Extreme Sports Centre Construction Project Management Plan

This project plan outlines the development of an Extreme Sports Centre, encompassing various facilities like a learner pool, sports hall, health studio, and activities such as jumping, trekking, and hand gliding. It covers project integration management, sub-project charter, deliverables, milestones, and key performance indicators (KPIs). The plan details project scope, including a scope baseline, design brief, and work breakdown structure. It addresses project schedule management with timelines, network diagrams, and Gantt charts. Project cost management includes budget, cost breakdown, and cash flow analysis. Risk management incorporates a risk baseline, risk matrix, and register. The plan also addresses project quality, resource, communication, procurement, and stakeholder management, along with environmental considerations like TBL philosophy and waste management. It includes a SWOT analysis and a bibliography. The project is scheduled from March 2020 to December 2020 with a total budget of $5 million AUD.

Running head: EXTREME SPORTS CENTRE
Extreme Sports Centre
Enter: Name of the Student
Enter: Name of the University
Author Note

1EXTREME SPORTS CENTRE
Table of Contents
Project integration management.................................................................................................5
Sub project charter.................................................................................................................5
Deliverables............................................................................................................................5
Milestones..............................................................................................................................5
Key Performance Indicators...................................................................................................6
Project scope management.........................................................................................................8
Scope Baseline (KPI variable)...............................................................................................8
Design brief............................................................................................................................8
General of the sub project......................................................................................................8
Innovative recommendation...................................................................................................9
Scope Exclusion.....................................................................................................................9
Work Break down Structure...................................................................................................9
Work Tasks..........................................................................................................................10
Standards..............................................................................................................................10
Assumptions and constraints................................................................................................11
Project schedule management:.................................................................................................11
Time (Schedule)...................................................................................................................11
Time Line.............................................................................................................................11
Network Diagram.................................................................................................................12
Gantt chart............................................................................................................................13
Task Durations.....................................................................................................................15
Project cost management..........................................................................................................15
Cost Baseline (KPI variable)................................................................................................15
Budget..................................................................................................................................15
Cost Breakdown Structure...................................................................................................16
Labour..................................................................................................................................16
Material................................................................................................................................17
Budget risk (Contingency)...................................................................................................18
Cash Flow.............................................................................................................................18
Project risk management..........................................................................................................19
Risk Baseline (KPI variable)................................................................................................20
Standard Risk Matrix...........................................................................................................20
Risk Register........................................................................................................................22

2EXTREME SPORTS CENTRE
Project Quality management....................................................................................................23
ISO standards.......................................................................................................................24
Australian Standard and Codes............................................................................................24
Quality Assurance................................................................................................................24
Reducing process complexity..............................................................................................25
Acceptance criteria...............................................................................................................25
Continuous process improvement........................................................................................25
Project resource management..................................................................................................26
Organizational breakdown structure....................................................................................26
Leadership roles and responsibilities...................................................................................26
Work task resources.............................................................................................................26
Industrial awards..................................................................................................................27
Working time.......................................................................................................................27
Labour Histogram................................................................................................................28
Accommodation and catering..............................................................................................28
Training................................................................................................................................29
Health and safety..................................................................................................................29
Project Communication Management......................................................................................29
The 3D Integration Model....................................................................................................29
Documentation Control........................................................................................................30
Change Control....................................................................................................................30
Progress Reporting...............................................................................................................31
Communication Protocols....................................................................................................31
Internal.................................................................................................................................31
External................................................................................................................................31
PMO Responsibilities...........................................................................................................31
Project Procurement Management...........................................................................................32
Supply Chain Management..................................................................................................32
Contracts..............................................................................................................................32
Sustainable Procurement Practices......................................................................................32
Material Supplies.................................................................................................................33
Warranties............................................................................................................................33
Plant and equipment.............................................................................................................33
Specialist sub-contractors.....................................................................................................33
Materials handling and storage............................................................................................34
Tools and work gear.............................................................................................................34

3EXTREME SPORTS CENTRE
Project Stakeholder Management............................................................................................34
Project Environmental Management........................................................................................37
TBL (Triple Bottom Line) philosophy.................................................................................37
Environmental Protocols......................................................................................................38
SWOT Analysis...................................................................................................................38
Materials included in waste management and recycling......................................................39
Pollution and erosion control...............................................................................................39
Clean Up...............................................................................................................................39
Bibliography.............................................................................................................................41

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Project integration management
Sub project charter
The notable determination of this construction project is the development of a new
extreme sports centre in a new recreational park in Utopia. The new sports centre will be
having diverse categories of services like learner pool, court sports hall, health and fitness
studio, stream room and other facilities like jumping, craving, trekking, and hand gliding
activities. The other facilities which will be there in the extreme sports centre are tennis
courts, canteens, welfare, tennis courts, social clubs, sports bar and Jacuzzi. This construction
project will have diverse categories of stakeholders and will be having wide range of risks
which has to be addressed in the first place.
Deliverables
The development of the new extreme sports centre will be very much useful for the
consumers of the new recreational park which is about to develop in Utopia. Both the
tangible and the intangible assets are considered among the deliverables of this project. The
other prime deliverable of this project includes the engineering reports, design drawings and
documents of the sports centre and the other business documents. Sales and marketing of the
new sports centre is the prime deliverable for the sales department of Deloitte Australia who
are the prime stakeholders of this construction project.
Milestones
Milestones are defined as the way of measuring the progress of a project using diverse
categories of tools and methodologies. Priority of each of the task can be identified using the
project milestones. The checkpoint and the deliverables of the project can be revised and
monitored using the milestones.

