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Project Leadership and Risk Analysis: NACAP To Build Yamarna Pipeline 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.

Learning Resources:

  • Resource on APA style:

Learning and Academic Skills Unit. (2016). Academic Writing Guide. APA 6th ed. Sydney, Australia: Laureate Australia.

  • Resource on business report writing:

Victoria University of Wellington (2013)How to write a business report. School of Marketing and Internal Business and Student Learning Support Service, Wellington, New Zealand. 

http://www.victoria.ac.nz/vbs/teaching/publications/VBS-report-writing-guide-2013-July.pdf

  • Resource on writing case study reports

Monash University (2015). Case study report (sample).Learning Support, Language and Learning Online, Melbourne, Australia. http://www.monash.edu.au/lls/llonline/writing/general/report/1.xml

Answer

NACAP TO BUILD YAMARNA PIPELINE

Introduction

Project leadership is the acting of leading a team in order to complete that project successfully and to finish the project within the deadline. In this study, project leadership approaches and risk analysis of the Yamarna project have been analysed by the researcher. Project leadership utilized for managing the project is analysed by learner briefly. 

Part1

Infrastructure Project Life   Cycle

Project leadership utilized for managing the project

Project leadership can be denoted as the acting of leading a team in order to complete that project successfully. As opined by Collin & Lorenzin (2006), it is the duty of a project leader to identify the task of every team member so that the project would be finished within the deadline. In the context of Yamarna Gas pipeline project, project leader needs to check the performance and development of the team member so that quality of Yamarna project would not be compromised. On the other hand, as per the viewpoint of Gil (2009), quality integration of project may span entire function of project management which typically involves quality control, quality costing and quality assurance. In aspect of Yamarna project, it can be said that project leaders need to identify excellent contractors for project who would provide good quality raw materials for quality assured pipeline project.

Risks   associated with project

Project risks are probability of loss for any type of injury within the project. As commented by Goodman & Hastak (2006), project risks are uncertain as well as unwanted condition of the project that leaves negative impact on the efficiency of project management.

Risk assessment table


Figure 1: Risk assessment table

(Source: Publishing.energyinst.org, 2019)

In the aspect of the Yamarna project, different types of risks are market risk, cost associated risks, and schedule associated risks and physical injury of workers. In addition, leaders need to draw the risk matrix table in order to prioritize the risks based on their probable impacts.

Project leadership for managing supply chains 

Supply chain management of a project is the flow of the services and goods which further involves storage and movement of project raw materials. In the context of Yamarna project leaders need to supervise the storage facility and capacity of the raw materials and have to observe the transportation facility of raw material so that raw materials can be reached to the project definition timely.

Leadership integrated quality 

Leaders of a project have the responsibility to check the quality of the supply chain management process. In the words of Guo & Skitmore (2010), project leaders need to possess high decision making and critical thinking skills to promote integrated quality control. In Yamarna project, the pipelines are made of plastic and steel tubes, which would be buried in the land. Thus, project leaders of Nacap need to supervise the quality and storage facility of these raw materials so that only good quality raw materials would be used in this project.

Tools   in the project’s life cycle 

Project life cycle tools help to plan and scheduling the tasks as well as milestones of a project to (Martland, 2012). In aspect of Nacap Yamarna project, project leaders have used below tools:

  1. Google Docs
  2. Slack
  3. Gantt project

The project leaders have faced difficulties in ensuring quality in project. Through the help of Google docs, project leader of Yamarna can create the project charter which would be required approval and input from stakeholders of Yarmarna. On the other hand, Gantt project may help leader to divide the tasks of every project member.

Opportunities   for the best practice improvement

In the words of Zou, Wang & Fang (2008), the project life cycle has mainly five phases which are initiation, planning, execution, control, and closure. In order to improve the practice of project life cycle, the performances of employees, quality and skills of project leaders need to be considered. In Yamarna project, at the initiation phase, all of the financial documents need to be kept ready by leaders. Professional workers have to be recruited by project authority of Yamarna to improve life cycle. By using this opportunity, the efficiency of the workers of the project would be improved and project can be finished by deadline.

·           Infrastructure support systems 

 Yamarna Project

Figure 2: Yamarna Project

(Source: Aemc.gov.au, 2019)


Yamarna gas pipeline would be constructed by APA group.  Yamarna Gas pipeline would important part of Eastern goldfields Pipeline system for EGPS. EGPS further includes Gwalia lateral, Mt Morgans Lateral, Eastern Goldfields Pipeline and Murrin Murrin Lateral (Aemc.gov.au, 2019).

Part 2

Managing Infrastructure   Project Performance

Project defined project performance

Project performance can be defined as the comparison of desired output of a project and the actual output of a project. In Yamarna project, project performance would be assessed by the project managers by reviewing the regular performances of workers. In addition, after completion of that project, performance would be measured by checking the quality, impacts as well as affectivity of the pipeline.

