Project Scope and Communication Plan

This report outlines a project plan focusing on the removal of nine level crossings and the rebuilding of five stations along the Caulfield Dandenong train line in Melbourne. The project scope defines the goals, deliverables, inclusions, exclusions, constraints, and assumptions. A detailed communication ...Read More

Running head: project plan 1
PROJECT SCOPE AND COMMUNICATION PLAN
Submitted by
Affiliation
Supervisor’s name
Date of submission

Running head: project plan 2
PROJECT SCOPE
Project scope description
The project goal is to remove nine levels of crossings and rebuilds five stations along Caulfield
Dangehong level crossings in Corrigan road, Noble path in Melbourne. The crossing is faced
with congestion and unsafe to the users being a busiest train line in the region. The nine level of
crossings to be removed include the following roads; Grange, Koornang, Murrumbeena, Poath,
Clayton, Centre, Corrigan, Heatherton and Chandler. The new stations to be rebuilt are Carnegie,
Hughesdale, Clayton, Noble Park and Murrumbeena.
Project acceptance criteria
The project design is developed to split the respective project into 160 sizeable and non-complex
work packages (Gray and Larson 2013, pp.23). The finished final product is expected to reduce
crossing time and create safer to motorists and road users.
Project deliverable
They are activities to achieve the project goals (Kerzner 2013, pp.2). The deliverables include:
Removal of level crossings, construction of elevated tracks, rebuilding of new stations and
ensuring safety during construction of the project.
Project inclusion and exclusions
The project inclusion and exclusion represent project boundary of what will to be done or not
(Phillips, 2013, pp.3). The inclusions (to be considered) include: providing protection and safety,
providing community information line, and provision of security signs. The exclusion (not
considered) includes; no plan for station car Park users, no alternative transports provided.
Project constraints
The constraints represent the limits this include budget and time (Pinnington, 2014, pp.34). The
project team is expecting to start and finish the project within the resources.

Running head: project plan 3
Project assumptions
They represent pre-assumptions to achieve the project. The project assumes that users will use all
signage, instruction and will co-operate patiently during project execution. The project assumes
that the final product will reduce congestion and bring safety along the busiest train line in
Melbourne.
PROJECT COMMUNICATION
The communication plan is created to provide information to project stakeholders. Table 1 shows
communication plan matrix.

Running head: project plan 4
Table 1 Communication plan matrix
Communicatio
n type
Objective of
communicating
Medium Frequency of
communicatio
n
Audience Owner Deliverable Format
Initiation
meeting
Introduce project goal,
scope and deliverables
Constitute project team
Formal face
to face
meetings
Once Project
manager,
sponsor and
team,
community
space expert
team
Project
sponsor
Minutes Written
and soft
copies
Project team
meetings
Briefings and initiation
planning
Face to face
and
impromptu
meetings
Twice in a week Project team,
manager and
experts
Project
manager
Plans,
schedules,
mails
Written
and soft
copies
Design and
operation
meetings
Project
implementation,
execution and controls
Formal
board and
formal
scene
meetings
Frequently Project
experts, project
team and
victoria
government
architecture
Project
manager
Minutes,
memos,
notices
Soft and
written
copies

Running head: project plan 5
Progress/status
meetings
Monitoring and status
reporting
Formal
interviews
and reports
Once in a
month
Local council,
victoria police,
office of
Victorian
government
architecture,
public
transport
victoria,
Bicycle
network
Project
manager
Written
reports and
notices
Soft and
hard
copies
Project
evaluation and
closure meetings
Performance evaluation
reporting
Surveys and
reports
Periodic Local council,
victoria police,
office of
Victorian
government
architecture,
public
transport
victoria,
Bicycle
network
Project
manager
Written
reports and
notices
Soft and
hard
copies

Running head: project plan 6
Reference lists
Gray, C. and Larson, W., 2013, Project management: managerial process with MS project, Mc
Graw Hill.
Kerzner, H., 2013. Project management: a systems approach to planning, scheduling, and
controlling. John Wiley & Sons.
Phillips, J., 2013. PMP, Project Management Professional (Certification Study Guides).
McGraw-Hill Osborne Media.
Pinnington, P., 2014, Project planning and performance, Journal of project management, 32 (2),
pp.202-217.