Project Quality, Risk, and Procurement Management: A Critical Analysis

This project report provides a critical analysis of project quality, risk, and procurement management, using the Buckley Street project in Australia as a case study. The report begins with an introduction to the project and its objectives, followed by an in-depth exploration of relevant theories and principles. It examines the causes of quality problems, the application of quality principles, and the roles and responsibilities within project management. The report also includes an analysis of quality tools such as control charts, cause-and-effect diagrams, and flowcharts. Furthermore, the project delves into risk and procurement analysis, covering risk identification, procurement processes, and control and closing of procurements. The report concludes with a review of best-practice models and a comprehensive conclusion, supported by references. This project provides a comprehensive understanding of the key aspects of project management.

Running head: PROJECT QUALITY, RISK AND PROCUREMENT MANAGEMENT
Project Quality, Risk and procurement Management
Name of the Student
Name of the University
Author Note

1PROJECT QUALITY, RISK AND PROCUREMENT MANAGEMENT
Executive summary
Buckley Street project at Australia has included various service roads in order to maintain local
access. A critical analysis is made to identify and understand different relevant theories. A review is
done in the report on various effective practice models.

2PROJECT QUALITY, RISK AND PROCUREMENT MANAGEMENT
Table of Contents
1. Introduction:......................................................................................................................................4
2. Understanding and critical analysis:..................................................................................................4
2.1. Relevant theories:.......................................................................................................................4
2.2. Principles and approaches to project quality:.............................................................................5
2.2.1. The causes of quality problems:..........................................................................................5
2.2.2. Application of principles to quality:....................................................................................6
2.2.3. Roles and responsibilities:...................................................................................................7
2.3.4. Quality tools:.......................................................................................................................8
a. Analysis through Control chart:.................................................................................................8
b. Cause and effect diagram:.......................................................................................................10
c. Analysis through Flow chart:...................................................................................................11
2.3. Risk and procurement analysis:................................................................................................11
2.3.1 Risk Identification:.............................................................................................................11
2.3.2. Conducting procurements:.................................................................................................12
2.3.3. Controlling procurements:.................................................................................................13
2.3.4. Closing procurements:.......................................................................................................14
3. Reviewing the best practiced models:.............................................................................................14
4. Conclusion:......................................................................................................................................16
5. References:......................................................................................................................................17

3PROJECT QUALITY, RISK AND PROCUREMENT MANAGEMENT

4PROJECT QUALITY, RISK AND PROCUREMENT MANAGEMENT
1. Introduction:
Buckley Street is one of the popular projects at Australia. It is situated at north-west of
Australia that connects Keilor and Avondale Heights in west. It has Mount Alexander Road in its
east. It works started at 2018 to mitigate the problems of congested and dangerous level crossing
situated at Buckley Street at Essendon.
However, the level crossing is been removed through building a road under passing below
the railway line. This has included new service roads for maintaining local access. It has included the
critical analysis for identifying and understanding various related theories. Then a review is made on
the best practice models.
2. Understanding and critical analysis:
2.1. Relevant theories:
There are various ways in which the level crossing can be removed. It has included sinking
and elevating the rail, sinking or elevating the roads of both closing the crossing. There has been
review of options offering least road and impacts of community while the construction is on the way.
A program must be developed that must allow for the ongoing level crossing removal. It has been
depending in funding availability (Fuller et al., 2017). Buckley Street can undertake any effective
planned system or various formats for scoping, determining collection of different intergenerational
and intergeneratioally relevant data. Here the initial step has been to develop any methodological. It
can be used to retrieve ideas and information pertinent for constructing a theory. This
intergenerational field has seemed to be providing a relatively attention for creating a systematic
approach for developing the theory. This has been relevant among various kinds of qualitative data

5PROJECT QUALITY, RISK AND PROCUREMENT MANAGEMENT
where case studies are seen as excellent resource to develop an emergent theory. Particularly,
collection of various case studies through various types intergenerational practitioners and
researches. This must be done in collaboration has been a step for further advancing the
intergenerational theory (Hornstein, 2015).
Apart from this an evidence-based practice and transactional study can be conducted. Both
of them have been useful ideas needed to be considered under intergenerational theory creation. This
practice based on evidences has turned out be a watchword in social services and social sciences in
current years. It has been simply basing any program, activity or treat and empirical in nature. This
empirical testing of intergenerational practice is vital for credibility and is needed to be included
(Araújo, Alencar & de Miranda Mota, 2017).
Besides, it has been vital not to misinterpret different kinds of idea of evidence-based
practice or let limiting the types of data that is needed to be considered evident in this construction
theory. This evidence has been continuing indicating various multiple data sources and undertakes
qualitative research methods (Turner, 2016). The finding has been leading to the next premises.
Here, one should suggest this as a smart intergenerational theory that is able to increasingly develop
that must continue to be utilized as a social science theory in conventional manner. This can generate
hypothesis testable through empirical methods.
2.2. Principles and approaches to project quality:
2.2.1. The causes of quality problems:
Current quality management approaches has been relating in many ways to overall
management approaches. Here, more and more attention is been paid to human aspects of the
process along with team approach towards quality and idea of total quality management. The process