Project’s performance risks

In the context of Yamarna pipeline project, performance related risks would be poor performance and tendency of absenteeism of workers. Hence, project leaders have used performance checker software in order to keep a record of daily performances of employees so that lagging employees would be notified by warning letters (Aemc.gov.au, 2019). 

Performance of supply chain in the project

In order to improve the supply chain management of a project, project leaders need to use the best quality raw materials for developing a high-quality project (Creedy, Skitmore & Wong, 2010). In the Yamarna project, the quality of Steels and instruments need to check by the quality assurance team of Nacap before using them of project (Aemc.gov.au, 2019).

Relationship between approaches to the procurement and infrastructure   

In the Yamarna project, the raw materials that would be used are Steels and Plastic tubes and the equipment are Pipelayers, Dozers, Motor Graders, PANTHER Carriers and Hydraulic Excavators. The relationship among these procurements and actual performance of the project can be assessed by reviewing the quality of the project after completion.

Link between   team building and the project performance

As opined by Martland (2012), project authority is responsible to identify the best workers for project and it may help to build an excellent team for project. In the aspect of the Yamarna project, project leaders are responsible to assess the actual performance of team members by comparing with the desired performances. In addition, improved team building capacity of project managers enhances the performances of project. In the Yamarna project, there is an integrated project team that consists the following

  1. Team Leader
  2. Business analyst
  3. Marketing manager
  4. Operational manager
  5. Shaper
  6. Co-ordinator
  7. Resource investigator
  8. Project monitor

Opportunities for the improvement within the management of project

In the context of Yamarna, there is enough opportunity to improve management of the project. It is the duty of every team members to do their work effectively so that no delay in the deadline would have to be faced. Training should be provided for the project members by Nacap by which knowledge skills of the team members would be enhanced.

Part   3

Asset Management and Sustainability

Commissioning steps for project

The commissioning steps of a project are mainly planning, scheduling, documenting testing, verifying, adjusting and training which need trio to be provided by the authority of a project (Goodman & Hastak, 2006). In aspect of Yamarna, project managers needed to ensure that all of the project resources are well scheduled and utilized and the equipment of the pipeline project is well tested before using.

Project   leadership management

o     Contract handover   and sign-off

Effective contract management can be regarded as complex way requiring communication and diligent organization. As commented by Ormazabal, Viñolas & Aguado (2008), before the handover of the contract, individual need to tag the contracts and clarify the responsibilities of other parties. In the aspect of Yamarna project, it can be said that project leader can arrange a meeting before the contract handover.

After the completion of the project, project leaders need to obtain sign off or official approval from all of the stakeholders of the Yamarna project to close that project.  

o     Infrastructure   maintenance issues

In the Yamarna project, project leaders need to observe the technical, financial and administrative aspects of the pipeline project. In addition, a quarterly audit system can be arranged by the project leaders to check the financial papers of that project. In this way, the project would not go out tracked.

o     Strategic planning regarding maintenance

The project leaders of Yamarna project need to execute planning at the initial stage of the project in order to track all of its resources. Project leaders need to derive maintenance planning by identifying the scheduling parameters of the project.

Maintenance management

In the context of Yamarna project, maintenance management can be improved by doing a systematic approach of financial, technical and administrative framework for planning, assessing evaluating and monitoring the maintenance activities as well as cost in a continual basis (Aemc.gov.au, 2019).  

Methods and the techniques of asset management of project

In the words of Martland (2012), Asset management is the systematic approach to the realization of value and governance of a project. In the context of the Yamarna project, techniques are:

Resource allocator of the project team needs to take the inventory and must track expenses by which assets would be managed. In addition, project leaders of the project need to prioritize the resources of the pipeline project and need to ensure that all of the resources of project would be realized.

Part 4

Infrastructure Project   Security and Safety

Broader   operational issues for project

In the aspect of Yamarna project, the operational issues of the project are:

  1. Lack of human resources of project
  2. Scarcity of financial resource of project
  3. Issues in the technical equipment of Yamarana project

Strategies for dealing with safety and security threats

In order to deal with the safety as well as security threats, the project authority of Nacap needs to introduce physical protections for workers like helmet, eye protection, glove and safety footwear for preventing from any type of physical injury of workers.

Security and safety threats of project

In context of Yamarna project, project leaders would develop risk matrix table o that the safety threats of the pipeline project would be identified.

Responses to project management

In order to assess the risks, the project leader needs to identify the project risks at the initial stage of the project (Martland, 2012). In the context of Yamarna, it can be said that project leaders can give training to the team members on the safe as well as security-related issues of workers.

Dealing with serious security and the safety issues of the project

In the context of the Yamarna project, the workers would be provided safety equipment like helmet, eye protection, and glove and safety footwear for preventing the selves from serious physical injury. In case of serious emergency issues, medical camp needs to be introduced in the project area with the facility of oxygen mask by which they would get primary medical treatment.

Conclusion

From the above study, it is concluded that Project leadership is important to complete that project successfully. In the context of the Yamarna project, it can be said that project leaders need to assess the4 risks of the project at initial stage by which necessary risk mitigation strategies can be taken by that project authority.

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