Strategic Risk Management in the ANZ Stadium Redevelopment Project

This report provides a detailed analysis of the strategic risk management involved in the redevelopment of ANZ Stadium in Sydney. It begins with a project charter outlining the project's scope, objectives, resources, and key stakeholders, including internal stakeholders like the stadium authority and employees, and external stakeholders such as the project manager, suppliers, supervisors, workers, government bodies, and environmental agencies. The report then delves into the project plan, detailing the project management approach using the waterfall model, which emphasizes clarity in requirements, thorough analysis, design and scheduling, implementation, and ongoing support and maintenance. Key elements of the project plan include a work breakdown structure (WBS), scheduling using a Gantt chart, change management protocols, a risk management plan with a risk register and matrix, a communication plan, quality management measures, and procurement management strategies. The report underscores the importance of identifying, quantifying, and mitigating risks to ensure the successful completion of the project within the estimated cost and time, ultimately aiming to enhance the stadium's capacity and improve facilities for fans and sporting events.

MANAGING STRATEGIC RISK AND
PROJECT

Table of Contents
Part 1: Project charter.................................................................................................................1
Introduction............................................................................................................................1
Scope......................................................................................................................................1
Objectives...............................................................................................................................2
Resources...............................................................................................................................2
Stakeholder.............................................................................................................................3
Part 2 Project plan......................................................................................................................5
Project management approach...............................................................................................5
Management plan...................................................................................................................7
Work breakdown structure.....................................................................................................8
Scheduling..............................................................................................................................9
Gantt chart............................................................................................................................17
Change management............................................................................................................18
Risk management.................................................................................................................19
Communication plan............................................................................................................21
Quality management............................................................................................................23
Procurement management....................................................................................................24
Conclusion................................................................................................................................25
Bibliography.............................................................................................................................26

List of figures
Figure 1: Waterfall approach.....................................................................................................5
Figure 2: WBS............................................................................................................................8
Figure 3: Gantt chart................................................................................................................17

List of tables
Table 1: Resource.......................................................................................................................2
Table 2: Risk register...............................................................................................................19
Table 3: Risk matrix.................................................................................................................20
Table 4: Communication plan..................................................................................................21

Part 1: Project charter
Introduction
Project management is the broad term that uses for managing the activities related to a
project by focusing on the initiating, planning, executing, monitoring and control and closing.
The project manager is responsible for managing project activities by dividing the tasks as
per the project plan. For a successful project completion, it is essential to identify and manage
the risks that can impact the outcome. Strategic risk management is the process of
identifying, quantifying and mitigating the risk for the particular project by considering the
objectives. The current report will provide information about the redevelopment of ANZ
Stadium in Sydney. The stadium is having significant contribution in organizing the sporting
events in the country. The top authority of stadium is looking to increase the capacity and
improvement in the facility areas. The report will provide information about scope,
objectives, and stakeholders that will take active participation in the project management.
Moreover, the report will discuss risks and scheduling of the tasks to complete the project in
the estimated cost and time.
Scope
The redevelopment project for ANZ Stadium is going to be undertaken for increasing
the capacity of the stadium and facility for the visitors. The redevelopment of the stadium
will help the leading authorities to increase the seating capacity by 40000 to 45000.
Moreover, the authority is looking for improving the experience of fans. The cost of this
project would be high and create the dispute between the state and national government for
allocation and arrangement of funds.1 The project manager will be responsible for planning
the activities and offering the guidelines for team members to meet the objectives. The scope
of the project involves the effective utilization of the existing infrastructure of the stadium
and develops a sustainable plan for redevelopment. The focus of the project manager will be
on budget, risk and proposed outcome of the project. Apart from that, the project manager
will analyze and implement the standards of construction for the ethical and legal approach in
the planning and execution of the project.
1 Eskerod, Pernille, Martina Huemann, and Claudia Ringhofer. "Stakeholder inclusiveness: Enriching project
management with general stakeholder theory." Project Management Journal 46, no. 6 (2015): 42-53.

Objectives
Following are the key objectives of the project of redevelopment of ANZ Stadium:
 To improve the seating capacity of stadium
 To encourage the facility areas for fans
 To provide better security and packing services for fans
 To improve the ground facilities for sporting event
The project manager will consider the following objectives for developing the plan for
the redevelopment of the stadium. The proper consideration of objectives will be helpful for
determining the budget and standards that need to be focused on maintaining the
sustainability of the project.2 The expected time for achieving objectives is the end of 2019.
The project manager will make the breakdown of activities according to the time frame and
arrange the resources.
Resources
Table 1: Resource
Resources Requirements
Human resource  Project manager
 Administrator team
 Supplier
 Workers
 Supervision
 Architect 3
Financial resources Provided by the management authority and
government
Technical resources  CCTV
 Security tools
2 Ojiako, Udechukwu, Max Chipulu, Alasdair Marshall, Melanie J. Ashleigh, and Terry Williams. "Project
management learning: A comparative study between engineering students’ experiences in South Africa and the
United Kingdom." Project Management Journal 46, no. 4 (2015): 47-62.
3 Flyvbjerg, Bent. "What you should know about megaprojects and why: An overview." Project management
journal 45, no. 2 (2014): 6-19.

 Fire alarm
 AC
 Communication network
Other  Machinery
 Ladders
 Health and safety equipments
 Transportation vehicles
Stakeholder
Following are the internal and external stakeholders for the project of redevelopment
of ANZ Stadium:
Internal stakeholders:
Authority: The stadium is managed by ANZ authority for organizing the sporting events and
other functions. For the redevelopment of the stadium, the managing authority will provide
information about the requirement and allocation of funds for maintaining the construction
work.4 The main objective of this stakeholder is to meet the future needs of the stadium
through the redevelopment project.
Employees: The employee of ANZ stadium will coordinate with the project management
team for managing the activities related to documentation, fund planning, the offering of
assessing of particular location and map of the past construction for implementing the
changes. The employees of the stadium will also monitor the work of the project team as per
the standards. The aim of employees of ANZ stadium is to keep the record of each activity
related to construction.
External stakeholders:
Project manager: The project manager will be the key stakeholder of this project as he will
manage all tasks from planning to the closing of the project. The project manager will
4 Aubry, Monique. "Project management office transformations: Direct and moderating effects that enhance
performance and maturity." Project Management Journal 46, no. 5 (2015): 19-45.