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The construction of a new extreme sports centre will be having diverse phases like
documentation control where the needs and expectation of the clients of the new extreme
sports centre will be evaluated. Design phase shall be considering the location of each
department of the extreme sports centre craving, trekking and hand gliding facilities. The
development phase of this sports centre is the most significant phase of this of this project as
there are diverse categories of risks associated with the development phase of this project like
operational risks and business risks.
Key Performance Indicators
Key Performance Indicators can be defined as measure which can be very much
useful to understand the performance of each of the internal as well as external stakeholders
of this project. There are diverse categories of stakeholders associated with this project like
semi-skilled labour, high skilled labours, unskilled labours and Deloitte Australia. The
measure of success of the commercial establishment can be understood using Key
Performance Indicators. The cash forecast of the project, revenue growth, market share and
the turnover can also be monitored in the first place using the Key Performance Indicators.
Scope: The prime scope of this construction project is the development of a new
extreme sports centre including the tennis courts, jumping craving, trekking, para-gliding
activities canteens, tennis courts, social clubs, sports bar and Jacuzzi. Understand the project
requirements is must require for each of the stakeholders of this project. Social Corporate
responsibility is one of the prime scope of this construction project.
Cost: The total valuation of this project is $5 million AUD.
Time: The entire project is programmed to start on March 2020 and is scheduled to
be concluded by December 2020. The national celebration of this project is scheduled to be
on 1st January 2021.

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Risk: There are diverse categories of risks associated with this project in terms of
internal risks like financial management and external risks like the remote location of the
park and adverse environmental conditions like earth quakes and cyclones.
Measure of success
Master planning and the actual plan are the prime performance indicators which will
be considered in this project.
Figure 1: Planned and Actual Value
(Source: Created by author)
Figure 2: Scope, Cost, Time and Risk of this project
(Source: Created by author)

7EXTREME SPORTS CENTRE
Project scope management
Scope Baseline (KPI variable)
The base score line of this project includes the work breakdown structure of this
project, scope management of the project, and supervision of the time and resources which
will be required in this project. Agree point of each of the stakeholders in this project like
unskilled, semiskilled and high skilled labours can be understood in a useful manner using
the scope baseline.
The KPI variables which will be considered in this project are speed of each of the
activities of this project, value of the new extreme sports centre, impact of the sports centre
on the new recreational park
Design brief
The sports centre will be a two storeyed building, the ground floor of the building will
be having the tennis courts, social clubs and gym where as the first floor of the building will
have jumping craving, trekking, and paragliding activities.
General of the sub project
The net profitability of this new recreational park in Utopia will be increased due to
the creation and development of the extreme sports centre. More facilities and features can be
added if the plan of extreme sports centre is successful.

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Innovative recommendation
The incorporation of an advanced Information System will be very much significant
to comprehend the wishes and necessities of each of the probable clients of the new
recreational park.
Scope Exclusion
This project will be having diverse scope and the responsibility of Deloitte Australia
and the project manager is very much significant in order to complete the project with in 31st
December 2020.
Only online booking modes will be there for the sports bar, gym, social clubs and
Jacuzzi so that the management team of the new recreational park. The other exclusion of this
park is the offline payment in gym and the social clubs. Thus, it can be said that extreme
sports centre will not have any sort of offline payment modes.
Work Break down Structure
All the milestones, deliverables of the project can be understood in a better way using
the work breakdown structure. This bigger project can be subdivided in two smaller segments
using the WBS which can be very much beneficial for the project manager to address the
complexities in each phase of the project. There are diverse categories of works which is
associated in each phase of the project which can be understood in a detailed manner using
the below diagram.

9EXTREME SPORTS CENTRE
Figure 3: WBS of this construction project
(Source: Created by author)
Work Tasks
Work task are the prime activities of the project which has to be managed and
analysed by the project manager who will be conducting the project starting from the
planning phase to the project closure phase. There are diverse categories of work task
associated this project like planning, designing, development and project closure phase. Each
of the activities of this project cam be understood using the project plan document.
Standards
Construction standards in Australia like the National Construction Code and the
Building Code of Australia will be maintained in each phase of the project. There are diverse
categories of building codes which are very much helpful to manage the Quality of Service
which is going to be served by the new extreme sports centre. The prime focus of the
building codes is improvement of the public health, safety of the consumers who will be
visiting the extreme sports centre and welfare of the consumers.

10EXTREME SPORTS CENTRE
Assumptions and constraints
The prime assumption of this project is the non-volatile market condition which
generally increases the rate the raw materials are about to be used in this project. However,
the prime constraint of this project is the one time investment of $5 million AUD.
Project schedule management:
Project schedule management is one of the most significant part of this project as it
will be very much useful to manage the milestones of the project within a period of 10
months starting from March 2020 to December 2020. Scheduling is very much significant in
each phase of this project so that the total allocated budget is enough to complete the project.
The speed and accuracy of each of the stakeholders of this project can be understood in a
better way using the project schedule management.
Time (Schedule)
Time schedule is one of the most significant criteria of this construction. The KPI
variables like speed of the stakeholders working in this project, value of extreme centre,
impact of the sports centre on the recreational park. Each of these can be managed in an
organized manner using project scheduling. The changes required in the schedule can also be
identified using the project scheduling method.
Time Line
Maintaining the timeline of each of the resources are very much useful in this project
as the market conditions keeps on changing every moment. At the same time each phase of
this project like identification of the resources required in this project. Identification of the
probable risks of this project can also be managed in an organized manner using the project
scheduling method. Selection of diverse categories of skilled, unskilled and semi-skilled
labours can also be changed in the first place. Preparation of the resource list is the most