6PROJECT QUALITY, RISK AND PROCUREMENT MANAGEMENT
of quality management has been much more oriented towards permanent small incremental
developments and various inspection points under the process that it has been in the past. The project
of Buckley Street has been involving the identification of quality requirements for project, product
and documenting how the project has been able to show the meeting of quality requirements
(Kerzner & Kerzner, 2017). Here, the outputs of the process have included quality management plan,
quality metrics and quality checklists and an effective process improvement plan. Further, they can
perform quality assurances. It is used for verifying that the project processes has been enough such
that they are been adhered to project deliverables for good quality. Here, two methods are used for
audits and project quality assurances. The next one is performing quality control. It has verified that
the product as met the quality requirements. Ere testing and peer reviews are the two ways used to
do the quality control. These results determine whether any corrective action is needed (Harrison &
Lock, 2017).
2.2.2. Application of principles to quality:
The first principle has been customer focus covering customer services and needs. The
businesses must understand the common people and preferably exceed people’s expectations. As a
result customer loyalty has risen with rise in revenue and waste reduction. This is the way Buckley
Street can spot the customer opportunities and satisfy them improves (Oakland & Marosszeky,
2017). Further, more effective processes have resulted in developed customer satisfaction.
The next step has been people involvement. This has included employee motivation and rise
in innovation and benefits have been also present. As the people feel to be valued, they are able to
work to their utmost potential and then contribute to those ideas. Further, it has emphasized on the
importance to make employees responsible and then be accountable for all their actions. Further
there has been process approach that has been all about effectiveness and efficiency. Further, it has

7PROJECT QUALITY, RISK AND PROCUREMENT MANAGEMENT
been about consistency and understanding good processes speeding up those activities. It must be
understood that smart process are helpful to reduce costs, develop consistency and eradicate waste
and promote constant improvements (Liu, Meng & Fellows, 2015).
Next, Buckley Street must make factual approach towards in decision making. It has been a
logical approach on the basis of analysis and data. Here, unfortunately the fast paced workplace the
decisions have been often made rashly. This is done without proper thought. Here, the efficiency
imbued in Buckley Street after implementing prior principles has allowed decisions to be made with
effective manner and clarity. Further, the decisions have lead to developed understanding o
marketplace as the data is collated and investigated having the ability to defend the previous
decisions (Crawford, 2014).
At the last phase, Buckley Street must maintain mutually beneficial supplier relations. It has
been dealing with supply chains. This has been able to promote relationship between Buckley Street
and their suppliers. Further, it also helps in identifying that it has been interdependent. Here, strong
relationship has enhanced productivity and encouraged flawless practices of working. The outcomes
are optimization of resources and costs that fosters long term relations and flexibility of various joint
reactions to change the market or the expectations and needs of people.
2.2.3. Roles and responsibilities:
Here the most important risk in the current project plan has been about hampering the various
level of permeability of roads. This is because of the limited flow of traffic to design roads. Then
there are various rises in pollutions originating from vehicles that stand in queues of one lane to
access the surrounding roads as a major risk. The pollutions have been lead to various long-term
reverse consequences. The main responsibility is to ignore this problem at first.

8PROJECT QUALITY, RISK AND PROCUREMENT MANAGEMENT
However, in no time they require to take case of or prevent long term diseases taking place
among different citizens (Brones, de Carvalho & de Senzi Zancul, 2014). Further, safety at the sites
of railway has not been effective. This has been highly dangerous to mitigate security instead of
knowing the reality.
Further, it must be kept in mind that misjudgments in perceptions have been leading to severe
results for those passengers. Lastly, the noise pollution has been an important aspects having reverse
affect on people that is a vital responsibility needed to be considered. For instance, honking car
horns results in noise pollutions having has effect on people particularly the different senior citizens.
2.3.4. Quality tools:
a. Analysis through Control chart:
The following control chart has been useful to control limits and reflecting the minimum and
maximum values for Buckley Street.