communicate with ANZ authority and provide the information of the plan to team members.5
The role of the project manager is to develop the plan on the basis of requirement of
redevelopment, allocate the budget, offering of role and responsibility to team members and
evaluate their performance according to KPI’s.
Supplier: The supplier will play the critical role in managing construction project and
complete it according to the proposed time. The project manager will make the agreement
with suppliers for offering the construction material on time and with quality assurance. For
this project, the supplier will provide their support for earning the profit by offering the
material.
Supervisor: In order to manage the project, the stakeholder list involves the supervisor. The
supervision of the big project will be responsible for monitoring and controlling the
operations related to the construction plan and communicates the issues and performance of
team members to the project manager for further decision making.6
Workers: The project will be implemented by the worker as per the guidelines of the
supervisor and project manager. The worker will perform operations according to the project
plan and follow the instruction of the project manager to increase the efficiency and
effectiveness of the project. The objective of the worker through this project is to gain
monetary benefits for the day working.
Government: The government bodies will influence project plan and operations. The role of
government in this project would be monitoring of tasks according to rule and regulations of
national standards of construction. Moreover, the government will provide the access of
resources for construction to the authority of ANZ and project team7.
Environmental bodies: The environmental bodies will contribute in the project by offering
guidelines for proper waste management and follow of environmental laws for construction.
The project manager will coordinate with the head of environmental bodies and make the
appropriate changes in the project plan.
5 Eriksson, Per Erik, Roine Leiringer, and Henrik Szentes. "The role of co-creation in enhancing explorative and
exploitative learning in project-based settings." Project Management Journal 48, no. 4 (2017): 22-38.
6 Chiocchio, François, and Brian Hobbs. "The difficult but necessary task of developing a specific project team
research agenda." Project Management Journal 45, no. 6 (2014): 7-16.
7 Khalili-Damghani, Kaveh, and Madjid Tavana. "A comprehensive framework for sustainable project portfolio
selection based on structural equation modeling." Project Management Journal 45, no. 2 (2014): 83-97.

Part 2 Project plan
Project management approach
In order to manage the project of construction, there are various types of approaches
shave been used by the project manager to achieve the goals and objectives in a determined
manner that include waterfall and agile. The current project is about the redevelopment of
ANZ stadium to increase the seating capacity and facilities for the fans and players. The
project manager can apply the waterfall model approach for managing the project activities
and operations.8 The consideration of the waterfall model for managing project will help in
the breakdown of project activities in small functions and proper management according to
standards and regulations. The implementation of the waterfall model in project planning and
implementation will increase the efficiency and effectiveness of the redevelopment project.
Following are the key steps of the waterfall model that used for managing the project:
Figure 1: Waterfall approach
Clarity in requirement and scope: To develop the effective project plan and proper
consideration of operational actions to meet the specification and desired standards in the
reconstruction of the ANZ stadium, the clarity in the requirements and scope is essential for
8 Alshamrani, Adel, and Abdullah Bahattab. "A comparison between three SDLC models waterfall model, spiral
model, and Incremental/Iterative model." International Journal of Computer Science Issues (IJCSI) 12, no. 1
(2015): 106.
Clarity in requirement and
scope
Analysis
Design and scheduling
Implementation
Support and maintenance

every individual who is part of it.9 For example, to increase the clarity about the process and
progress of the project, the project manager will conduct the meetings with stakeholders and
provide the information about the scope and actions that going to be taken by the project
team. Moreover, the manager will offer information for resources, utilization and standard
requirements to avoid confusion. The information related to schedule and risks is essential for
managing the project operations.
Analysis: For increasing the possibility of success in the project, it is important to conduct the
analysis of all operations. The project is going to be completed by end of 2019 and analysis
of technical, legal and financial aspects is helpful for maintaining the effectiveness. The
analysis will support to develop the contingency plan and revise the time and budget of the
redevelopment project.10 In order to analyze and manage the risks in the big construction
project, the manager will conduct brainstorming sessions and collect the feedback from the
team members. This kind of approach will support to identify and mitigate the potential
issues in the project to increase the success.
Design and scheduling: To manage the project of the redevelopment of ANZ stadium, the
designing, and scheduling of the tasks is essential for the arrangement of resources and
offering the role and responsibilities to the team members. The project manager will schedule
the activities as per the scope and consult the architect for design. The major activities of
scheduling involve the initiation, planning, design, and implementation, monitoring, and
closing.11 Additionally, the scheduling of the task will consider the milestone activities,
subtasks and allocation of the resources as per the requirements. The proper consideration of
design and schedule will improve the effectiveness of the operation and help to meet the
deadlines of the activities.
Implementation: According to the waterfall model for managing the project, after planning
and scheduling of the task, the project team will implement the activities. The team members
will follow guidelines and instructions of the project manager to meet the specification of the
tasks. In the stage of implementation, the consideration of project management principles and
regulations that proposed by NSW authorities will play a critical role. Moreover, the project
9 Madgunda, Sneha, Upasna Suman, G. Sai Praneeth, and Raunak Kasera. "Steps in requirement stage of
waterfall model." International journal of computer & mathematical sciences (2015): 86-87.
10 Kassab, Mohamad, Colin Neill, and Phillip Laplante. "State of practice in requirements engineering:
contemporary data." Innovations in Systems and Software Engineering 10, no. 4 (2014): 235-241.
11 Harris, Elaine. Strategic project risk appraisal and management. Routledge, 2017.

