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Infrastructure Project Management: Melbourne Metro Tunnel Billion Assessment 2 Answer

Context:

Assessment 2 builds upon the case study approach on any Famous Infrastructure Project that focuses on the implementation and decommissioning phases  in 1800 Words. This assessment is designed to enhance your knowledge and analytical skills in the management of the project life cycle with a specific focus on project performance, asset management and sustainability and operational safety and security. This will involve the consideration of management perspectives in terms of quality, control, risk, leadership and decision-making throughout the life cycle and which are integral to ongoing process improvement and project success. Crucial to this success is the way in which infrastructure systems are managed and, specifically, the need to plan prior to and beyond the decommissioning phase of a project for asset maintenance and sustainability. This inevitably involves safety and security considerations both from a contracting and user point of view.

Instructions:

Your analysis and findings from the case study can be structured in four parts with several headings and sub-headings based on the questions provided in each part as follows: 

Part 1: Infrastructure Project Life Cycle, 

Part 2: Managing Infrastructure Project Performance, 

Part 3: Asset Management and Sustainability, and 

Part 4: Infrastructure Project Security and Safety.

Part 1

Particular attention should be paid to reference material addressing control processes, quality management, risk management, supply chain management and project leadership. As a guide, the case study analysis should address the following requirements:

  • Explain the approach project leadership utilised to manage the project. How was quality integrated into the project management function?
  • Describe the risks associated with this project and the assessment of these risks. Explain what was done to mitigate/manage these risks throughout the project life cycle.
  • Explain how the project leadership managed the supply chains for the project. Were there any difficulties in integrating quality management and control processes into supply chain network?
  • Explain if leadership integrated quality into the process and if so, how?
  • Describe what tools might have been used in the project’s life cycle to aid in the above tasks.
  • Identify opportunities for best practice improvement in the management of the project’s life cycle.
  • Were any infrastructure support systems put in place for the project?


Part 2 

You will note a focus on the definition of project performance, the importance of building high performance teams, monitoring and controlling performance risks, monitoring and managing the supply chain of an infrastructure project, and approaches to project procurement. As a guide, the case study analysis should address the following requirements:

  • Explain how the project defined project performance
  • Explain how the project monitored and controlled the project’s performance risks
  • Explain how the project monitors and manages the performance of the supply chain in the project
  • Explain if there is a relationship between the approaches to procurement and the infrastructure project’s actual performance
  • Did the project utilise an integrated project team that promoted project performance? Is there a link between team building and project performance?
  • Do you think there were opportunities for improvement in the management of the project? Describe what improvements you would suggest.


Part 3 

The emphasis is on asset maintenance and sustainability-based management throughout the complete life cycle from planning to post completion. As a guide, the case study analysis should address the following requirements:

  • Explain the commissioning steps for the project
  • Explain how project leadership managed the following:
  • Contract handover and sign-off 
  • Infrastructure maintenance issues
  • Strategic planning for maintenance
  • Explain the techniques the project utilised for maintenance management
  • What methods and techniques did the project use for managing the critical infrastructure and the assets from a sustainability perspective? What are the best practice approaches to asset management?

Part 4

You will note an emphasis on safety and security from different perspectives including facility vulnerability, safety considerations after disaster events, disaster management information system requirements and decision-making tools, contamination/hazard sites and contingency models. As a guide, the case study analysis should address the following requirements:

  • What were some of the broader operational issues for the project?
  • Were there any strategies in place for dealing with safety and security threats?
  • How did the project identify security and safety threats? What methods were used?
  • Were there any safety and security issues and, if so, what was the project management response to these issues and how were they managed?
  • Do you think the project leadership had the ability and disposition to deal with serious safety and security issues on the project?
  • What types of techniques were used for safety and security management?

In considering these requirements, always be mindful of, and reflect on, the findings and the lessons learnt from the case study and how they can be applied in your own personal development and professional career. Highlight any specific instances where your strengths and limitations as a project manager have been identified.

