Project Execution Plan: North Connex Highway Development

This document provides a comprehensive project execution plan for the North Connex venture, a tolled dual carriageway project by The Road and Maritime Services (RMS) designed to connect the M1 Pacific Motorway and the HillsM2 highway. The plan includes schedule, cost, and scope baselines, along with supplementary plans for managing scope, time, cost, quality, human resources, communication, risk, procurement, and stakeholders. The report emphasizes the importance of cost management, detailing the roles and responsibilities of the project manager and contract administrator in monitoring and controlling project costs. A cost baseline is presented, outlining estimated costs for various project components. The document references relevant project management literature and underscores the project's significance in addressing traffic congestion and environmental pollution in the Sydney area.

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Project Management
[Author Name(s), First M. Last, Omit Titles and Degrees]
[Institutional Affiliation(s)]
Author Note
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Executive Summary

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This document is meant to capably clarify the undertaking execution plan that will be used for
the North Connex venture. Preparations are already underway in readiness to set up a tolled dual
carriageway that will interface M1 Pacific Motorway and the HillsM2 highway at Wahroonga
and West Pennant Hills respectively; the project is to be undertaken by The Road and Maritime
Services (RMS). Upon its completion it will convey an elevated requirement highway that
consolidates with the local transport framework.
The highway will have two 9 kilometer tunnels with two lanes in each direction. Additionally,
the design will allow for the construction of a third lane if the need for expansion arises in the
future. A proper implementation plan must be put in place to ensure safety and well-coordinated
construction of the subways. The construction crew has a purpose to achieve these desired
outcomes. The project execution plan will contain Schedule, Cost and Scope baselines.
Furthermore, it will also provide supplementary plans for managing scope, time, cost, quality,
human resource, communication, Risk, procurement, and stakeholders.
The population and economy of Sydney are continuing to grow; this growth makes the North
Connex Highway a needful venture. This venture will reduce problems for the residents living in
this neighborhood and motorists touring in among those places. Traffic congestion together with
environmental pollutions has been a prolonged problem in this locality, the latter has had
dangerous outcomes on the inhabitants. Thus, the completion of this venture will convey a
progressively more secure and increasingly viable association between the Hills M2 Motorway
and M1 Pacific Motorway that would provide better services for present and future street clients.
The procedure of this task would convey an alternate and progressively adequate course for
going between the M1 Pacific Toll road and the Hills M2 Highway, improving affirmation,
availability, and constancy of provincial dispatch transversely the more noteworthy Sydney zone.

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In conveying a substitute course, the task will likewise diminish coordinated effort amongst
shipment and additional street clients, so diminishing blockage and improving wellbeing and
amenities close by Pennant Hills Road.
Cost Management Plan
The organization and inclusion of the project consumptions during its entire life cycle of
exclusively lies within the control of the venture manager. He evaluates the monthly production
cost through well-arranged consultations. In addition, the manager assesses and appraise any
expenses which were not factored in the original cost. It is also his mandate to ensure the project
costs fit within the approved budget. Therefore, the client has the express powers in decision
making, budgeting and change approval (Suk, Chi, Mulva, Caldas, & An, 2017).
Calculations are used to carefully choose and document the comprehensive financial presentation
of the projects. Calculations are determined through the use of cost accounts. During this
examination, the costs are represented to the nearest whole dollar amount and man-hours
converted to whole numbers (Sallman, 2013).
The project manager analyzes the cost performance on a monthly basis and if they realize a
variance that its influences the budget of the project by 10% from the original value it is stated,
documented and discussed in the meetings every month. The project manager then promptly
discusses the identified issue with the client. He takes immediate corrective measures if the
change in the project value grows to between 10 and 20%. The client’s permission must be
sought before taking any prescribed action.
To enhance better management of costs in the entire life cycle of the North Connex venture, a
Cost Management Plan has been Implemented. It consists of stakeholders with the mandate of

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allocating funds and also provides an indication of the projects cost performance and taking note
of any changes that could negatively impact the overall cost of implementation.
Responsibility for Management of Costs:
The sole responsibility to manage cost during the project’s life cycle is assigned to the contract
administrator. However, contact is required between the venture chief and the customer to
support proposed monetary changes (Powner, 2009). Financial changes are those that have an
effect on overall cost the project, they can extend from an adjustment in material supply or cost
of inputs which may either lower or raise the project cost. In this event, the contract admin must
inform the project manager through a well-documented change proposal. Subsequently, the
project admin prepares a report to justify the effects of the changes on the whole project cost.
The proposed changes are either approved or declined after a careful analysis of a report
detailing the project’s cost which is submitted by the contract admin at the end of every month
(Pinto, 2016).
Approval of Changes:
When the change request process is complete, the proposed changes are approved on the cost
administration plan. Accordingly, all applicable reports must be availed, showing the cost
implications of the changes. As is the norm of change control process, all the changes must have
the approval of the client before they are implemented hence the role of the project manager is to
ensure that they immediately seek the concurrence of the client in order to facilitate timely
decision making. In the context of North Connex venture, agents from Lend Lease and Bouygues
Construction will discuss with Trans urban so as to get a choice which is to the greatest
advantage of the task. (Neyestani & Juanzon, 2017).

