PROJ6011: Analysis of Melbourne Metro Project Management Report

This report provides a comprehensive analysis of the Melbourne Metro project, focusing on various aspects of project management. It begins by exploring innovative leadership approaches and the integration of quality into project management functions. The report then delves into risk assessment, mitigation strategies, and the importance of project leadership in managing the supply chain. It examines the challenges of integrating quality management and control processes within the supply chain, and identifies tools utilized in the project lifecycle. Furthermore, the report highlights opportunities for improving the project lifecycle and the infrastructure support systems implemented. The analysis includes an executive summary, stakeholder analysis, and funding models, providing a complete overview of the project's challenges, stakeholder management, and financial arrangements, along with lessons learned and recommendations. The report emphasizes the significance of project leadership in contributing to the project's success and the critical role of effective communication in engaging stakeholder expectations.

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

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PROJECT MANAGEMENT
Part 1
1.1 Explanation of the project leadership approaches and proper quality integration
1.1.1 Approaches of project leadership that used for project management
In this particular section, for undertaking Melbourne metro project, innovative leadership
needs to be used.
1.1.2 Integration of quality into project management function
In this section, proper description about the ways in which the project quality will get
integrated with the PM function will be elaborated.
1.2 Description of the risk related with the project and proper assessment of the risk
1.2.1 Assessment of the risks that are associated with the project
In this part, the project manager of the Melbourne metro project determines the risks that
are related with the project and generally assess them in context to impact and probability.
1.2.2 Ways for mitigating and managing risk throughout the project
In this section, proper mitigation plan is elaborated for each of the project risk so that the
risks related with the project can be managed throughout the project.
1.3 Project leadership importance in supply chain and explanation of difficulties faced in
quality management
1.3.1 Ways in which project leadership managed supply chain for the project
The ways in which project leadership managed supply chain for the entire project are
properly elaborated in this section.

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1.3.2 Difficulties in integrating quality management and control process into supply chain
In this part, the issues or difficulties which are faced for proper quality management as
well as control procedure of the supply chain are elaborated.
1.4 Identifying whether leadership integrates quality within the process and ways
associated
In this section, it will be analyzed that leadership gets integrated with quality within the
procedure and the entire process related with it.
1.5 Tools that are mainly utilized in life cycle of the project
The different types of tools which are mainly used within the project lifecycle are
elaborated in this particular section.
1.6 identification of the opportunities that are considered best for improving project
lifecycle
The opportunities which are found to be appropriate for improving project lifecycle are
effectively elaborated.
1.7 Infrastructure support system that is put in place for the project
The various infrastructure support system which will be put in place for the entire project
will be elaborated in this particular section.

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PROJECT MANAGEMENT
Bibliography
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project management. John Wiley & Sons.
Meredith, J. R., Mantel Jr, S. J., & Shafer, S. M. (2017). Project management: a managerial
approach. John Wiley & Sons.
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.