team will work according to the KPI’s to maintain their performance.12 The project manager
will monitor the work and review the documentation provided by the supervisor to maintain
the flow and specification of the redevelopment of ANZ stadium.
Support and maintenance: After the successful implementation of the plan, the support and
maintenance are required to overcome the issues. The project manager will evaluate
construction work according to standard proposed by the ANZ authority and government for
managing the redevelopment.13 The timely review and support from the project team will also
help in improve the outcome and meet the objectives of the redevelopment. For example, the
project manager will collect feedback from the authorities and surrounding people for
analyzing the issues and provide the input to overcome them.
Management plan
For redevelopment of ANZ stadium, the management plan will focus on the needs and
requirements that proposed by the authority. The management plan for the project will
involve work breakdown, scheduling, budgeting and consideration of deliverables. The
proper utilization of resources and allocation will finalize in the management plan. The
estimated time of the completion of the project is the end of 2019 and the budget is $ 2
billion.14 The project manager will develop and make changes in the plan by considering the
following deliverables:
 Improvement in seating capacity
 High quality and technical assistance
 Improvement in the facilities for fans
 Development of parking and security areas
 Maintenance and future scope of improvement
The project manager will focus on these deliverables for the redevelopment of ANZ
stadium. For that, the manager will identify the potential supplier, machinery, security
equipment and develop the contract by analyzing the optimum cost and quality. The training
and development sessions will be arranged by the project manager before starting the
12 Marcelino-Sádaba, Sara, Amaya Pérez-Ezcurdia, Angel M. Echeverría Lazcano, and Pedro Villanueva.
"Project risk management methodology for small firms." International journal of project management 32, no. 2
(2014): 327-340.
13 Moran, Alan. "Project Risk Management." In Agile Risk Management, pp. 17-32. Springer, Cham, 2014.
14 Hopkinson, Martin. The project risk maturity model: Measuring and improving risk management capability.
Routledge, 2017.

construction work to provide the necessary information to workers and improve their
understanding related to the requirements.15 Apart from that, management planning will
involve the analysis of the cost of each activity and tools that required for completing the task
with effectiveness. The tacking and communication of information will manage through the
online sources like email and text messaging.
This kind of approach will support in the offering of data in real time to eliminate the
delay in the project as well as the collection of documents for analysis. Moreover, the
payment and inventory of raw material will be managed by the supervisor by considering the
requirements of the construction team and the phase of the construction.16 In spite of that, the
management plan will also focus on the health and safety training and implementation of
equipment which is an important part of construction work. The project manager and head of
the different team will provide the safety-related information and utilization of equipment in
the case of emergency.
Work breakdown structure
Figure 2: WBS
Work Breakdown Structure (WBS) is an essential element of project planning and
implementation that helps to provide the breakdown of the large operations into small tasks
15 Mubarak, Saleh A. Construction project scheduling and control. John Wiley & Sons, 2015.
16 Tritschler, Martin, Anulark Naber, and Rainer Kolisch. "A Genetic Algorithm for the Resource-Constrained
Project Scheduling Problem with Flexible Resource Profiles." (2014): 230-233.
Project
Initition
Identification
of
requriments
Analysis of
scope
Need of
resources
Stekeholder
meeting
Obejctives
Financial
requriments
Risk analysis
Planning
Analysis of
existing
design
Requriment of
machinary
Human
resources
Suppliers
Healty and
safety
Fund
allocation
Standards
Deliverables
Risk
managment
Waste
management
Design
Design
specification
Future
requriments
Enviromental
aspects
Facilities
Accomodation
and exit
Parking
Emergency
exit
Ventilation
Communicatio
n
Budget
Banking
institute
Fund
requriments
Allocation to
team
Documentatio
n
Salary
Medical
facility
Supplier
payment
Resources
Human
resource
Technical
resources
Machinary
Transportatio
n
Warehousing
Tool and
equpments
Traning
Implementati
on
Operational
function
Schduling
Resource
allocation
Guidlines
Design
specification
Enviromental
functions
Consideration
of KPI's
Communicatio
n
Monitoring
Monitoring of
activities
Analysis of
feedback
Security
Design
specification
Collection of
documents
Risk
managment
issues
Supervision
Closing
Documentatio
n
Submission of
resources
Final budget
Salary
Support
Final closing

that improve the monitoring and consideration of standards for each task. The project
manager develops the work breakdown structure for developing the subtasks of the activities
like initiation, planning, design, and implementation as well as budget, resource planning,
monitoring and closing of the project.17 The WBS is designed and used according to
prioritization of activities and needs of the ANZ authority for the redevelopment of the
stadium. The WBS provides in-depth knowledge about the activities and functions that have a
significant role in the construction work and achievement of goals and objectives of the
project plan. The project manager and project team are responsible for developing and
executing the plan for the redevelopment of stadium and arrangement of resources. The
allocation of funds and consideration of machinery requirements also been done through
WBS.18
Scheduling
Task Name
Durati
on
Sta
rt
Fini
sh
Predeces
sors
Resource
Names Cost
Project
12.45
mons
M
on
15-
10-
18
Th
u
26-
09-
19
$147,00
0.00
Initiation
1.2
mons
M
on
15-
10-
18
Th
u
15-
11-
18
Project
manager
$17,120.
00
Identificatio
n of
requirement
s 1 mon
M
on
15-
10-
18
Fri
09-
11-
18
Project
manager ,
Project
team
$8,800.0
0
Analysis
of scope
0.05
mons
M
on
12-
11-
18
Mo
n
12-
11-
18 3
Project
manager $280.00
Need of
resources
0.05
mons
Tu
e
13-
11-
Tue
13-
11-
18 4
Project
team $160.00
17 Beşikci, Umut, Ümit Bilge, and Gündüz Ulusoy. "Multi-mode resource constrained multi-project scheduling
and resource portfolio problem." European Journal of Operational Research240, no. 1 (2015): 22-31.
18 Schwindt, Christoph, and Jürgen Zimmermann. "Handbook on Project Management and Scheduling Vol.
1." Cham: Springer International Publishing (2015).