Answer

Melbourne Metro Tunnel (VIC), $11 Billion

Assessment 2

Part 1

Explaining the project leadership approach and project management function

The hierarchical organization structure has been adopted for the management of the leadership and other stakeholders in the project. The key decision-makers of the project are Commonwealth Government, Victorian Government, and other agencies such as EPA, Heritage Victoria, and others. then quality assurance program covers the regular update on the progress of the project and making the decisions accordingly in the middle of the project (Kaiser, El Arbi and Ahlemann 2015). The key stakeholders are monitoring the entire progress and most of the updates are regularly available on the open website. 

Risks that are associated with the project

The biggest risk is related to the timeline and cost of the project that could be extended if there is the occurrence of any uncertainty throughout the project lifecycle. The owners of the project have taken it as a major concern and set a sophisticated planning set that covers every possible sector of the project and manage them, accordingly (Banihashemi et al. 2017). A summary of the stakeholders involved in the project is also introduced that suggests the different managerial options those could be a greater approach in having a great insight over the entire project growth and development. 

Management of Supply Chain by Project Leadership

The project leaders’ load has been distributed among the different stakeholders throughout the organizational structure (Kliuchnikova and Pobegaylov 2016). A monitoring system has been installed for monitoring the entire project growth and development in the different sectors and thus, manipulating it for the management of the entire project. 

Integration of quality with project leadership

Leadership has not integrated quality as there are many stakeholders already assigned to the different sectors of the project for the quality production.

Tools that used in project life cycle

A quality assurance program in addition to the regular auditing for the particular milestones would have been far better for the organization in managing the entire project. The Australian government has a sophisticated project plan and stakeholder distribution however, taking the experience from the big failures such as ‘Big Dig’ and others, it could be recommended to establish a better communication management plan that could improve the engagement of the stakeholders regarding the project (Hameed and Abbott 2017). 

Improvement practice for project life cycle

The project is very big in itself and the management being appointed are all experienced and present for very long time in the same industry. However, the only lagging factor is a quality management or quality assurance plan that has not been developed (Pheng and Meng 2018). It could have provided high quality emphasis over the assurance that every activity of the project is being delivered as per the estimation and planning.  

Infrastructure Support System in Project

The stakeholder engagement report presented covers a long list of the different industries those are involve in the project and could be listed as following:

  • Australian Industry Group 
  • Bicycle Network Victoria 
  • Australian Retailers Association 
  • Committee for Melbourne 
  • Committee for Economic Development of Australia 
  • Federation Square Management 
  • Infrastructure Partnerships Australia 
  • Master Builders Association Vic 
  • LeadWest 
  • Urban Development Institute of Australia 
  • Property Council of Australia 
  • Victorian Employers’ Chamber of Commerce and Industry
  • Victoria Council of Social Services 

The above key stakeholders are the list f the industries those are supporting in building the tunnel for Melbourne and responsible for introducing the infrastructure support system. 

Part 2

Project Performance

The project defines the project performance through contributing in the enhancement the overall management of the population and the support for the growth of the industry through contributing in the improvement of the culture, sport, health, jobs, and education. The other goal of the project that defines expand the rail network inner core in the different sectors of Australia. 

Project’s performance risks

The project monitoring and control approaches have been also distributed in the categories of the Work package, procurement model, and the procurement status as demonstrated in the following table:

WORKS PACKAGE
PROCUREMENT STATUS
PROCUREMENT MODEL
Tunnel and Stations

Contract awarded to Cross Yarra Partnership (CYP) consortium
Availability based Public Private Partnership
Early Works
U
Contract awarded to John Holland.
Managing Contractor
Rail Infrastructure

Contract awarded to a consortium comprising John Holland, CPB Contractors and AECOM.
Competitive alliance
Rail Systems

Contract awarded to CPB Contractors and Bombardier Transportation and Metro Trains
Competitive alliance
Construction power
Contract awarded to Beon Energy Solutions.
Utility Service Provider works
Wider Network Enhancements

Market engagement 
Case by case
Tram infrastructure works
Delivered by Yarra Trams.
Franchise Works

Performance measurement of the supply chain in the project

The above presented monitoring and management plans can be highly sophisticated in providing the necessary support to the project growth and development assuring the efficient management of the project supply chain and assuring that the different levels are satisfied (Walker 2015). 

