Analysis of the Melbourne Metro Project Management in PROJ6011

This report provides an in-depth analysis of the Melbourne Metro project, examining various aspects of its project management. It defines project performance through on-time and on-budget completion and its direct impact on efficiency and reduced travel times. The report details how the project monitors and controls risks through regular tracking, skilled team members, and structured communication. It outlines the supply chain management strategies, including planning, development, making, and delivery. The report further explores the relationship between procurement approaches and project performance, emphasizing the importance of customer relationships and flexible local buyers. The use of an integrated project team and its link to team building and performance are also discussed. Finally, it identifies opportunities for improvement in project management, such as tracking progress, quality reviews, regular meetings, and hiring skilled teams. The report references key project management literature to support its findings.

Running head: PROJECT MANAGEMENT
Melbourne Metro
Name of the Student
Name of the University
Author’s Note

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Table of Contents
Part 2................................................................................................................................................2
2.1 Ways in which project defined project performance.............................................................2
2.2 Ways in which project monitored and controlled the project performance risks..................2
2.3 Ways in which project monitors and manages the performance of the supply chain............3
2.4 Relationship between approaches to procurement and the infrastructure project actual
performance.................................................................................................................................4
2.5 Does project utilize integrated project team and its link with team building and
performance.................................................................................................................................4
2.6 Opportunities for improvement in the project management and description of the ways for
improvement................................................................................................................................5
References........................................................................................................................................6

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Part 2
2.1 Ways in which project defined project performance
The project “construction of Melbourne metro” defines performance of the project
through the following criteria that are listed below:
On-time and on-budget: As the project is on track as per the status report then it is
analyzed that the construction work will get completed by the year 2025 by utilizing the same
amount of budget as the expenditure report of the project reflect that the expenditure is done as
per initial planning (Kerzner, 2017). This helps in defining the performance of the Melbourne
metro project.
Direct impact: As the project that is undertaken will be helpful in bringing much more
trains to suburb and as a result it is analyzed that the travelling times got reduced. In addition to
this, the project has direct impact on enhancing efficiency as well as job access, health as well as
education (Kerzner, 2019).
2.2 Ways in which project monitored and controlled the project performance risks
The ways in which the entire project can monitor as well as control the project
performance risks are mainly elaborated below:
Regular tracking: The entire work of construction must be tracked as per the status
report of the project in order to determine the challenges and obstruction during the project
progress so that proper action can be taken instantly for controlling the risks effectively
(Conforto et al., 2016).
Hiring skilled team members: The team members who are hired in the project must be
skilled so that they can be able to manage the project work effectively and can be able to avoid

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conflicts in the project. Additionally, the chances of error during planning as well as execution
phase of metro tunnel project get reduced.
Structured communication: The project manager must focus on structured way of
communication among the team members of the project for effectively understanding the needs
as well as views of the stakeholder so any issues due to improper understanding of the project
needs can be properly managed (Bjorvatn & Wald, 2018).
2.3 Ways in which project monitors and manages the performance of the supply chain
The project monitors as well as manages the performance of the supply chain within the
project with the help of the step that are elaborated below:
Plan: In the first stage, it is necessary to develop proper plan or strategy for addressing
the products as well as services for properly satisfying various types of demands as well as
necessities that are required for undertaking the metro tunnel project.
Develop: After planning, the next step is to properly develop or to undertake sourcing
properly. In this particular stage, it is necessary to concentrate on proper building of relationship
with the various suppliers of the raw materials which are needed for project (Korpela, Hallikas &
Dahlberg, 2017).
Make: In the third step, the materials that are needed for the project are created, tested as
well as packed for proper synchronized delivery.
Deliver: In the last stage, the products that are needed for undertaking the Melbourne
metro tunnel project will be delivered to the customers at proper destined location by different
suppliers (Meredith & Shafer, 2019). This particular stage is mainly dependent on the logistics
where the customers orders are properly accepted as well as delivered.

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2.4 Relationship between approaches to procurement and the infrastructure project actual
performance
Yes, there is proper relationship between the different approaches of procurement as well
as the infrastructure project’s actual performance. It is found that for enhancing the performance
as well as efficiency of Melbourne metro tunnel project construction, it is necessary to use proper
approaches of procurement (Schapper, Malta & Gilbert, 2017). It is found that proper
relationship with the customers is considered for reflecting the biggest challenges related with
the project so that it can positively influence the project progress quite effectively. Moreover,
proper service levels as well as cooperation is considered as one of the procurement approaches
that is needed for informing the buyers about certain types of charges that they incur such that
the project budget can be managed effectively and the performance of the project does not get
impacted negatively. Furthermore, the local buyers are found to be flexible as they can properly
work with the various buyers at the headquarters for achieving great savings for achieving
success.
2.5 Does project utilize integrated project team and its link with team building and
performance
Yes, the construction of metro tunnel project utilizes integrated project team that further
helps in promoting the project performance quite effectively. It is found that there will be proper
linkage between team building as well as performance of the project. Proper project team helps
in managing the work of the construction in collaboration and work together in order to reduce
the conflicts which are mainly associated with the project quite effectively (Muriana & Vizzini,
2017). In addition to this, effective team building helps in promoting proper shared belief as well
as achievability of various types of project goals as well objectives.

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2.6 Opportunities for improvement in the project management and description of the ways
for improvement
The opportunities for improvement in project management for achieving success can be
achieved with the help of steps that are listed below:
Tracking progress of the project: The work of construction must be reviewed on a
weekly basis for ensuring that the budget and time are on track and if any issues occur then that
can be resolved quite effectively (Bjorvatn & Wald, 2018).
Quality review: The materials which are mainly used within the Melbourne metro
project must be tested for ensuring that they are of good quality for avoiding quality related
challenges within the project quite effectively.
Regular meetings: Weekly meetings must be arranged by the project team for avoiding
project related challenges as well as issues in the project and for communicating little progress
associated with the project for achieving better improvement in the progress of the project.
Hiring skilled team: Skilled team will be able to reduce errors while undertaking the
construction work and as result proper progress of the entire project can be achieved quite
effectively (Kerzner, 2019).

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References
Bjorvatn, T., & Wald, A. (2018). Project complexity and team-level absorptive capacity as
drivers of project management performance. International Journal of Project
Management, 36(6), 876-888.
Conforto, E. C., Amaral, D. C., da Silva, S. L., Di Felippo, A., & Kamikawachi, D. S. L. (2016).
The agility construct on project management theory. International Journal of Project
Management, 34(4), 660-674.
Kerzner, H. (2017). Project management: a systems approach to planning, scheduling, and
controlling. John Wiley & Sons.
Kerzner, H. (2019). Using the project management maturity model: strategic planning for
project management. John Wiley & Sons.
Korpela, K., Hallikas, J., & Dahlberg, T. (2017, January). Digital supply chain transformation
toward blockchain integration. In proceedings of the 50th Hawaii international
conference on system sciences.
Meredith, J. R., & Shafer, S. M. (2019). Operations and supply chain management for MBAs.
Wiley.
Muriana, C., & Vizzini, G. (2017). Project risk management: A deterministic quantitative
technique for assessment and mitigation. International Journal of Project
Management, 35(3), 320-340.

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Schapper, P. R., Malta, J. N. V., & Gilbert, D. L. (2017). Analytical framework for the
management and reform of public procurement. In International handbook of public
procurement (pp. 119-136). Routledge.