11EXTREME SPORTS CENTRE
significant aspect of this project which can also be managed in the first place suing the
project scheduling technique. Finalising the raw materials which are required in this project
can also be managed using project scheduling techniques. Timeline of each of the resources
required in the construction of the extreme sports centre like the materials required to
construct the social clubs, equipment which are used in the gym, artificial grass of the tennis
court, jumping caving trekking activators of this extreme sports centre can also be managed
in an organized manner using timeline.
Network Diagram
Network Diagram can be defined as the visual representation of the network
architecture of this project. The network diagram can also be very much useful to identify the
entire network architecture. The critical path of this construction project can also be identified
in the first place using the network diagram. The designers as well as the developers of the
construction projects can be very much benefited from the deployment of the network
diagram. Most of the project activities such as selection of the location of trekking within the
sports centre, facilities required in the caving, and selection of hand gliding location.
Figure 4: Network diagram
(Source: Created by the author)

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Figure 5: Network diagram of the project
(Source: Created by the author)
Figure 6: Network diagram of the project
(Source: Created by the author)
Gantt chart
Each of the activities of this project in terms of the planning phase, developmental
phase and project closure phase can be understood using this below project scheduling
diagram. The critical path diagram can also be understood using this Gnatt chart. The total
budget of this project is $5 million AUD. Each of the stakeholders of this project like Deloitte
Australia, semi-skilled labour, unskilled labour and the high skilled labour has to be working

13EXTREME SPORTS CENTRE
within this allocated budget. Each level of this project phase can also be understood using this
Gnatt chart.
ID Outline
Number
Task
Mode
Task Name Duration Start Finish PredecessorsResource
Names
Cost
0 0 Extreme Sports
Centre
220 days Mon
02-03-20
Fri
01-01-21
$4,929,000....
1 1 Starting of the
project
0 days Mon 02-03-20 Mon
02-03-20
$0.00
2 2 Planning phase 26 days Mon 02-03-20Mon 06-04-20 $440,000.00
3 2.1 Identification
of the
location of
the sports
centre
5 days Mon 02-03-20 Fri 06-03-20 1 Project
manager
$160,000.00
4 2.2 Selection of
resources
5 days Mon 09-03-20 Fri 13-03-20 3 Project
manager,High
skilled
$280,000.00
5 2.3 Selection of
time
required in
each pahse
of the project
5 days Mon 16-03-20 Fri 20-03-20 4 $0.00
6 2.4 Identification
of the risks
4 days Mon 23-03-20 Thu
26-03-20
5 $0.00
7 2.5 Selection of
labours
7 days Fri 27-03-20 Mon
06-04-20
6 $0.00
8 3 Acquisition of
Resources
33 days Tue 07-04-20 Thu
21-05-20
$1,313,000.00
9 3.1 Preparing
resource list
3 days Tue 07-04-20 Thu
09-04-20
7 Project
manager
$96,000.00
10 3.2 Managing
resources of
each
department
3 days Fri 10-04-20 Tue
14-04-20
9 Project
manager
$96,000.00
11 3.3 Finalising the
raw materials
5 days Fri 10-04-20 Thu
16-04-20
9 $0.00
12 3.4 Building
welfare
society
10 days Fri 17-04-20 Thu
30-04-20
10,11 High
skilled
labour,Unskilled
labour,Project
$641,000.00
13 3.5 Building
canteen
15 days Fri 01-05-20 Thu
21-05-20
12 High
skilled
labour,Unskilled
labour
$480,000.00
14 4 Design phase of
the sports
center
147 days Fri 22-05-20 Mon
14-12-20
$2,856,000.00
15 4.1 Understand
the area of
each
department
25 days Fri 22-05-20 Thu
25-06-20
13 Unskilled
labour
$200,000.00
16 4.2 Building of
the social
club
25 days Fri 26-06-20 Thu
30-07-20
15 High
skilled
labour,Unskilled
labour
$800,000.00
17 4.3 Building of
the gym
20 days Fri 31-07-20 Thu
27-08-20
16 High
skilled
labour,Unskilled
labour
$640,000.00
18 4.4 Building of
the sporst
bar
27 days Fri 28-08-20 Mon
05-10-20
17 Unskilled
labour
$216,000.00
19 4.5 Building
Jacuzzi
25 days Tue 06-10-20 Mon
09-11-20
18 High
skilled
labour,Unskilled
labour
$800,000.00
20 4.6 Building
Tennis courts
25 days Tue 10-11-20 Mon
14-12-20
19 Unskilled
labour
$200,000.00
21 5 Final Phase 14 days Tue 15-12-20 Fri 01-01-21 $320,000.00
22 5.1 Quality
Testing
procedures
6 days Tue 15-12-20 Tue
22-12-20
20 Semi
skilled
labours
$96,000.00
23 5.2 Alignment of
the project
scope with
end product
5 days Wed 23-12-20Tue
29-12-20
22 Project
manager
$160,000.00
24 5.3 Signing off
the
agreement
with the
stakeholders
of the project
2 days Wed 30-12-20Thu
31-12-20
23 Project
manager
$64,000.00
25 5.4 National
celebration
1 day Fri 01-01-21 Fri 01-01-21 24 $0.00
26 6 End Project 0 days Fri 01-01-21 Fri 01-01-21 25 $0.00
02-03
Project manager
Project manager,High skilled labour
Project manager
Project manager
High skilled labour,Unskilled labour,Project manager,Materials[1]
High skilled labour,Unskilled labour
Unskilled labour
High skilled labour,Unskilled labour
High skilled labour,Unskilled labour
Unskilled labour
High skilled labour,Unskilled labour
Unskilled labour
Semi skilled labours
Project manager
Project manager
01-01
M E B M E B M E B M E B M
January April July October January April July
Figure 7: Project Scheduling
(Source: Created by the author)
Figure 8: Network diagram of this project
(Source: Created by the author)