Relationship between the approaches to procurement 

The procurement specifically defined the different approaches of the project performance. As its evident in the above table that the major concerns are being provided over the project final delivery and outcome. 

Link between team building and project performance

Yes, the project utilizes the integrated project team and the project performance as the major concern as many strategies have been adopted for the procurement plan those are assuring the final delivery and output of the project (DeFillippi and Sydow 2016). 

Improvement Plan

The project management team is already sophisticated and managing all the sectors of the project however, the approaches being adopted could be highly reliable and effective in managing all the deliverables those are required for assurance of the quality deliveries. 

Part 3

Management Procedure of Project Leadership

Contract handover and sign-off 

On a contract asking for everyone to give initials on the responsibilities they have completed and the learning gain by the individuals (Dzhandzhugazova et al. 2015). The sign-off include all the key stakeholders’ roles and responsibility with the initial that they delivered the roles and responsibilities throughout the project lifecycle. 

Infrastructure maintenance issues

The following strategies and the attempts have been driven for managing and controlling the manufacture related issues:

  1. Managing air quality
  2. Changes to your journey
  3. Managing construction noise and vibration
  4. Soil Management (PDF, 878.7 KB)
  5. Managing trees and the natural environment
  6. Property condition surveys
  7. Supporting businesses during construction
  8. Respite, relocation and noise management 
  9. Use of acoustic sheds

Strategic planning for maintenance

Works Package
Procurement Status
Procurement Model
Tunnel and Stations

Contract awarded to Cross Yarra Partnership (CYP) consortium
Availability based Public Private Partnership
Early Works
U
Contract awarded to John Holland.
Managing Contractor
Rail Infrastructure

Contract awarded to a consortium comprising John Holland, CPB Contractors and AECOM.
Competitive alliance
Rail Systems

Contract awarded to CPB Contractors and Bombardier Transportation and Metro Trains
Competitive alliance
Construction power
Contract awarded to Beon Energy Solutions.
Utility Service Provider works
Wider Network Enhancements

Market engagement 
Case by case
Tram infrastructure works
Delivered by Yarra Trams.
Franchise Works

Part 4

Quality integrated into the project management function

The hierarchical organization structure has been adopted for the management of the leadership and other stakeholders in the project. The key decision-makers of the project are Commonwealth Government, Victorian Government, and other agencies such as EPA, Heritage Victoria, and others. then quality assurance program covers the regular update on the progress of the project and making the decisions accordingly in the middle of the project (Tabassi et al. 2016). The key stakeholders are monitoring the entire progress and most of the updates are regularly available on the open website. 

Risks

The biggest risk is related to the timeline and cost of the project that could be extended if there is the occurrence of any uncertainty throughout the project lifecycle. The owners of the project have taken it as a major concern and set a sophisticated planning set that covers every possible sector of the project and manage them, accordingly (Dzhandzhugazova et al. 2015). A summary of the stakeholders involved in the project is also introduced that suggests the different managerial options those could be a greater approach in having a great insight over the entire project growth and development. 

Quality management and control processes into supply chain network

The project leaders’ load has been distributed among the different stakeholders throughout the organizational structure (DeFillippi and Sydow 2016). A monitoring system has been installed for monitoring the entire project growth and development in the different sectors and thus, manipulating it for the management of the entire project. 

Quality integration into project

Leadership has not integrated quality as there are many stakeholders already assigned to the different sectors of the project for the quality production.

Tools to be used in the project’s life cycle

A quality assurance program in addition to the regular auditing for the particular milestones would have been far better for the organization in managing the entire project. The Australian government has a sophisticated project plan and stakeholder distribution however, taking the experience from the big failures such as ‘Big Dig’ and others, it could be recommended to establish a better communication management plan that could improve the engagement of the stakeholders regarding the project. 

Opportunities for best practice improvement in the management of the project’s life cycle

The project is very big in itself and the management being appointed are all experienced and present for very long time in the same industry. However, the only lagging factor is a quality management or quality assurance plan that has not been developed (Dzhandzhugazova et al. 2015). It could have provided high quality emphasis over the assurance that every activity of the project is being delivered as per the estimation and planning. 

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