18
Stakeholder
meeting
0.05
mons
Tu
e
13-
11-
18
Tue
13-
11-
18 3,4
Project
manager $280.00
Objectives
0.05
mons
W
ed
14-
11-
18
We
d
14-
11-
18 5
Project
manager $280.00
Financial
requirement
s
0.05
mons
W
ed
14-
11-
18
We
d
14-
11-
18 6
Accountin
g ,Project
team $320.00
Risk
analysis
0.05
mons
Th
u
15-
11-
18
Thu
15-
11-
18 4,8
Project
manager $280.00
Planning
3.3
mons
Fri
16-
11-
18
Fri
15-
02-
19 9
Project
manager
$34,680.
00
Analysis
of existing
design
0.05
mons
Fri
16-
11-
18
Fri
16-
11-
18 6,9
Project
manager $280.00
Requiremen
t of
machinery
0.05
mons
M
on
19-
11-
18
Mo
n
19-
11-
18 11
Project
team $160.00
Human
resources
0.05
mons
Tu
e
20-
11-
18
Tue
20-
11-
18 12
Project
manager $280.00
Suppliers 1 mon
W
ed
21-
11-
18
Tue
18-
12-
18 13
Project
manager
$5,600.0
0
Health
and safety
0.05
mons
W
ed
19-
We
d
19- 14
Superviso
r $200.00

12-
18
12-
18
Fund
allocation
0.05
mons
W
ed
19-
12-
18
We
d
19-
12-
18 12,13,14
Project
manager $280.00
Standards
0.05
mons
Th
u
20-
12-
18
Thu
20-
12-
18 15,16
Administr
ator team $160.00
Deliverables
0.05
mons
Fri
21-
12-
18
Fri
21-
12-
18 17
Administr
ator
team ,Proj
ect
manager $440.00
Risk
management 1 mon
M
on
24-
12-
18
Fri
18-
01-
19 18
Project
manager
$5,600.0
0
Waste
management 1 mon
M
on
21-
01-
19
Fri
15-
02-
19 17,19
Project
team
$3,200.0
0
Design
1.4
mons
M
on
18-
02-
19
We
d
27-
03-
19 20
Project
manager
$15,320.
00
Design
specification 1 mon
M
on
18-
02-
19
Fri
15-
03-
19 17,18
Project
manager
$5,600.0
0
Future
requirement
s
0.05
mons
M
on
18-
03-
19
Mo
n
18-
03-
19 22
Project
manager ,
Project
team $440.00
Environmen
tal aspects
0.05
mons
Tu
e
19-
03-
19
Tue
19-
03-
19 23
Project
team $160.00
Facilities
0.05
mons
W
ed
We
d 24
Project
manager $280.00

20-
03-
19
20-
03-
19
Accommoda
tion and exit
0.05
mons
Th
u
21-
03-
19
Thu
21-
03-
19 25
Project
team $160.00
Parking
0.05
mons
Fri
22-
03-
19
Fri
22-
03-
19 26
Project
team $160.00
Emergency
exit
0.05
mons
M
on
25-
03-
19
Mo
n
25-
03-
19 27
Project
team $160.00
Ventilation
0.05
mons
Tu
e
26-
03-
19
Tue
26-
03-
19 28
Project
team ,Sup
ervisor $360.00
Communica
tion
0.05
mons
W
ed
27-
03-
19
We
d
27-
03-
19 29
Administr
ator team $160.00
Budget
0.3
mons
Th
u
28-
03-
19
Th
u
04-
04-
19 30
Accounti
ng ,Proje
ct
manager
$3,880.0
0
Banking
institute
0.05
mons
Th
u
28-
03-
19
Thu
28-
03-
19 22
Administr
ator team $160.00
Fund
requirement
s
0.05
mons
Th
u
28-
03-
19
Thu
28-
03-
19 23
Project
manager $280.00
Allocation
to team
0.05
mons
Fri
29-
03-
19
Fri
29-
03-
19 33
Administr
ator team $160.00
Documentat
ion
0.05
mons
M
on
01-
04-
Mo
n
01-
04-
34 Administr
ator team
$160.00

19 19
Salary
0.05
mons
Tu
e
02-
04-
19
Tue
02-
04-
19 35
Accountin
g $160.00
Medical
facility
0.05
mons
W
ed
03-
04-
19
We
d
03-
04-
19 36
Administr
ator team $160.00
Supplier
payment
0.05
mons
Th
u
04-
04-
19
Thu
04-
04-
19 37
Accountin
g $160.00
Resources
0.35
mons
Fri
05-
04-
19
Mo
n
15-
04-
19 38
Project
manager
$3,440.0
0
Human
resource
0.05
mons
Fri
05-
04-
19
Fri
05-
04-
19 34
Project
manager $280.00
Technical
resources
0.05
mons
M
on
08-
04-
19
Mo
n
08-
04-
19 40
Project
team $160.00
Machinery
0.05
mons
Tu
e
09-
04-
19
Tue
09-
04-
19 41
Project
manager $280.00
Transportati
on
0.05
mons
W
ed
10-
04-
19
We
d
10-
04-
19 42
Project
team $160.00
Warehousin
g
0.05
mons
Th
u
11-
04-
19
Thu
11-
04-
19 43
Project
team $160.00
Tool and
equipments
0.05
mons
Fri
12-
04-
19
Fri
12-
04-
19 44
Project
team $160.00

Training
0.05
mons
M
on
15-
04-
19
Mo
n
15-
04-
19 45
Project
manager $280.00
Implement
ation
3.35
mons
Tu
e
16-
04-
19
We
d
17-
07-
19 46
Project
manager
,Project
team
$40,800.
00
Operational
function
3
mons
Tu
e
16-
04-
19
Mo
n
08-
07-
19 44,45
Project
team
$9,600.0
0
Scheduling
0.05
mons
Tu
e
09-
07-
19
Tue
09-
07-
19 48
Project
manager $280.00
Resource
allocation
0.05
mons
W
ed
10-
07-
19
We
d
10-
07-
19 49
Administr
ator
team ,Proj
ect
manager $440.00
Guidelines
0.05
mons
Th
u
11-
07-
19
Thu
11-
07-
19 50
Project
manager $280.00
Design
specification
0.05
mons
Fri
12-
07-
19
Fri
12-
07-
19 51
Project
team $160.00
Environmen
tal functions
0.05
mons
M
on
15-
07-
19
Mo
n
15-
07-
19 52
Superviso
r $200.00
Consideratio
n of KPI's
0.05
mons
Tu
e
16-
07-
19
Tue
16-
07-
19 53
Superviso
r $200.00
Communica
tion
0.05
mons
W
ed
17-
07-
19
We
d
17-
07-
19 54
Administr
ator team $160.00