14EXTREME SPORTS CENTRE
Task Durations
The start and the finish time of each of the activities and sub activities of this project
like allocation of resources, selection of location of trekking, caving, hand gliding activities,
Jacuzzi and can also be understood from this project scheduling method.
Project cost management
A total of $5 million AUD was allocated for the construction of extreme sports centre.
Project cost management is one of the most significant aspect of this project as it helps in
understanding the planning required in this project as there are lots of stakeholders and risks
associated with this project such as the unavailability of resources. Estimation and budget are
the main activities this project which has to be maintained from the first phase of this
construction project. Since a total budget was allocated for this project, controlling each cost
of this project is very much required so that the project completes within 10 months.
Cost Baseline (KPI variable)
Primary and the secondary metrics are very much useful to manage each cost
associated with this project starting from the project planning phase to the project closure
phase. The before and the final measurement is very much significant for the successful
completion of the extreme sports centre.
There are different aspects of project cost management like maintaining the quality in
each phase of the project and satisfaction of the consumers who will be visiting the extreme
sports centre after the project is completed.
Budget
The total budget of this paper is $5 million AUD. The cost required to maintain the
unskilled labours of this project is $10000/hour, semi-skilled labours will be requiring an

15EXTREME SPORTS CENTRE
amount of $20000/hour whereas the high skilled labour will be requiring $3000/ hour. The
total cost of the material which will be required in this project is $1000 AUD.
Cost Breakdown Structure
Cost of various components of this project can be understood in an organized manner
using the cost breakdown structure. All the services which has to be done by each of the
stakeholders of this organization can be monitored and managed using the cost breakdown
structure.
Figure 2: Cost breakdown structure
(Source: Created by author)
Labour
There are diverse categories of labours who will be working in this project such as the
unskilled labours will be having lower budget than both the semi-skilled and high skilled
labours. The role of the semi-skilled labours and the high skilled labours are very much

16EXTREME SPORTS CENTRE
significant in order to maintain the expected high quality services in the Extreme Sports
Centre.
Material
Diverse categories of materials which will be deployed in this project are Liquid
Planner, MoneyPenny.me, Basecamp, Asana and Wrike. The dynamic cost of each of
materials like paints, carpets, equipment’s of the gym, sailing facilities, jump suits, hand
gloves, and all the other essential materials must be considered in the planning phase of this
project so that the there are no financial issue of this project.
Figure 10: Cost Benefit Analysis
(Source: Created by the author)

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Figure 11: NPV of the project
(Source: Created by the author)
Budget risk (Contingency)
There are diverse categories of risks associated with this project like the internal risks
like the management of the allocated budget and time scheduling of the project and external
risks like adverse environmental conditions like Earthquake and Cyclones. Selection of the
human resources are the other risks which are associated with this construction.
However it can be said all the budgetary concerns of this project can be addressed
using risk management plan. Resources management plan can be very much significant in
order to manage each of the resources associated with this construction project like the
internal and external resources.
Cash Flow
There are diverse categories of overhead cost associated with this project which can
be addressed if the cash flow of this project is controlled right from the start of the project to
the end of this construction project.

18EXTREME SPORTS CENTRE
Figure 12: Cash Flow of this project
(Source: Created by the author)
Project risk management
There are diverse categories of risks related with the development of a new Extreme
Sport Centre in the new recreational park in Utopia. These diverse categories of risks can be
subdivided into two parts like the external risks and the internal risks. The internal risks of
this construction project includes risk like financial management as there is a fixed budget for
this project, the other internal risk of this project is managing the available resources of this
project like the assigning the role of the labour according to their skill level and expertise on
this particular field. The other categories of internal risk associated with this construction
project is the selection of the appropriate labour, this risk is very much significant in this
project due to the remote location of Utopia. The external risk connected with this
construction project is the adverse environmental conditions like flood and earthquake. The
other external risk of this project is the dynamic wages of the labours who are supposed to

19EXTREME SPORTS CENTRE
work in this weather, the prime reason behind this risk is the volatile market conditions. Thus,
these risks has to be addressed in an organized manner so that it does not have any influence
on the successful completion of this project by the end of December 2020.
Risk Baseline (KPI variable)
The current and the potential risks of this construction project can have a huge impact
on both the labours who will be working on this project and also for the clients who will be
vising the Extreme Sports Centre once after the national celebration day on 1st January 2021.
The project manager of this project can be very much benefitted from the practise of baseline
risk assessment procedure which is made considering the KPI variables of this project like
value, efficiency, innovation, speed and impact. The project manager and Deloitte Australia
must be making the business strategies in such as way so that neither the labour who are
supposed to work in this project as well as the clients of Extreme Sports Centre have any sort
of health issue. Environmental warrants must also be considered in the first place during the
baseline risk assessment.
Detailed picture of the entire scenario must be considered by the project manager in
order to maintain the baseline risk assessment, at the same time all the contact of this project
has to be aware of the impact of both the two categories of risks.
Standard Risk Matrix
The level of each of the risk can be identified in the first place using the standard risk
matrix, at the same time it can also be said that the probability and the impact of each of the
two categories of risks can be identified in the first place using the risk matrix.
Number Risk Cell references
Risk 1 (R1) Financial management B2
Risk 2 (R2) Managing the available resources D4

