Detailed Analysis of Werrington Arterial Road Project Management

This report provides a comprehensive analysis of the Werrington Arterial Road project, focusing on its project management processes and outcomes. The project, undertaken by Burton Civil Engineering Contractors, involved the construction of a dual carriageway road and associated infrastructure. The report examines the stakeholder analysis, identifying key parties such as the Australian and NSW Governments, landowners, and road users. It delves into the project management life cycle, detailing the construction phases, including planning, design, and execution. The analysis highlights the factors contributing to the project's success, such as comprehensive planning, skilled workforce, effective risk management, and open communication. The report concludes with recommendations for project managers, emphasizing the importance of avoiding micromanagement, continuous skill improvement, and adequate financial support. The project's success is attributed to effective financial management, specialized personnel, and adherence to professional standards.

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Executive Summary
The purpose of this paper is to analyze the success of Werrington Arterial Road, whose
construction commenced on 9 March 2015. The project was carried out by Burton contractors
PTY limited after a successful tender awarded on 21 January 2015. The road is one among others
constructed under Western Sydney Infrastructure scheme. The project was to offergood road
network within the western Sydney area. The project was targeted ton foster economic growth,
reduce traffic, and ease congestion. The article, therefore, analyses the project development
cycles and the fundamental project management practices involved.
Introduction and Scope
The paper critically discusses the project management process of Werrington Arterial
Road. Australian and the NSW Governments financed upgradingof the road as part of the $3.6
billion west Sydney infrastructure scheme. Burton Civil Engineering Contractors, which is of the
leading civil engineering firm in Australia, designed and carried out the upgrading process of the
project. The project was completed on 28 May 2017 and after that opened for traffic (Serra, &
Kunc, 2015 p.33). The minister officially opened the road for urban infrastructure who termed
the project as one of the most successful among other west Sydney infrastructure projects. Gipps
Street, Claremont Meadows and Kent Road were upgraded to form the new Werrington Arterial
Road. The upgrade created a link between the Great Western super highway and M4 Motorway
hence increasing capacity and improving travel time (Kasemsap, 2018 p.88).

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Figure 1: Werrington Arterial Road.
Stakeholder Analysis
In any stage of project management, the stakeholders play a significant role in the
development of a project in different ways. A Shareholder in every project is an individual or
institution that many or may not gain any financial or resource advantage from the project but
can affect the outcome of a given project( Marcelino-Sádaba, González-Jaen & Pérez-Ezcurdia,
2015 p.22).
The key stakeholder in the Werrington Arterial Road project was Burton Civil
Engineering Contractors. The contracting firm carried out the dual carriage construction process
by executing different duties. The firm was responsible for planning, supervising, inspection, and
project execution project from its beginning to the end regardless of the situation.
The Australian and NSW Governments were the other critical stakeholders in this
project. The two governments financed the Werrington Arterial Road project by jointly
contributing a total of $51.8 million (Marcelino-Sádaba, González-Jaen & Pérez-Ezcurdia,
2015p.67).

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Landowners, archeologists, road users, suppliers, sub-contractors, and other competitors
are the other key stakeholders involved in the project. A committee consultation agency was to
be established in the project proposal stage. The stakeholder consultation agency was to provide
coordinate communication, assist in the management of emerging issues, maintain a positive
relationship with different individuals, and enhance dynamic communication (Martens &
Carvalho, 2017 p.101). The stakeholders were also to engage the community in the different
levels of the projects.
Figure 2: uproximate cost for Upgrade cost as per media
The team carried out the engagement of the surrounding community through the use of
posters, websites, and newspaper advertisements. After receiving these advertisements, the
communities were supposed to make enquires and contributions regarding the project.
R- Group international was engaged to supply the project with the different materials
required to facilitate in buildings R Hope Electrical was another stakeholder as the company
offered electrical installations and solutions during the construction process (Calvo-Mora,
Navarro-García & Periañez-Cristobal, and 2015 p.74).

