9011PMGT - Defining Project Success: Inland Rail Case Study AIB

This presentation provides an analysis of the Inland Rail project, focusing on its purpose, scope, and stakeholder engagement. The project aims to construct and install 1,700 km of rail lines connecting Melbourne and Brisbane, addressing the need for faster and more reliable freight transportation while reducing carbon emissions. The presentation covers the project's objectives, lifespan, cost, and resources, highlighting the partnership between the Australian Rail Track Corporation and the private sector. It delves into the project's organizational and social purposes, emphasizing the competitive edge gained through decreased transportation costs and the environmental benefits of safer logistics operations. A detailed stakeholder analysis identifies key stakeholders, their interests, and their level of influence on the project's time, cost, and performance. The presentation concludes by outlining the project's success criteria, including meeting deadlines, staying within budget, fulfilling requirements, and achieving client satisfaction, along with references to support the analysis. Desklib provides access to similar solved assignments and past papers for students.

PROJECT MANAGEMENT

TABLE OF CONTENTS
PROJECT BACKGROUND
PROJECT PURPOSE
PROJECT SCOPE
PROJECT SCOPE – PROJECT DELIVERABLES
STAKEHOLDER ANALYSIS
STAKEHOLDER ANALYSIS – REQUIRMENT GATHERING
PROJECT PRIORITIES – PROJECT PRIORITY MATRIX
PROJECT SUCCESS CRITERIA
REFERENCES

PROJECT BACKGROUND
Project Objective - To construct and install 1,700 km of rail lines to connect Melbourne with Brisbane going
via regional Victoria, New South Wales and Queensland that will be completing the network of national freight.
Project Life Span – 9 years
Cost - $9Billion
Resources – Different project and constructions professionals
Organization
Delivery of Inland Rail via Australian Rail Track Corporation partnering with the private sector.

PROJECT PURPOSE
ORGANISATIONAL PURPOSE
Need Organisations need to deliver its cargo and goods at much faster speed
and much more reliably than the existing ways.
Gap Current network of freight transportation is much slower, less safe and
contains much congested roads along with higher emissions of carbon
of vehicles (Al-Tony and Lashine, 2020).
Solution To carry out the project for setting up of railway lines for freight
network.
Justification Will provide the organisations with competitive edge through decreased
transportation cost.

PROJECT PURPOSE
SOCIAL PURPOSE
Need The nation and the society is suffering from high rate of carbon
emissions from the logistics vehicle travelling across the nation.
Gap Current network of freight is much longer thus, resulting into higher
emissions of carbon and is dangerous due to steep terrains.
Solution To carry out the project for setting up of railway lines for freight
network (Arasteh, 2020).
Justification Will result in safer and much environment friendly operations of
logistics and transport.

PROJECT SCOPE

PROJECT SCOPE – PROJECT DELIVERABLES

STAKEHOLDER ANALYSIS
STAKEHOLDER IMPACT INTERESTS
Rebecca Pickering
(Chief Executive Inland Rail – Interim)
Highly affected by the results of the project in
process.
 Achievement of the milestones set in the
project.
 Increase in the profit margins.
 Inspection of the capability of the parties
involved in the process.
Neil Burlison
(Director Business Services)
Has power over the operations and processes carried
out by the project team.
 Achievement of the specific individual tasks
and events.
Stephen Jones
(Director Health, Safety and Environment)
Has power over the decisions, policies and regulations
regarding maintenance of optimum health, safety and
environment.
 Performance of the project regarding the safety
and quality of the project.
Tony Lubofsky
(Director Public Private Partnership)
Influences the to and fro communication and
relationship between the private sector and Australian
Rail Track Corporation
 Inclusion of all the stakeholders in the decision
making related to such project.

STAKEHOLDER ANALYSIS
Rob Storey
(Director Pre – Contracts)
Affects and impacts the formulation and execution of all the pre –
contracts carried on by the parties involved.
 Effective execution of the contracts to avoid any further
conflicts and misunderstandings which may lead to
disruption of the project.
David Fogwill
(Director of Engineering, Integration & Assurance)
Has power to impact the most important aspect of this project i.e.,
engineering, integration and the assurance (Caramia, 2020).
 Efficient execution of all the stages of the project with due
importance to any hindrances which may affect the provisions
of engineering, assurance and integration of the project.
Governing Bodies
(Australian Government)
Have full authority over the operations of the project and affected by the
projects and performance of the individuals working on the project.
 Value for the money invested.
 Compliance of the effective rules, laws and regulations.
 Achievement of the different targets set as per the schedule to
avoid incurring of the extra costs.
Community
(Businesses, local residents and other organisations)
Majorly impacted when the project is in construction phase as well as
when such project is being completed.
 Interested in the high quality end results.
 Interested in the usefulness of the end product as promised
earlier.
 Any issues and disturbances from such construction like
noises, pollution, etc.
Project Team
(Designing and construction)
Can be highly influenced by the external stakeholders regarding the time
taken, performance and the cost incurred on such project. Also can
highly influence these time taken, performance and the cost incurred
(Antonioni, 2019).
 Strikes if the situation demands,
 Salaries, wages and incentives involved in such project.
 Possibility of gaining of knowledge and ability to grow &
develop.

STAKEHOLDER ANALYSIS – REQUIRMENT
GATHERING
STAKEHOLDER CATEGORY LEVEL OF INFLUENCE (H / M / L)
INTERNAL EXTERNAL TIME COST PERF. PRIORITY
Rebecca Pickering
(Chief Executive
Inland Rail –
Interim)
Internal - High High High
Neil Burlison
(Director Business
Services)
Internal - High High High
Stephen Jones
(Director Health,
Safety and
Environment)
Internal - High High High
Tony Lubofsky
(Director Public
Private Partnership)
Internal - High High High
Rob Storey
(Director Pre –
Contracts)
Internal - High High High

STAKEHOLDER ANALYSIS – REQUIRMENT
GATHERING
David Fogwill
(Director of
Engineering,
Integration &
Assurance)
Internal High High High
Governing Bodies
(Australian
Government)
- External High Low High
Community
(Businesses, local
residents and
other
organisations)
- External Low Low High
Project Team
(Designing and
construction)
Internal - High High High

PROJECT PRIORITIES – PROJECT PRIORITY
MATRIX

PROJECT SUCCESS CRITERIA
•Create new
business
opportunities
• Increment of their
market share
•Employment of more than 60
percent of dedicated
apprentices
• Implementation of succession
plan for fifty percent of ageing
workers
•Satisfaction level of
the client
• Meeting all the
shutdown needs
• Construction and
installation of
defect free rail line
•Delivery of the project within
9 years deadlines
•Completing project on the
fixed budget
• Meeting all the requirements
Efficiency of the
project
Project's impact
on the end user
Business success
Preparing for the
future

REFERENCES
Al-Tony, F.E.S. and Lashine, A., 2020. Cost-benefit analysis of railway electrification: case study for
Cairo-Alexandria railway line. Impact Assessment and Project Appraisal. 18(4). pp.323–333.
Bannerman, P.L., 2018. Defining Project success: A Multilevel Framework. Project Management
Journal. pp.1–14.
Noveiri, A.J.S., 2019. Optimization of executive operations in construction projects using project
planning and control system. Pearson education limited.

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