9PROJECT QUALITY, RISK AND PROCUREMENT MANAGEMENT
Data Type
Sample Size 1 Sample size <1 Sample size > 1
Variable Attribute
Defects Defective rejects
Figure 1: “Control chart for risk assessment for Buckley Street”
(Source: Created by Author)

10PROJECT QUALITY, RISK AND PROCUREMENT MANAGEMENT
Design Extension of delays and time Management
Subcontracts Environment Client Policy
Project
extension
National
Laws
New
specifications
New costs of
inflation
Prolongation
costs
Several
Changes to
project
management
Non domestic
subcontractors
Damages
Claims
Contamination soil
and removal sludge Bureaucratic
producers
b. Cause and effect diagram:
This is illustrated through the following Fishbone diagram:
Figure 2: “Fishbone Diagram to determine risks for Buckley Street”
(Source: Created by Author)

11PROJECT QUALITY, RISK AND PROCUREMENT MANAGEMENT
c. Analysis through Flow chart:
Figure 3: “The project organization chart for Street projects”
(Source: "Nash Management Group", 2018)
2.3. Risk and procurement analysis:
2.3.1 Risk Identification:
It is done through the following PESTLE Analysis:
Political This must indicate how the Australian Government must extent Buckley Street

12PROJECT QUALITY, RISK AND PROCUREMENT MANAGEMENT
project influencing certain industry and economy.
Economic Here, the factors have been the determinants of various economic performances.
This has directly affected Buckley Street project and has been resonating different
long-term impacts.
Social Here, the factors have been scrutinizing the various social scenarios of the market
and gauging various determinants such as population analytics, demographics and
cultural trends and so on.
Technological Further, there have been various features that have been pertaining to innovations
that can impact the operations at Buckley Street project.
Legal There are means of various financing procurements stated clearly according o the
law, budgetary requirements and regulations. The must also find out that there has
been internal control systems to assure compliances with legal and various
regulatory requirements. Then it must be found out whether the procurements are
been done in transparent way and been documented well (Rakos et al. 2015).
Environmenta
l
Here, the factors have included those that influenced and are determined by the
environment outside.
2.3.2. Conducting procurements:
The first step is to map procurement risks. This is to detect suspected irregularities. Buckley
Street, for example has outlined the major phases or components for procurements processes. It has
also included some inquiries that procurement agencies must make to find out whether there have
been any unacceptable risks that are inherent at every stage (Hwang, Zhao & Toh, 2014).

13PROJECT QUALITY, RISK AND PROCUREMENT MANAGEMENT
The analysis can be done at legal basis for operations and existences of Buckley Street
through considering various issues. The project must find out whether there has been any legal basis
for procurement agencies as per the laws. Next, they must identify the operations are set clearly, in
well-organized and documented way according to the regulations and laws
In the next phase there must be preparation of procurement. They must undertake steps for
preparing the contract and purchase. The specific requirements must be reviewed of specific
purchase both from financial and legal standpoint. Here the questions must include whether there has
been any special procurement regulations present there that is applicable (Eger & Egerová, 2016).
This must be particularly as the funding comes from restricted sources. Then they must determine
whether the public authority has calculated values properly. Then they must determine whether there
any description of service and good is been acquired.
2.3.3. Controlling procurements:
The processes are been chosen for procurements since the public agencies has failed to
consider various alternatives like purchasing and leasing. Then they must determine whether the
public authority has decided to undertake admissible and proper processes of procurements
(Kendrick, 2015).

14PROJECT QUALITY, RISK AND PROCUREMENT MANAGEMENT
2.3.4. Closing procurements:
In this way Buckley Street must solicit bids and proposals that has not just been the matter of
meeting minimal requirements prescribed by the law. Here, the way of advertising must undertake
the nature of service and good that is to be procured. Buckley Street must find out that whether the
public authority has advertised procurement compliance with the laws. Then they must seek what the
means of publication like the bulk of vendors have been able to access. Then they must find the
equal and timely access for contracting documents and data provide for interested vendors.
3. Reviewing the best practiced models:
The smartest model to be deployed in the project of Buckley Street is Adaptive Project
Framework (APF). It is seen that changes has been constant and unpredictable. It has come with no
surprise. The change itself has been changing at a rising pace. This has been a great deal of
uncertainty over roads to breakthrough performances. The success has never come till they are
accompanied by flexibility, creativity and courage (Tomer, 2014). As they have been simply relying
on routine application of off-the-shelf methodology, the failure is most likely to happen. At Buckley
Street there has been more necessity to change than the approaches undertaken to manage the class
of project whose solution has not clearly been defined. The projects has been often occurring and
never fitting the present at practices (Walker, 2015). Here the problem has been to align project
management techniques and processes with the change in needs of the project, business
environments and markets they have been serving. Here, the risks has been irrelevant and been
dismissed. This indicates that they should embrace those changes in models and approaches and
develop clear models that have been embracing those changes.