Monitoring
1.3
mons
Th
u
18-
07-
19
Th
u
22-
08-
19 55
Supervis
or
$12,280.
00
Monitoring
of activities
0.05
mons
Th
u
18-
07-
19
Thu
18-
07-
19 55
Project
manager ,
Superviso
r $480.00
Analysis
of feedback 1 mon
Fri
19-
07-
19
Thu
15-
08-
19 57
Project
manager
$5,600.0
0
Security
0.05
mons
Fri
16-
08-
19
Fri
16-
08-
19 58
Superviso
r $200.00
Design
specification
0.05
mons
M
on
19-
08-
19
Mo
n
19-
08-
19 59
Project
manager $280.00
Collection
of
documents
0.05
mons
Tu
e
20-
08-
19
Tue
20-
08-
19 60
Administr
ator team $160.00
Risk
management
issues
0.05
mons
W
ed
21-
08-
19
We
d
21-
08-
19 61
Project
team $160.00
Supervision
0.05
mons
Th
u
22-
08-
19
Thu
22-
08-
19 62
Superviso
r $200.00
Closing
1.2
mons
Fri
23-
08-
19
We
d
25-
09-
19 63
Accounti
ng ,Proje
ct
manager
,Supervis
or
$19,200.
00
Documentat
ion
0.05
mons
Fri
23-
08-
19
Fri
23-
08-
19 63
Administr
ator team $160.00

Submission
of resources
0.05
mons
M
on
26-
08-
19
Mo
n
26-
08-
19 65
Project
team $160.00
Final
budget
0.05
mons
Tu
e
27-
08-
19
Tue
27-
08-
19 66
Accountin
g $160.00
Salary
0.05
mons
W
ed
28-
08-
19
We
d
28-
08-
19 67
Accountin
g $160.00
Support 1 mon
Th
u
29-
08-
19
We
d
25-
09-
19 68
Project
team
$3,200.0
0
Final
closing
0.05
mons
Th
u
26-
09-
19
Thu
26-
09-
19 69
Project
manager $280.00
The proper consideration of scheduling of tasks will be beneficial for the project
manager and project team to maintain the effectiveness in the operations. According to
schedule, the project will be completed within 13 months and the approximate cost of the
project will be $147,000.00 that is not including the salary of workers and technical tools that
going to be used in the final construction work for maintenance and support. The major
activities of the scheduled tasks involve initiation, planning, design, budget, implementation,
and monitoring. The project team will manage these activities according to subtasks and
additional functions that considered through breakdown structure.
The major resources that take active participation in the project include the project
manager, project team, supervisor, accounting and administrator. These human resources are
responsible for developing the plan and implementation of activities accordingly. As per the
scheduling of activities, the project planning will focus on the implementation and designing
phase of the redevelopment of ANZ stadium.19 In addition to this, the documentation and
19 Hayes, John. The theory and practice of change management. 2018

closing of the project also play the critical role in the project success. The record of data and
performance of the team members will also essential for developing the final report and
confirmation of objectives. The information will also require for future construction work for
ANZ stadium.
Gantt chart

Figure 3: Gantt chart
The Gantt chart is offering detail information about the relationship among the
operational tasks of the reconstruction project of ANZ stadium. The project manager and
team members will follow the task according to allocated time and resources to meet the
objectives more professional manner.20 The tracking of activities will be done through the
Gantt chart and helpful for managing the resources and supply of the raw material for
construction. In addition to this, the analysis of action and future requirements can also be
tracked through the Gantt chart.
Change management
Change management and control play a critical role in the completion of the project.
The project manager and ANZ authority are responsible for identifying and implementing the
changes in the scope, requirements and operational scheduling. However, the implementation
of changes after planning could affect the cost and time of completing the project.21
Following are the objectives of change management plan that considered for implementing
the changes:
20 Stroever, Stephanie, Kasi Hayes, Jerri Lynn Hice, Grace Baldauf, Cathy Woodard, and Roger Martin.
"Construction and Implementation of an Operating Room Management Plan for the Prevention of Perioperative
Hypothermia." American Journal of Infection Control 43, no. 6 (2015): S12-S13.
21 Cameron, Esther, and Mike Green. Making sense of change management: A complete guide to the models,
tools and techniques of organizational change. Kogan Page Publishers, 2015.

 To improve quality and standards of operations
 To improve the documentation and standards of construction
 To compile operations with the regulations and principles of NSW
Following are the authorities that approve and implement the changes in project:
 Change manager
 Project manager
 Project team
 ANZ authority
Change management steps:
 Define the change request
 Analysis of changes in project plan
 Decision making for implementation of changes or not
 Integration of changes in the project plan and scheduling
 Communication of changes with team members
 Review the impact of changes
 Analysis of effectiveness, cost and time after changes
Risk management
Risk management is an essential process that considers for identifying and mitigating
the risk factors in the project. The construction project involves various types of risk that can
influence the outcome and cost of the project. The proper consideration of risk and
implementation of the strategy to overcome the risks will be beneficial for the maintaining
the effectiveness of the project as well completion of activities as per the estimated plan.22
The risk management plan of the project will consider the following assumptions:
 The stakeholders will attend all meetings
 Risks will be managed at first priority and avoided
 Changes in scope and plan will be communicated to all members
 Implementation of risk plan and function will be communicated to project manager
22 Kuipers, Ben S., Malcolm Higgs, Walter Kickert, Lars Tummers, Jolien Grandia, and Joris Van der Voet.
"The management of change in public organizations: A literature review." Public administration 92, no. 1
(2014): 1-20.

Table 2: Risk register
1.Unpredictable
Risks
2. Legal Risks
3. Human
resources Risks
4. Financial Risks
5. Health and
safety Risks
Table 3: Risk matrix
Unpredictable
Risks
Predictable Risks Non-Technical
Risks
Technical Risks Legal Risks
Natural Disasters Budget Risks Accidents on the
event
Are the Pre-
project Activities
viable?
Risk for
fulfilling the
contract
Man-Made
Disaster
Workers
Availability
Workers
Misconduct
All tools working
well?
Brach of
environmenta
l policies
Deliverables are on
track?23
Cost Fluctuation Availability of
required
technicians24
23 Burtonshaw-Gunn, Simon A. Risk and financial management in construction. Routledge, 2017.
24 Goetsch, David L., and Stanley B. Davis. Quality management for organizational excellence. Upper Saddle
River, NJ: pearson, 2014.