20EXTREME SPORTS CENTRE
Risk 3 (R3) Selection of the appropriate labour C3
Risk 4 (R4) Adverse environmental conditions B4
Risk 5 (R5) Dynamic wages of the labours C5
Table 1: Categories of risk
(Source: Created by the author)
Risk D (Certain) C (Likely) B (Moderate) A (Unlikely)
5 (Fatal) R5
4 (Major) R2 R4
3 (Lost Time) R3
2 (Minor) R1
1 (Trivial)
Table 2: Likelihood and impact of the risks
(Source: Created by author)
Risk Register
Type of risk Event Probability
(1-5)
Impact
(1-5)
Risk
Level
(P.I)
Response Treatment
cost
Financial
management
Fixed budget
can lead to
this particular
risk
3 5 15 Financial
management
plan
$400 AUD
Managing the
available
resources
In appropriate
selection of
resources
4 4 16 Resource
management
plan
$500 AUD
Selection of
the
appropriate
Inefficiency
of project
3 3 9 Selection
based on
$100 AUD

21EXTREME SPORTS CENTRE
labour manager experience.
Adverse
environmental
conditions
Lack of
environmental
awareness
2 4 8 Insurance of
the
equipment’s
used in the
project
$2000
AUD
Dynamic
wages of the
labours
Volatile
market
conditions
4 5 20 Co-
ordination
with the
other
construction
agencies in
Utopia.
$500 AUD
Table 3: Risk Register of this project
(Source: Created by the author)
Project Quality management
Designing of this construction project, planning of this project and the implementation
of this project must be every much effective as the Extreme Sports Centre will not only help
in providing world class service but will also look after the welfare of the Utopians. The
Utopian citizens must be very much benefitted after the creation of the Extreme Sports Centre
in Utopia. The wide range of services which are supposed to be provided from the Extreme
Sports Centre is possible if global engineering standard and the Australian building codes are
maintained in both the design phase and the implementation phase.
Maintaining the quality of service is very much required as the location of this
recreational park is very much remote, at the same time it can also be said that the features
which will be provided by the Extreme Sports Centre like base jumping required a good
infrastructure. The caves which are supposed to be built must not be source of concern for the

22EXTREME SPORTS CENTRE
probable visitors of this centre. Security must be there for the hand gliding activities so that
none of the visitors gets injured while enjoying there.
The quality of this project can be understood using the plan quality management and
the quality assurance procedures. The project manager of this project must be aware of all the
tools and techniques which can help to enhance the quality of services which is supposed to
be obtained from the Extreme Sports Centre.
There are diverse categories of benefits if the project quality is maintained in each
phase of the project like the reduction of the overhead expenses of this project. The quality
management principles can also be very much useful for the project manager of this
construction project to enhance the services provided in this sport centre. Project process,
project procedures and the project deliverables can be managed in the first place using project
quality management procedures.
ISO standards
Cutting most of the overhead cost of this construction project can be one of the most
significant advantage of deploying the International Standards. It can also be said that the
deployment of the ISO standards can be very much beneficial for Extreme Sports Centre is it
can help in enhancing the experience of the customers who will be visiting Extreme Sports
Centre after its gets opened on 1st January 2021. At the same time it can also be said new
deployment of the ISO standards can be very much useful during the maintenance of Extreme
Sports Centre after 2-3years. Thus, it can be identified that the deployment of the IOS
standards can help Extreme Sports Centre to have a competitive edge over the other parallel
projects in Utopia.

23EXTREME SPORTS CENTRE
Australian Standard and Codes
Building Code of Australia and National Construction Codes are two prime
Australian codes which can be deployed in this construction project. The incorporation of
these two codes can be very much beneficial to ensure the safety of the diverse categories of
labours who are supposed to work in this project. The health and security of the probable
visitors shall also be covered up if these codes are maintained in each phase of this
construction project. General welfare can be the other significant contribution of these codes.
Most of the onsite construction requirements can be secured using these codes as well. The
diverse categories of resources which will be used in this project like human resources, and
equipment can also be monitored using these construction codes.
Quality Assurance
Waste manage is a very significant aspect in this construction project and the
deployment of the diverse categories of quality assurance tools and techniques can be very
much useful to minimise the waste production. Quality of service which is expected from
Extreme Sports Centre can be ensured using diverse categories of quality assurance
procedures which are described in the below table.
Supervision Rework Defect
Efficiency of each of the
stakeholders working on this
project can be boosted using
supervision.
Expected quality of service
can be ensured using rework
procedures which has to be
guided by the project
manager.
Total quality management
can be ensured using defect
detection tools.
Table 4: Procedures of quality assurance
(Source: Created by the author)