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Cost Performance Report Format:
During the monthly stakeholder meetings, a cost report is submitted. It tracks and maintains all
cost affected variations allowing for smooth change of any cost affected to occur. This report
incorporates an understanding into the project’s cost performance index (CPI) and cost variance
(CV). The contract administrator will monitor the Cost Management plan during the entire life
cycle of the North Connex project, however, the venture manager that will be answerable for any
change that is associated with the cost of development. This makes it important for the Cost
Management Plan to be kept up to date all the time (Meredith, Mantel, & Shafer, 2017).
The managerial teams of all the stakeholders involved in the project are obliged to follow
prescribed guidelines in either declining or approving changes concerning the project budget. For
the duration of the life-cycle of the venture, the venture manager will supervise the cost
exhibition. In the event that the budget is higher than 10% the contract administrator and the
client schedules a progress meeting to rectify all arising financial issues (Cârstea, 2014).
Cost Baseline
It is estimated that the total cost of this project is approximately $2.9 billion. Out of this, the
Australian government has pledged to provide $301 million while the remainder will be provided
by the project owners. The major investors have provided assurance on practicality and
availability of resources for this project hence it has been cleared to continue. Below is a diagram
that explains the Cost baseline for a mega project such as North Connex

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Figure 1 Chart Showing Cost Baseline For NOrth Connex Venture
Item No. Item Description Cost ($)
Preliminaries
1. Cranes $28,860,200
3. Final Cleaning $5,570,550
4. Hoarding $11,440,700
5. Loading Platform $5,640,383
6. Material Hoist $20,209,940
7. Scaffoldings $10,600,671
8. Site Shed $12,700,320

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9. Surveying $4,630,780
Trade
12. Concrete Supplies $430,845,509
13. Demolitions $155,344,509
14. Door Hardware $9,250,910
16. Electricity $120,510,872
17. Façades $350,400,938
18. Fire Service $40,800,120
19. Fixtures / Fittings $3,453,292
20. Formworks $200,820,223
21. Garbage Services $3,120,879
22. Groundworks $439,398,383
23. Handrails / Balustrades $5,340,550
24. Hydraulic Service $139,239,393
25. Joinery $220,340,220
26. Landscaping / External Works $12,780,550
27. Masonry $40,890,000

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28. Mechanical Service $98,500,230
29. Metal Works $10,700,080
30. Paintings $18,180,300
32. Post-Tensioning’s $50,260,040
33. Pre-Casting $100,700,828
34. Reo-Fixing / Supply $130,498,494
35. Roof Safety System $3,340,303
36. Signage’s $4,494,298
37. Structural Steel $4,190,130
38. Sub-Stations $20,840,050
43. Waterproofing $19,800,303
Consultants
44. Acoustic Engineer $839,570
45. Architect $20,120,470
46. BCA/PCA $8,300,800
47. Civil Storm water Engineer $4,100,439
48. Electrical Services $458,339
49. Façade $2,393,330

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50. Fire Engineering $349,348
51. Fire Services $433,330
52. Geo-Technical Engineer $3,130,939
53. Hydraulic Services $439,383
54. Mechanical Services $394,383
55. Structural Engineer $10,839,830
56. Sustainability Consultant $390,230
57. Traffic Engineer $393,080
TOTAL $2,786,278,419
References
Cârstea, C.-G. (2014). IT Project Management - Cost, Time and Quality. Economy
Transdisciplinarity Cognition, 17(1), 28–34.

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Meredith, J. R., Mantel, S. J., & Shafer, S. M. (2017). Project management in practice (6th ed.).
J. Wiley. (Bulle Library 658.40).
Neyestani, B., & Juanzon, J. B. P. (2017). Impact of ISO 9001 Standard on the Quality Cost of
Construction Projects in the Philippines. https://doi.org/10.17758/URUAE.AE0117504
Pinto, J. K. (2016). Project management : achieving competitive advantage (4th ed.). Pearson.
(Bulle Library 658.40).
Powner, D. A. (2009). Information technology [electronic resource] : agencies need to improve
the implementation and use of earned value techniques to help manage major system
acquisitions : report to the Chairman, Subcommittee on Federal Financial Management,
Government Information, Federal Services, and International Security, Committee on
Homeland Security and Governmental Affairs, U.S. Senate. [Washington, D.C.] : U.S.
Govt. Accountability Office, 2009.
Sallman, D. (2013). Operations benefit/cost analysis TOPS-BC user’s manual : providing
guidance to practitioners in the analysis of benefits and costs of management and
operations projects / Doug Sallman [and three others].
Suk, S. J., Chi, S., Mulva, S. P., Caldas, C. H., & An, S. H. (2017). Quantifying combination
effects of project management practices on cost performance. KSCE JOURNAL OF
CIVIL ENGINEERING, (3), 603.