Environmental
Impacts
Absenteeism of
management staff
Delay in supply
Loss of potential Risk specific to
technology 25
In order to overcome the risk in the redevelopment project of the ANZ stadium, the
project manager will use the acceptance and mitigation strategies. According to these
strategies, the project manager will identify and accept the risk like fund management, lack of
human resources and supply of the raw material. The manager will maintain the inventory of
the essential raw material that will help to overcome the delay in the project. Apart from that,
the mitigation strategy of risk will involve health and safety issues, training and management
of human resources natural disaster and technical issues related to the utilization of
machinery.26 The risk management strategies will require the proper control and monitoring
of the operations to maintain the effectiveness and identification of root causes that might
affect the success of the redevelopment project. The consideration of these strategies will
improve the decision making and design flow of construction to meet the objectives and
deliverables.
Communication plan
An effective communication plays an important role in the success of any project
activity. It is very important for the project authorities to establish efficient communication
plan in order to ensure the effective and correct flow of information among the team
members. The project team of the redevelopment of ANZ Sydney stadium would
communicate by using various means like emails, meetings, discussions, to-do-lists and
written documents. The required important information would be conveyed from the upper
levels to the lower levels members or stakeholders involved in the project. It is essential to
ensure that the right and accurate information is been conveyed to the individual engaged
25 Cummings, Stephen, Todd Bridgman, and Kenneth G. Brown. "Unfreezing change as three steps: Rethinking
Kurt Lewin’s legacy for change management." human relations 69, no. 1 (2016): 33-60.
26 Kerzner, Harold, and Harold R. Kerzner. Project management: a systems approach to planning, scheduling,
and controlling. John Wiley & Sons, 2017.

with the project activities. The communication plan for the current project of the
redevelopment of ANZ Stadium in Sydney is described below:
Table 4: Communication plan
Stakeholder Communication
Method
Frequency Responsibility Notes
Key stakeholders Formal meeting At the initiation
of the project
Project
management
The team and
key stakeholders
refer initialing
meetings.
Project manager Formal
discussions and
meetings
Daily and weekly Project
management
Manage team,
discuss about
project and
convey set goals.
Project sponsors Status of the
project through
emails27
Monthly Project manager Review status,
discussion of the
progression and
values earned out
of the same.
Project Team
Members
Informal and
formal meetings,
discussions,
instant messaging,
emails, reports
Daily Project manager Discussion
related to the
project, issues,
and risks out of
the project
Financial Formal meeting Monthly Project manager Information
27 Ceptureanu, Eduard-Gabriel, Sebastian-Ion Ceptureanu, Cristian-Eugen Luchian, and Iuliana Luchian.
"Quality Management in Project Management Consulting. A Case Study in an International Consulting
Company." Amfiteatru Economic 19, no. 44 (2017): 215.

managers and emails and supervisor related to the
financial
resources and the
required funds
Supervisors Formal and
informal meetings
Daily Project manager
and team
members
Information
related to project
progress, issues
and objectives
Other higher
authorities
Direct
communication
through meetings
28
Monthly or when
needed
Project manager,
sponsors and
supervisor
Any change
requirements and
important factors
must be disclosed
The above table includes the description of the stakeholders and the communication
method to convey the information among them. It would contribute to ensuring an effective
flow of communication of important information regarding the project and be in touch with
the key stakeholders of the project of the redevelopment of ANZ Sydney stadium.
Quality management
With the intention to ensure quality management in the project, the manager would
make use of the PDCA model of Total quality management. The PDCA model is basically
the abbreviation of the plan, does, check and act. The manager would implement the model
within the framework of the project so that to meet the quality standards in the redevelopment
of ANZ stadium. Below is the description of the implementation of TQM in the project:
Plan: The manager here would identify the issue which requires to be addressed and acquire
relevant information related to the stadium.29 It would also identify the root cause behind the
28 Robinson, Brendan, Michael Ryan, and Alireza Abbasi. "Analytical observations of work breakdown structure
parameters." In Systems Evaluation Test and Evaluation Conference 2018: Unlocking the Future Through
Systems Engineering: SETE 2018, p. 427.

redevelopment; asses best possible intervention, schedule corrective process by making the
plan and map the process through flowcharts.
Do: The do phase of the model would include the development of the project plan and
execute corrective actions for the ANZ Stadium in Sydney. The manager would ensure to
follow the plan effectively and prepare specific instructions for the team members for
complicated tasks in the project.
Check: The manager would then check and inspect the quality by comparing the before and
after data related to the project of redeveloping stadium.30 It would even help in reviewing the
outputs of the process followed in terms of success and failures out of the project.
Act: The final phase of the model for total quality management would enable the manager to
document the results and inform the stakeholders about the process changes if required. The
manager would also utilize the quality control tool such as check sheet in this process. The
tool would help in documenting the real-time progression by collecting and evaluating the
data available out of the project progression activities specifically.
Thus, the project manager of the redevelopment of stadium in Sydney project would
be highly beneficial out of the quality management model in meeting the set quality standards
out of the same.
Procurement management
Procurement management refers to supply and management of raw material that
required for managing the operation of the redevelopment of the ANZ stadium. The analysis
of requirements of raw material will be done by the manager for different construction
aspects and effective utilization of them. The project team will use logistic control model for
procurement management.31 According to this model, the manager will analyze the cost and
quality of the different suppliers and develop the contract with them by applying the bidding
concept. The kind of approach will help the manager and project team to maintain the record
of the raw material and flow as per the requirements. The quality and cost will be a major
29 Ferri, Laura Maria, Nelly Oelze, André Habisch, and Mario Molteni. "Implementation of responsible
procurement management: an institutional perspective." Business Strategy and the Environment 25, no. 4
(2016): 261-276.
30 Siami-Irdemoosa, Elnaz, Saeid R. Dindarloo, and Mostafa Sharifzadeh. "Work breakdown structure (WBS)
development for underground construction." Automation in Construction 58 (2015): 85-94.
31 Ashtiani, Babak Nakhayi, Qian Jiang, Mario Tayah, Brian L. Welcker, Thomas G. Patton, Sachin Shrikrishna
Panvalkar, and Wing Kin Thomas Chan. "Controlling resource allocation with automated consumption against a
work breakdown structure." U.S. Patent 9,720,737, issued August 1, 2017.