24EXTREME SPORTS CENTRE
Reducing process complexity
Reduction in the process complexity have diverse benefits like addressing the hidden
cost of the project, removal of most of the bottleneck concerns, addressing the value which
has to be given to the probable clients of this sports centre and maintaining transparency of
the role of each of the stakeholders working on this construction project.
Acceptance criteria
The project manager must set the conditions which can ensure the success of this
project during the planning phase. Any sort of unexpected results during or after the
completion of the project can be avoided using the acceptance criteria.
Continuous process improvement
Engagement of the labours can be enhanced using the continuous process
improvement, at the same time a greater sense of belong can be the most significant
contribution of the labours working on this construction project.
Project resource management
Organizational breakdown structure
Diverse aspects of this construction project like preparation of the entire project,
management of each of the available resources of the project, time and expense in each phase
of the project can be monitored using the organizational breakdown structure. The entire
work management of this construction project can be monitored using the organizational
breakdown structure. The responsibility of the management team of this project like Deloitte
Australia and the responsibility of the essential stakeholders working in this project like the
project manager can be defined in an organized manner using the organizational breakdown

25EXTREME SPORTS CENTRE
structure. Thus, it can be said that OBS can be very much useful for improving the co-
ordination between each of the stakeholders of this construction project.
Leadership roles and responsibilities
Diverse categories of leadership qualities are generally deployed in the construction
project like the democratic leaders, autocratic leaders, and transformational leaders. All these
diverse categories of leaders are very much useful in the construction projects due to the
leadership skills like transparent and sound communication, commitments towards the
project, effective decision making capabilities, innovation and creativity are the most desired
qualities which are there are among all these diverse categories of leaders. Thus, the role of
an autocratic leader can be very much significant for the successful completion of the project.
Work task resources
The diver categories of labours who will be working in this construction project like
the semi-skilled labours, unskilled labours and the high skilled labours must be allocated
specific activities based upon their knowledge and areas of expertise. The management of the
work task forces cab be very much beneficial to address the internal risks of this construction
project.
Figure 12: Resources of this project
(Source: Created by author)

26EXTREME SPORTS CENTRE
Industrial awards
Security and safety of the stakeholders working on this project have to be prioritized
in order to obtain best results from them. Leave and over time are the two most common
industrial awards which are generally given to the labours of the construction project. Thus,
the labours working on this construction project must also have the facility of these industrial
awards which can help them to concentrate more the work and make this project a successful
one.
Working time
Time management capability of the project manager of this project is very much
significant in order to complete each phase of the project within the proposed time. It can be
said that the productivity of the labours as well as the internal stakeholders of this project like
project manager can be enhanced significantly due to the time management. Workplaces
stress if these stakeholders can also be addressed if the working time of the stakeholders is
maintain in each phase of this construction project. All the business process of this project
such as buying the equipment of trekking and hand gliding can be enhanced if the working
time of eac of the stakeholders working in this construction project is maintained from the
very first day of work.

27EXTREME SPORTS CENTRE
Labour Histogram
Figure 9: Labour Histogram
(Source: Created by author)
The frequency distribution of every workers of this construction project can be
managed using the labour histogram. The desired scheduling of the project can also be
monitored in the first place using the labour histogram.
Accommodation and catering
Basic facilities like food, medical facilities, and clothes must be given to the diverse
categories of labours who will be hired to work on this construction project. Providing these
basic facilities is a must in this project as it can help the labours work for 10 months in a row
starting from March 2020 to December 2020.
Training
Orientation training facilities to the labours can be very much useful to make them
understand their roles in this construction project.

28EXTREME SPORTS CENTRE
Health and safety
Labours and the project manager must be maintaining a healthy schedule so that their
performance is not affected by any means. Safety protocols have to be maintained so that
there are no injury worries in this projects which might delay the completion time of this
construction project.
Project Communication Management
The 3D Integration Model
The Langston model is widely used for the process of integration of the various kind
of tasks that would need to be performed for managing the activities of project in the
designing of Extreme Sports Center within Volcano World. The 3D Integration Model
embeds the tetrahedron that would contain each of the areas of knowledge in relation to the
PMBOK Guide. With the help of this model, it would also ensure that sustainability would be
embedded within the current discussed project. With the help of the 3D model, it would also
be helpful for management of the project stages and the team of construction to ensure that
the project stages would be progressing in a successful manner and would further lead to
successful outcomes at the later stages.
The 3d Integration Model or Langston Model includes six forms of generic KPIs,
which would be in relation to the delivery of the project. These comprise of: Efficiency,
Value, Speed, Innovation, Complication and Impact.
Documentation Control
Documentation control forms a major part in the aspects of project management. They
help in ensuring the tracking system of the project. The process of documentation control
would encompass the certain functions:

29EXTREME SPORTS CENTRE
1. Creation of Document
2. Review over the created document
3. Modification in the document (if needed)
4. Certification of the document
5. Insurance of document
6. Distribution of the document
In cases of construction projects, there are several kind of documents that need to be
designed and maintained. These include the contracts that are signed between the United
Nations High Commissioner for Refugees (UNHCR), the project manager and the
construction companies working over the project. In order to design the structure of the
Extreme Sports Center, a proper sketch diagram would be needed to be designed firstly. After
proper form of approval from the top managerial level, the project manager and construction
companies would collaborate with each other and discuss matters over working on the task.
Change Control
During the construction phase of the Extreme Sports Center, different parties and
stakeholders could approach changes to the project team involved with the project. They
might need to re-define construction operations, develop construction strategies and many
others. Hence, the project team should be tangible in order to understand the need of change
and thus control them in an efficient manner.
Progress Reporting
Different kind of progress reports would be need to be prepared on a form of regular
basis. The construction companies should prepare the progress report of the different kind of
construction stages within the project. The various kind of progress reports in relation to the