15PROJECT QUALITY, RISK AND PROCUREMENT MANAGEMENT
From the starting point, till the end, APF has been developed to adapt the change in situations
of the projects. This change in understanding of solution has been prompting changes in which
projects have been managed and the very approach is used. Discovering and learning the early cycles
has leaded to change the approaches taken. For instance, beginning with APF approach, one can
discover the entire solutions very initial cycles of project planning. They must continue to use APF
and the new characteristics o the projects has been the basis of change in approach. However, it must
be reminded that nothing under APF has been fixed. Here, every part of the APF has been variable
and constantly adjusting the project characteristics. Here the changes are not been taken from
predefined lists. All the parts of it comprised of possible changes (Qian et al. 2018). Here the
changes in approaches have been including creative responses to the change in necessities of the
situations. Hence, APF has needed meaningful involvements of clients and project teams that have
been acting open and trusting partnerships.
For placing APF at proper context, envision of various approaches of project managements
are been mapped to simple project landscapes. Project management scenario has been an ever-
changing case. It has been defined by various independent variables. It includes characteristics of
environments where projects are done. Next, it includes the characteristics of the projects, business
process life-cycles, project management lifecycles, profile of project teams, profile of client teams
and various software and hardware tools to support the overall endeavor (Edler et al. 2015).

16PROJECT QUALITY, RISK AND PROCUREMENT MANAGEMENT
4. Conclusion:
Project managers of Buckley Street have been focusing on budgets, schedules and scopes.
However, it has also needed to control risks, quality of deliverables, manage and engage people and
procure services and goods. Here the various key functions that must be focused are identification,
quantification and management of project risks, performing buy or make analysis, various kinds of
contracts and risks related to every type along with four pillars of quality. The report has chosen the
APF framework that has been aligned with the team of Buckley Street. This is also been needed to
get aligned with clients. For example, clients of tackle-charge types have been quite comfortable in
staying at the lead position and resist the approach where they have been taking the charge. As per as
APF model is considered, Buckley Street must always keep backups as they tend to stray outside
their scopes. Further, the report helps in understanding that they must be managing and planning
project risks through identifying, analyzing, planning and carrying the risk responses. They must
also manage and plan project procurements effectively. This can be done through creating vendor
list, selecting vendors, creating procurement contracts and so on.

17PROJECT QUALITY, RISK AND PROCUREMENT MANAGEMENT
5. References:
Brones, F., de Carvalho, M. M., & de Senzi Zancul, E. (2014). Ecodesign in project management: a
missing link for the integration of sustainability in product development?. Journal of Cleaner
Production, 80, 106-118.
Crawford, J. K. (2014). Project management maturity model. CRC Press.
De Araújo, M. C. B., Alencar, L. H., & de Miranda Mota, C. M. (2017). Project procurement
management: A structured literature review. International Journal of Project Management,
35(3), 353-377.
Edler, J., Rolfstam, M., Tsipouri, L., & Uyarra, E. (2015). Risk management in public procurement
of innovation: a conceptualization. Public Procurement for Innovation, 87-109.
Eger, L., & Egerová, D. (2016). Project risk management in educational organizations: A case from
the Czech Republic. Educational Management Administration & Leadership, 44(4), 578-598.
Fuller, M. A., Valacich, J. S., George, J. F., & Schneider, C. (2017). Information Systems Project
Management: A Process and Team Approach, Edition 1.1. Prospect Press.
Harrison, F., & Lock, D. (2017). Advanced project management: a structured approach. Routledge.
Hornstein, H. A. (2015). The integration of project management and organizational change
management is now a necessity. International Journal of Project Management, 33(2), 291-
298.

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Hwang, B. G., Zhao, X., & Toh, L. P. (2014). Risk management in small construction projects in
Singapore: Status, barriers and impact. International Journal of Project Management, 32(1),
116-124.
Kendrick, T. (2015). Identifying and managing project risk: essential tools for failure-proofing your
project. AMACOM Div American Mgmt Assn.
Kerzner, H., & Kerzner, H. R. (2017). Project management: a systems approach to planning,
scheduling, and controlling. John Wiley & Sons.
Liu, J., Meng, F., & Fellows, R. (2015). An exploratory study of understanding project risk
management from the perspective of national culture. International Journal of Project
Management, 33(3), 564-575.
Nash Management Group. (2018). Retrieved from https://www.nashmanagement.com.au/project-
management-flow-chart
Nicholas, J. M., & Steyn, H. (2017). Project management for engineering, business and technology.
Taylor & Francis.
Oakland, J., & Marosszeky, M. (2017). Total Construction Management: Lean Quality in
Construction Project Delivery. Routledge.
Qian, X., Huang, M., Ching, W. K., Lee, L. H., & Wang, X. (2018). Mechanism design in project
procurement auctions with cost uncertainty and failure risk. Journal of Industrial &
Management Optimization, 1-34.
Rakos, J., Dhanraj, K., Kennedy, S., Fleck, L., Jackson, S., & Harris, J. (2015). The practical guide
to project management documentation. John Wiley & Sons.