concern for the project manager in developing the contract with the supplier for procurement.
In addition to this, the manager will follow Green guidelines for managing procurement
which is essential for environmental safety and waste management. However, there are some
factors like lack of communication, delay in payment and lack of monitoring of inventory of
goods and services could affect the procurement management process of the project.32 To
overcome the impact of the issues the, the project manager will conduct the analysis of needs
and make the prior orders for the material related to construction and machinery. This will
help to maintain the flow of operations and reduce time and cost of the construction.
Conclusion
From the above study, it can be considered that project management is a broad
approach which helps to maintain the operations and activities in a planned manner. The
report has provided detail information about the redevelopment of ANZ stadium Sydney and
proposed the plan for construction. The major stakeholders of the project are the project
manager, team, supplier, government bodies and environmental regulatory. The report has
also provided information related to scheduling, work breakdown structure, risk management,
and communication plan. These are important elements of the project plan that plays a critical
role in the success of the redevelopment of ANZ stadium. The effective utilization of
resources and planning of the team members also discussed in the project that will help in the
implementation of the project. Moreover, the report has explained the quality management
and change management approaches that used for managing the project according to
deliverables and standards that proposed by the ANZ authority for redevelopment.
32 Esmaeili, Maryam, and Somayeh Najafi Ghobadi. "A game theory model for pricing and supplier selection in
a closed-loop supply chain." International Journal of Procurement Management 11, no. 4 (2018): 472-494.

Bibliography
Alshamrani, Adel, and Abdullah Bahattab. "A comparison between three SDLC models
waterfall model, spiral model, and Incremental/Iterative model." International Journal
of Computer Science Issues (IJCSI) 12, no. 1 (2015): 106.
<https://s3.amazonaws.com/academia.edu.documents/36637147/SDLC.pdf?
AWSAccessKeyId=AKIAIWOWYYGZ2Y53UL3A&Expires=1539669027&Signature
=iap6ufodsldr0PuG9dZ5KH0QjJk%3D&response-content-disposition=inline%3B
%20filename%3DA_Comparison_Between_Three_SDLC_Models_W.pdf>
Ashtiani, Babak Nakhayi, Qian Jiang, Mario Tayah, Brian L. Welcker, Thomas G. Patton,
Sachin Shrikrishna Panvalkar, and Wing Kin Thomas Chan. "Controlling resource
allocation with automated consumption against a work breakdown structure." U.S.
Patent 9,720,737, issued August 1, 2017. <
https://patents.google.com/patent/US9720737B2/en>
Aubry, Monique. "Project management office transformations: Direct and moderating effects
that enhance performance and maturity." Project Management Journal 46, no. 5 (2015):
19-45. < https://onlinelibrary.wiley.com/doi/abs/10.1002/pmj.21522>
Beşikci, Umut, Ümit Bilge, and Gündüz Ulusoy. "Multi-mode resource constrained multi-
project scheduling and resource portfolio problem." European Journal of Operational
Research240, no. 1 (2015): 22-31.
<https://www.sciencedirect.com/science/article/abs/pii/S0377221714005281>
Burger, Michelle, and Benita Zulch. "A construction project management knowledge model:
The type and level of knowledge required." Acta Structilia 25, no. 1 (2018): 98-125. <
http://journals.ufs.ac.za/index.php/as/article/view/3441 >
Burtonshaw-Gunn, Simon A. Risk and financial management in construction. Routledge,
2017. <https://www.taylorfrancis.com/books/9781351903080>
Cameron, Esther, and Mike Green. Making sense of change management: A complete guide
to the models, tools and techniques of organizational change. Kogan Page Publishers,
2015. <https://books.google.co.in/books?
hl=en&lr=&id=tVXHBgAAQBAJ&oi=fnd&pg=PR9&dq=change+management&ots=

1wofHlS0q6&sig=hAiXEs3GtKDLju1f7-4ALRixhA4#v=onepage&q=change
%20management&f=false>
Ceptureanu, Eduard-Gabriel, Sebastian-Ion Ceptureanu, Cristian-Eugen Luchian, and Iuliana
Luchian. "Quality Management in Project Management Consulting. A Case Study in an
International Consulting Company." Amfiteatru Economic 19, no. 44 (2017): 215.
<https://www.ceeol.com/search/article-detail?id=521988>
Chiocchio, François, and Brian Hobbs. "The difficult but necessary task of developing a
specific project team research agenda." Project Management Journal 45, no. 6 (2014): 7-
16. < http://journals.sagepub.com/doi/abs/10.1002/pmj.21463>
Cummings, Stephen, Todd Bridgman, and Kenneth G. Brown. "Unfreezing change as three
steps: Rethinking Kurt Lewin’s legacy for change management." human relations 69,
no. 1 (2016): 33-60.
<http://journals.sagepub.com/doi/abs/10.1177/0018726715577707>
Eriksson, Per Erik, Roine Leiringer, and Henrik Szentes. "The role of co-creation in
enhancing explorative and exploitative learning in project-based settings." Project
Management Journal 48, no. 4 (2017): 22-38. <
http://journals.sagepub.com/doi/abs/10.1177/875697281704800403>
Eskerod, Pernille, Martina Huemann, and Claudia Ringhofer. "Stakeholder inclusiveness:
Enriching project management with general stakeholder theory." Project Management
Journal 46, no. 6 (2015): 42-53. < https://onlinelibrary.wiley.com/doi/pdf/10.1002/pmj.21546>
Esmaeili, Maryam, and Somayeh Najafi Ghobadi. "A game theory model for pricing and
supplier selection in a closed-loop supply chain." International Journal of Procurement
Management 11, no. 4 (2018): 472-494.
<https://www.inderscienceonline.com/doi/abs/10.1504/IJPM.2018.092771>
Ferri, Laura Maria, Nelly Oelze, André Habisch, and Mario Molteni. "Implementation of
responsible procurement management: an institutional perspective." Business Strategy
and the Environment 25, no. 4 (2016): 261-276.
<https://onlinelibrary.wiley.com/doi/abs/10.1002/bse.1870>