30EXTREME SPORTS CENTRE
construction of Extreme Sports Centre are: report of any issues, progress photos, weather
reports, earned value analysis.
Communication Protocols
Internal
The internal communication protocols that would be maintained in relation to the
construction project are: face-to-face interaction and documentation.
External
The external communication protocols in relation to the construction project are:
Video calling facility and email reports.
PMO Responsibilities
Each of the responsibilities of the tasks in relation to the construction of Extreme
Sports Center would be handed over the Project Manager, Management of UNHCR,
construction manager and various employees.
The project manager who is mainly responsible for the management of requirements
are mainly suggested by the UNHCR and the management body. They would also ensure that
each of the procurement of items would be made within the proper time frame. The
construction manager would thus collaborate with the project manager and other team for
designing the sketches of the work of construction. The management body would be
responsible for approving the designs, sanction project budget and design proper strategies in
order to bring the project in a proper track. They should also ensure that the construction
should be proper and accurate as per their needs.

31EXTREME SPORTS CENTRE
Project Procurement Management
Supply Chain Management (SCM)
The SCM in relation to the construction of Extreme Sports Center would need the
constant flow of supply of skills and materials from labors in order to complete the project.
Hence, the management body would ensure that each of the materials would be procured and
supplied to the site within the proper time.
Contracts
The different contracts in relation to the construction of the Extreme Sports Center
are:
1. Fixed Price Contract or Lump Sum Type Contract
2. Cost Plus Contracts (CPC)
3. Unit Pricing Contracts (UPC)
4. Material and Time Contracts
Sustainable Procurement Practices
Sustainability is a broad form of factor within the designing of activities in relation to
the construction project. Innovative materials in relation to the construction project should be
procured such as to enable a sustainable supply chain. Any supplier with lower credentials
based on sustainability could be selected for various other reasons. Hence, they should be
contracted for the purpose of developing a certain program in order to improve the
construction program.
Different standards based on sustainable procurement practices should be followed. In
relation to the construction of Extreme Sports Center, sustainable procurement would involve

32EXTREME SPORTS CENTRE
the consideration of social, environmental and economic consequences of design, logistics,
and delivery of service, repairs and maintenance.
Material Supplies
The basic form of construction materials included within the construction project of
Extreme Sports Center are cement, sand, steel, concrete, coarse aggregates, blocks, bricks,
binding wires and many others. Other materials in relation to the sports center such as
training equipment should be procured after the completion of the building.
Warranties
Each of the materials that would be procured in relation to the construction project
would be covered under a plan of warranty. A minimum plan would be set under which the
warranty of the items would be covered. Any material that would be procured need to be
covered under a certain warranty for ensuring that the building would ensure a long lasting
life and safety measures.
Plant and equipment
The heavy machineries and construction equipment would need to be procured during
the construction phase should be procured on an urgent basis. These items would also need to
be procured and brought to the site in proper time. Construction tools and equipment would
also be need to be procured in proper time frame and as per the expertise of the labors.
Specialist sub-contractors
Different sub-contractors that would be procured for the completion of the project
would be responsible for listening to the instructions of the project. These sub-contractors
include the labors and various manual workers who would be working over the project. These
sub-contractors would be specialized in their way of working and thus would be solely

33EXTREME SPORTS CENTRE
responsible for designing each of the necessary inclusions within proper time frame and with
special level of expertise.
Materials handling and storage
The labors working over the project would handle the shifting of materials from one
place to another. They would also be responsible for procuring the equipment within the
sports center. They would also handle the materials with proper care. These materials would
also be stored in proper conditions such as they would not be tampered or hampered in any
way. An efficient handling of each of the materials would need to maintain in order to bring
successful outcomes for the project.
Tools and work gear
Various kind of safety tools in relation to the construction project would need to be
procured before the start of the construction project. The labors would need to wear safety
gears in order to secure themselves from any kind of injury. Work gear should also be
provided to the employees when they work over the construction phase.
Project Stakeholder Management
Stakehol
der /
Intereste
d Party
Level Of
Power /
Influence
/ Impact /
Interest
Communicatio
n Need
Communi
cation
Method
What and
when
Who is
responsibl
e?
Project
manager
Higher
power,
moderate
influence,
less
impact
and high
interest
The project
manager of the
team should
communicate
with the team so
that proper
communication
can be
established in
the project. The
team members
of the project
Establishin
g face to
face
communica
tion,
communica
tion
through
mail and
communica
tion
through
The
responsibility
of the project
manager is to
stay connected
with the team
and keep the
working team
connected.
Communicatio
n is established
in the team so
Deloitte
Australia
is
responsible
for
assigning
project
manager.