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Project Management Life Cycle
After a successful project development cycle was completed, the management of Burton
Civil Engineering embarked on the implementation of the project.
The activities conducted at this phase of the project included;
1. Involvement of the contractor in designing, pricing, and awarding of the contract
(Gemino, Reich & Sauer, 2015 p.35)
2. After a successful contract award, the contractor began the construction of drainage
systems, earthworks, pavements, landscapes, and other traffic facilities.
3. Dual carriageway construction.
4. 6 x signalized crossing.
5. 1.3k noise wall.
6. Soil nail wall.
7. A pedestrian bridge above M4 motorway (Hornstein, 2015 p.21278)
The project went on successfully up to the complete cycle, meeting all the set targets.
Proper planning is of importance to the project manager due as it places the manager at a high
chance of hitting the milestones. Besides, it also assists the manager to access the various risks in
the course of the project. Lastly, it enhances proper resource allocation, among others.
Critical analysis of the project outcome
The Werrington Arterial Road has achieved tremendous results .The outcomes of
Werrington Arterial Road upgrade was successful due to;
Comprehensive planning by the project manager from the start-up to the end of the project-Due
to proper time management, the project was completed at the stipulated timeline.

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Intelligent and a vast base of workers-Due to a well-established and experienced field of capable
employees, the team was able to solve different challenging situations during the various stages
of the project (Mazlum& Güneri, 2015 p.54).
Proper risk management-At the beginning of the project, the project manager was able to create
awareness for the employees of the different challenges they may face during the implementation
of the project. Therefore prior risk prevention strategies were made, leading to the success of the
project.
Open communication-Various public discussions held by the stakeholders during the
commencement of the project to the surrounding community ensured there existed a friendly
environment. (Sánchez, 2015 p.67) .Open communication also eased Negotiations to land use
during the expansion of the road.
Conclusion
Based on the progress and the success of the Werrington Arterial Road project, we can
learn that proper management is vital in achieving the intended goal. Besides, having a reliable
team to perform different tasks in a project will enable beating the set timelines and, at the same
time delivering high-quality work. These are some of the best practices which can take form this
project. To be applied elsewhere in the coming future. As a manager, it is crucial to avoid
lacking a clear objective and poor project initiation since these factors will pose a challenge to
the completion of a project. In my opinion, the success of the project depends on the financial
management of the same project. I think this project had very well organized management and
specialized personnel who made things work accordingly. From this project, one would be able
to understand that application of the professionalism makes things work. Considering how the
road was constructed, it is clear that everything was set in place a high level of professionalism
was applicable in this project. As the manager of any project one needs to have proper planning
especially the financial planning for the success of the project. It would be a big failure if the
management team of the project would not have a reasonable planning and financial audit of the
project. Just looking one how the project was completed on time and in a perfect manner, there
would no doubt that the engineers and contractors who were on the ground were highly qualified.

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The fact that this was not just a road like any other build on flat ground, the management of the
project was so serious and accurate on what they indented to. This is a good example that should
be emulated by any other management team and managers of any other project on how things
should be done perfectly and accurately within the time schedules. Many of the projects just fail
because of the poor management of the staff on the ground working on such a project. One
important thing that I think should be considered in any project planning. As has seen in the
planning of this project, there should be at least an achievable plan for the project. The project
should not have high expectation beyond what they can achieve. The plan for this project was
just simple and accurate. I think there should be well-specialized planning gurus in any project
who is capable of giving an accurate plan that is achievable by the project.
Recommendations
As a project manager, it is crucial to avoid micromanagement. A project manager should
be a leader other than a control freak. Avoiding micromanagement will enable one to achieve
different milestones in the project execution process. Project managers should also work towards
the improvement of their skills and project movement practices to suit the continually changing
technology. I suggest that for the success of the project, managers should make sure that there
are enough input and support of the project. This is based on the availability of finance and
capital to support the project. In the construction project like this for construction of the
Werrington Arterial Road, a lot of capital and financial support were needed and I believe that
was not a challenge for the project. Another thing to be considered by the managers in any of the
projects is the specialized personnel to carry out activities in that project. The managers and
other management staff should make sure that only the specialized and experts are given the
chance to complete the project. There should be a shortcut in this because is this stage is
compromised, the project will automatically fail. Besides, I recommend that the workforce
should be another determining factor for the success of the project especially the construction
project. There should be enough labor in the project to support all activities in the project.
Keeping in mind that the construction project is all about togetherness and oneness, all areas of
constructions should be allocated the right number of the labor force. This is another important
factor that needs to be considered to make sure that no part is left undone or done halfway. The

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time allocated for each part should be well utilized and everyone responsible for the project
should be in a position to remain accountable.

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Appendix
Appendice 1: Werrington Arterial Road.

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Appendix 2: Upgrade cost