Flyvbjerg, Bent. "What you should know about megaprojects and why: An
overview." Project management journal 45, no. 2 (2014): 6-19. <
https://onlinelibrary.wiley.com/doi/abs/10.1002/pmj.21409>
Goetsch, David L., and Stanley B. Davis. Quality management for organizational excellence.
Upper Saddle River, NJ: pearson, 2014. <
http://www.m5zn.com/newuploads/2015/03/06/pdf/5de5a3408f57150.pdf>
Harris, Elaine. Strategic project risk appraisal and management. Routledge, 2017.
<https://www.taylorfrancis.com/books/9781351897594>
Hayes, John. The theory and practice of change management. 2018
<https://www.taylorfrancis.com/books/9781351346023>
Hopkinson, Martin. The project risk maturity model: Measuring and improving risk
management capability. Routledge, 2017.
<https://www.taylorfrancis.com/books/9781351883467>
Kassab, Mohamad, Colin Neill, and Phillip Laplante. "State of practice in requirements
engineering: contemporary data." Innovations in Systems and Software Engineering 10,
no. 4 (2014): 235-241. <https://link.springer.com/article/10.1007/s11334-014-0232-4>
Kerzner, Harold, and Harold R. Kerzner. Project management: a systems approach to
planning, scheduling, and controlling. John Wiley & Sons, 2017.
<https://books.google.co.in/books?
hl=en&lr=&id=xlASDgAAQBAJ&oi=fnd&pg=PR19&dq=quality+management+in+pr
oject&ots=Xb3q_RP2vY&sig=kIrRsGb8JQIYHEhC9h9KKT9OhD0#v=onepage&q=q
uality%20management%20in%20project&f=false>
Khalili-Damghani, Kaveh, and Madjid Tavana. "A comprehensive framework for sustainable
project portfolio selection based on structural equation modeling." Project Management
Journal 45, no. 2 (2014): 83-97. <
http://journals.sagepub.com/doi/abs/10.1002/pmj.21404>
Kuipers, Ben S., Malcolm Higgs, Walter Kickert, Lars Tummers, Jolien Grandia, and Joris
Van der Voet. "The management of change in public organizations: A literature
review." Public administration 92, no. 1 (2014): 1-20.
<https://onlinelibrary.wiley.com/doi/abs/10.1111/padm.12040>

Lock, Dennis. The essentials of project management. Routledge, 2017. <
https://www.taylorfrancis.com/books/9781351890571 >
Madgunda, Sneha, Upasna Suman, G. Sai Praneeth, and Raunak Kasera. "Steps in
requirement stage of waterfall model." International journal of computer &
mathematical sciences (2015): 86-87.
<http://www.academicscience.co.in/admin/resources/project/paper/f201508021438513
226.pdf>
Marcelino-Sádaba, Sara, Amaya Pérez-Ezcurdia, Angel M. Echeverría Lazcano, and Pedro
Villanueva. "Project risk management methodology for small firms." International
journal of project management 32, no. 2 (2014): 327-340.
<https://www.sciencedirect.com/science/article/abs/pii/S0263786313000665>
Moran, Alan. "Project Risk Management." In Agile Risk Management, pp. 17-32. Springer,
Cham, 2014. <https://link.springer.com/chapter/10.1007/978-3-319-05008-9_2>
Mubarak, Saleh A. Construction project scheduling and control. John Wiley & Sons, 2015.
<https://books.google.co.in/books?
hl=en&lr=&id=ACy9BgAAQBAJ&oi=fnd&pg=PR9&dq=project+scheduling&ots=xIf
PLP6VSR&sig=wMfD0iY39Q39imlXqanhDRYUyv4#v=onepage&q=project
%20scheduling&f=false>
Ojiako, Udechukwu, Max Chipulu, Alasdair Marshall, Melanie J. Ashleigh, and Terry
Williams. "Project management learning: A comparative study between engineering
students’ experiences in South Africa and the United Kingdom." Project Management
Journal 46, no. 4 (2015): 47-62. < https://onlinelibrary.wiley.com/doi/abs/10.1002/pmj.21510>
Robinson, Brendan, Michael Ryan, and Alireza Abbasi. "Analytical observations of work
breakdown structure parameters." In Systems Evaluation Test and Evaluation
Conference 2018: Unlocking the Future Through Systems Engineering: SETE 2018, p.
427. Engineers Australia, 2018.
<https://search.informit.com.au/documentSummary;dn=631538685860893;res=IELEN
G>

Schwindt, Christoph, and Jürgen Zimmermann. "Handbook on Project Management and
Scheduling Vol. 1." Cham: Springer International Publishing (2015).
<https://link.springer.com/book/10.1007%2F978-3-319-05915-0>
Siami-Irdemoosa, Elnaz, Saeid R. Dindarloo, and Mostafa Sharifzadeh. "Work breakdown
structure (WBS) development for underground construction." Automation in
Construction 58 (2015): 85-94. <
https://www.sciencedirect.com/science/article/pii/S0926580515001594>
Sljivar, I., and A. Gunasekaran. "Agile-Scrum for Facility Design Project Management." In
SPE Western Regional Meeting. Society of Petroleum Engineers, 2018. <
https://www.onepetro.org/conference-paper/SPE-190080-MS >
Smit, Marius C., Taryn J. Bond-Barnard, Herman Steyn, and Inger Fabris-Rotelli. "Email
communication in project management: A bane or a blessing?." South African Journal of
Information Management 19, no. 1 (2017): 1-10. <
https://journals.co.za/content/journal/10520/EJC-a8719aef3 >
Stroever, Stephanie, Kasi Hayes, Jerri Lynn Hice, Grace Baldauf, Cathy Woodard, and Roger
Martin. "Construction and Implementation of an Operating Room Management Plan for
the Prevention of Perioperative Hypothermia." American Journal of Infection
Control 43, no. 6 (2015): S12-S13. <https://www.ajicjournal.org/article/S0196-
6553(15)00274-6/abstract>
Tritschler, Martin, Anulark Naber, and Rainer Kolisch. "A Genetic Algorithm for the
Resource-Constrained Project Scheduling Problem with Flexible Resource Profiles."
(2014): 230-233. <https://mediatum.ub.tum.de/doc/1306715/file.pdf>