34EXTREME SPORTS CENTRE
team should be
able to complete
the project
successfully.
personal
meetings.
that the team
works properly
in united way.
Unskille
d
Labours
Low
power,
moderate
impact
and
moderate
interest
Unskilled
labours needs to
communicate
with the project
manager and
also has to
communicate
with the
government
related to
working
progress of the
recreational park
in Utopia.
Communic
ation can
be
established
over
telephone
or over
email.
The unskilled
labour
communicates
when funding
is needed for
completing the
project. The
unskilled
labour
communicated
with the
customer also
answering
their questions
related to the
recreational
park that is to
be developed.
Project
manager
and the
Deloitte
has the
responsibil
ity to
appoint
unskilled
labours.
Semi-
Skilled
Labours
Low
power,
moderate
influence,
moderate
impact
and high
interest
The semi-skilled
labours has to
communicate
with their team
leaders and the
project
managers to
complete the
project
successfully.
The semi-skilled
labours are used
for carrying the
raw materials
and arranging
the raw
materials for
construction of
the recreational
park.
In front
communic
ation and
telephonic
conversati
on.
The project
team leaders
and the project
managers
needs to
communicate
with the semi-
skilled labours.
The
project
manager is
responsible
for
assigning
semi-
skilled
labours.
High-
Skilled
Labours
High
Interest
and low
power;
high
impact
and high
The work to be
carried out by
the high skilled
labours are to be
communicated
with the project
manager and
In front
communic
ation
There is a need
of
communicatio
n as proper
work is to be
carried out for
developing the
The
project
manager is
responsible
for
assigning
high-

35EXTREME SPORTS CENTRE
influence communication
is also needed
with the team
leaders.
recreation
park.
skilled
labours.
Deloitte
Australia
High
interest,
high
power,
and high
impact
The Deloitte has
to communicate
with the project
stakeholders for
completing the
project
successfully.
Email, in
front
communic
ation, and
telephonic
communic
ation.
For completing
the project, the
Deloitte
Australia needs
to complete the
project.
The
Deloitte
Australia
is the
owner of
the work
and has to
complete
the
constructio
n process.
Table 5: Stakeholder analysis
(Source: Created by the author)
The table displays the stakeholder analysis that are included in developing the
recreational park in Utopia. The table also displays the stakeholder analysis that is involved
in the system. Different stakeholders have different roles in project completion that helps to
complete this project successfully. The stakeholders have impact on the project and those
impacts of the stakeholders on the projects are mentioned in the table above. The need of
communication with the stakeholders are also mentioned in the above table. The table also
shows the different modes of communication that takes place in completing the project. The
associated that are involved in completing the project are also mentioned in the table above
along with the person who is accountable for completing this construction project
successfully. All the stakeholders should have high interest in the project to complete the
construction of the recreation park successfully.

36EXTREME SPORTS CENTRE
LEVEL OF INTEREST
LOW HIGH
LEVEL OF INFLUENCE (POWER)
HIGH
KEEP SATISFIED KEY STAKEHOLDERS
MANAGE CLOSELY
Deloitte Australia Project manager,
Unskilled labours
LOW
MONITOR KEEP INFORMED
Skilled labours Semi-skilled labours
Table 6: Interest of the stakeholders
(Source: Created by the author)
Project Environmental Management
TBL (Triple Bottom Line) philosophy
The TBL theory is basically a framework which mainly recommends to focus on the
social as well as environmental concern rather than concentrating only on profits. This theory
states that there should be three bottom line for a particular project. The bottom lines that are
considered for developing the recreational park are people, planet as well as profit that are
included in the project. This particular philosophy includes advanced goal involved in the
sustainability of the business practices that is beyond the profits of the company including
environmental issues as well as social issues for measuring the cost of the business.

37EXTREME SPORTS CENTRE
Environmental Protocols
All the environment agreements mainly reflects the key policies of environment
which is an important issue for developing the project. The environmental protocols are
important because the protocols helps to enable the countries so that they can work together
for addressing all the vital environmental issues that exists in the country. The project of
developing the recreation park in the remote location of Utopia should follow all the
protocols of the country that are related to the environment and should follow all such
protocols included in the country.
SWOT Analysis
SWOT analysis mainly denotes to the strength of this construction project, the
weakness of this project, the opportunities it offers and the threats that are provided by the
project that is being undertaken in this project. SWOT analysis includes a framework that
evaluates the competitive position of the project being undertaken and developing strategic
planning. The SWOT analysis includes internal factors as well as external factors included in
developing the project.
For the project undertaken, the strength of this project is that a recreational park is to
be built in Utopia and as the project is under Deloitte Australia, the project will get benefit
both the organization as well as the Utopian community. The weakness of the development is
management of all the resources that are needed for carrying out the development process of

38EXTREME SPORTS CENTRE
the recreational park in Utopia. The opportunities for this project is that the people of Utopia
will get a better sports centre in their society. The citizens of Utopia also have the opportunity
to work in the extreme sports centre. The threat that this project can provide is the
environmental threat like earthquake.
Materials included in waste management and recycling
There are many construction waste that are to be managed while developing the
Extreme Sports Centre in the recreational park in Utopia. The waste are to be managed in a
responsible way which is very much essential for sustainable building. All the waste are to be
eliminated, the materials that are left over are to be reused in the construction site. The solid
waste that also to be managed in the construction site and the practices are to be followed that
are related to recycling, reusing, as well as reduction of the waste materials.
Pollution and erosion control
While starting a construction project, it should be kept in mind that the construction
project does not disturb the necessary areas that are used in the construction process. The
erosion and the sediment can be controlled by this particular process. The control erosion as
well as sedimentation can be maintained by dividing the project in smaller segments.
Clean Up
The construction project that is being undertaken is totally messed up and should
follow a clean environment. The process that is involved in construction cleaning is a

39EXTREME SPORTS CENTRE
complicated process as because materials are to be cleaned up from the working site. The
dust in the construction site includes construction dust, the building scrapes, and all the
leftover that are felt after the construction project being completed.

40EXTREME SPORTS CENTRE
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