75000.00
Visitor path benches $ 10000.00
Plaza & Walkways $ 7500.00
Contingency plans $ 51250.00
Total: $ 573750.00
Additional costs:
Item: Cost:
Entry path elevators $ 100,000.00
Debris removal $ 50,000.00
Legality and licensing fee $ 15,000.00
Total: $ 165,000.00
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A.3 PROJECT RISK REGISTER
Prepared by:
Project manager Date: 11/09/2017
Rank Risk Risk particulars Risk root cause Risk mitigations Risk Owner Probability
of the risk
Impact of the
risk
1 State
government
red tapes
Numerous
government
procedures cause
delays
Government
slowness in making
approvals
Planning for delays in
schedule plans
Project
owner/manager
High High
2 Political
risks and
influence
Law makers and
politicians
influencing the
project
Unfriendly
environment and
legislations
Carrying out
participation and
engagement forums
Project manager Mediu
m
High
3 Inflations Rising prices of
materials and
services
Inflations/taxation
rates
Creation of a
contingency plans
Project manager High medium
4 Local
contractor
politics
Unhealthy
competition after
awarding contracts
Lack of integrity in
identifying
contractors
Ensuring contract
awarding is done well
Project manager Low Medium
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A.4 BENEFITS REALISATION PLAN
Category Expected benefits Methods of verifying
benefits
Expected de-
benefits
Financial Increased profits and
efficiency (cost
reductions).
The reduction in costs
Financial ratio’s It is costly capital
investment
Project technical &
operations
The efficiency of the
project would
increase. Traffic will
be effectively be
controlled
Regular audits and
checks
Difficult to
quantify the
benefits in the long
run
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A.5 FINANCIAL ANALYSIS on OPTIONS
Resource Units Unit/ Cost Approximated
amount
1. Using concrete
Ballast
Cement
Sand
40000tonnes $30/tonne $1,200,000
30000kg $6/per 50kg $3600
50000 tonnes $20/tonne $1,000,000
Totals 2,203,600
2. Using steel Units/specs Unit/cost Total amount
Buying steels
Welding
Power
Labour
160,000kg $2/kg $320,000
Assorted $5000 $5000
Variable $1000 $1000
Fixed $6000 $6000
Totals $337,000
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A.6 STAKEHOLDER ASSESSMENT MATRIX
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A.7. FUNCTIONAL ORGANIZATION STRUCTURE
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Workmen
Technical specialists
Administrative &
resource manager
Civil engineer
Site engineer
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A.8. OPTIONS EVALUATION CRITERIA
Items Criteria marks award (1 -5)
Performance Relevancy Verifiable Flexible Participative Non
complex
scores
Resources
R1
R2
R3
2
3
5
1
2
4
3
2
4
2
2
1
-
-
-
4
3
2
12
12
16
Methodology
M1
M2
M3
2
5
3
2
4
2
3
4
1
2
5
2
3
5
2
2
3
3
14
26
13
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A.8. PROJECT REPORTING STRUCTURE
25
Lower level
2nd level2nd level2nd level2n level
First level

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A.9. COMMUNICATION PLAN
Communication
type
Objective of
communicating
Medium Frequency of
communication
Audience Owner Deliverable Format
Initiation and
conceptualization
meeting
Goal setting and initiation
plan
Formal
meetings
Periodic Project
manager, teams
sponsor
Project
sponsor
Minutes Written
copies
Team meetings Project deliverables
briefings
Formal/informal
meetings
Continuously Project
team/manager
experts
Project
manager
Plans,
memos
Written
copies
Project design
meetings
Project execution
planning
Formal
meetings
Frequent project team and
victoria
government
architecture,
experts
Project
manager
Minutes,
notices/
mails
Printed
copies
Progress report
meetings
Performance progress
reporting
Interviews and
reports
presentations
Periodic office of
Victorian
government
architecture,
Local council,
victoria police,
public transport
victoria, Bicycle
Project
manager
Reports and
minutes
Written
copies
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network
Evaluation of
performance and
closure meetings
Final outcome analysis
reporting and closure
Evaluation
reports
Once Local council,
victoria police,
office of public
transport
victoria, Bicycle
network
Victorian
government
architecture,
Project
manager
Reports and
circulars
Electronic
and
written
copies
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