MGT8075 Project Delivery Assignment Sample

Introduction

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This particular project is focused on the procedures and adopted ways of a project. In a project management process, several projects are applying the different types of project deliverables. These requirements are described in this critical analysis. This report is also focused on the tendering process of the project. In a project management process, there are various agreements are necessary to complete the whole process. These processes are described in this report. This report is also analysing the project contract information, administration, negotiation and dispute resolution. These all are described in this project base on the project of an Australian project “The Cross River Rail Project”. In regards to the analysis, this report is also gathering authentic and reliable information from literary sources. The sources will provide the relevancy of the adopted methods of this Real Australian Project. The finding section will define the conclusion and recommendations to provide some alternative and better solutions to the project.

Organizational Context

South East Queensland’s (SEQ) population will grow by around 2% yearly in 2036. Several studies have a loon on the SEQ public transportation system’s capacity to handle anticipated future demand increases during the last 10 years (Douglas and O’Keeffe, 2016. CPB Contractors is in charge of developing the Cross River Rail idea to go around these limitations. The 10.2-kilometre rail route that will make up the Cross River Rail project will run from Dutton Park to Bowen Hills, 5.9 kilometres of which will be underground in tunnel portals that won’t be finished until 2025. To that end, 215 meetings have been held with the owners of immediately affected properties who received letters during discussion rounds 2B and three that have a wide level of economic impact.

Year	User Benefits	Agglomeration	Labour Supply	Imperfect Competition	Total WEL’s	Update (%)
2021	362	52	17	0.4	69	19%
2031	1,197	209	53	2.3	265	22%

Table 1: Economic Impact of Cross River Rail

(Source: Created by Author)

2009	2021	2031
Average week-day transport demand (trips by private car travel mode)	5,533,200	6,988,400	7,736,500
Average weekday public transport demand (trips)	546,100	841,800	1,120,800
Share in Public transport mode	8.1%	10.16%	12.1%
Rail AM 2hr trips per peak	67,000	122,600	174,600
Trips in Daily Rail (Trips)	243,200	454,200	595,400

Table 2: Transport Outcomes Through this Project

(Created by Author)

The Cross River Rail Delivery Board was created by the Queensland government in April 2016 to carry out the recently developed project.

Stakeholder Group	Number
Local People	1528
Real Estate Agents	27
Representatives (Elected)	21
Agencies From Govt.	20
Others	542

Table 3: Stakeholder Group

(Source: Created by Author)

Definition Of Project Requirements and Deliverables

According to the statement of Jaber et al. (2018), A project comprises deliverables that satisfy goals that are attained via activities. These deliverables are further divided into activities and sub-deliverables. The “deliverables” of a project are its final outputs or the quantifiable outcomes of its organisation's intermediary tasks. They serve as a useful foundation for subsequent initiatives inside the organisation and are preserved after the conclusion of the project. A Rail, Integration and Systems (RIS) Alliance is providing the design, supply, and construction of the underlying rail system for the Queensland Cross Rail River Project, as well as the integration of Cross River Rail into Queensland Rail’s train network and an upgrade to Exhibition Station.

When tunnel boring machines (TBMs) and road headers were excavating the ground, they needed logistical assistance in the form of navigational aids, segments lined control, trying to line ring planning, data management hardware and software, and segment amount of detail. This assistance came in the form of tunnel boring machines (TBMs) and road headers. It is also essential, to optimise tunnel development, to use the appropriate support ring sequence. For the sake of this endeavour, VMT contributed two of its TUnIS Ring Sequencing devices. For tunnel drives that are equipped with segmental lining, this technology may automatically decide the optimal ring sequence to use.

To keep the tunnels safe and accurate, data needed to be readily available whenever it was required. Each TBM used a VMT-supplied TUnIS Navigation Office system for this purpose. The TUnIS Navigation Office provides live navigation and ring data from one or more TBMs, allowing for on-site navigational systems to be closely monitored. Therefore, the client may quickly assess and document data from the present and the past.

Along with the road headers, TUnIS Navigation Office CT was complete through VMT. All pertinent data, such as alignments, profile bands, and bolt patterns, are created using TUnIS Navigation Office CT, and then all tunnel regions are managed using this particular data. Additionally, information from the machines is sent. In addition, VMT supplied the project with a VDMS process Data management system, which enables web-based, location-independent digital analytical tools for worksite and project management, as well as global access to the cockpit monitors of the machine operators. This contains a broad variety of automated analytical features in addition to data related to tunnelling operations-clear visualisations and reporting.

The technology requirements are an essential component of the project process for the project deliverables. According to Copola Azenha, Aparecida Reis, and Leme Fleury (2021), the study took into account businesses that create technology-based goods and/or services from a variety of industries and sizes. This was done in order to examine how hybrid project management methods are used in various settings.

Because of the investment made by the Queensland government in ETCS, a new signalling system, the inner-city rail network is now able to accommodate a greater number of passengers. This new signalling system helps to enhance the safety and effectiveness of the SEQ rail network as a whole. The Cross River Rail Delivery Authority will collaborate with the consortia over the course of the next months in order to finish the project on schedule. The European Train Control System (ETCS) is a cutting-edge train signalling system that improves both the capacity and efficiency of the rail network.

The construction of the Cross River Rail is a vital piece of public transportation infrastructure that boosts the area’s economy, creates thousands of employments, and spurs urban growth. It will be a 10.2-kilometre train line that runs from Bowen Hills, which is on the outskirts of the CBD, via Dutton Park, which is close to the Princess Alexandra Hospital. Consequently, it is explained by the need for this outcome that it follows the course of a full-line project.

At the production site, the SDS. An onsite system uses to manage the segments from the time they arrived at the construction site until the time they were installed, while at the manufacturing site, the SDS. The production system was set up and controlled the overall system, of project management. In addition to a room designated for quarantine, a storage system known as Blackbox was made available.

According to the experiences of DeMasi, Elston and Langerman (2022), it takes an experienced SDS author anything from eight to sixteen hours, without the use of any software, to develop the draught SDS for a product that has five different components. The length of time necessary to perfect the SDS is directly proportional to the number of quality control demands that the content of the SDS makes on the project management system of an organisation.

Tendering Methodologies

As per the statement of Love et al. (2021), When a project’s baseline budget begins to deviate from what was predicted at the time of its construction, an asset’s ability to be future-proof diminishes. Therefore, decisions are often taken to reduce construction costs by modifying the budget and needs. Funding for the development of Cross River Rail is provided through the public-private partnership of $5.38 billion in capital commitments and $1.49 billion in finance. CPB Contractors, in cooperation with its joint venture partners, is currently constructing the Cross River Rail system in Brisbane. It’s the state’s largest public transit project, and it’s going to put thousands of people to work and boost the economy.

The rail network and train equipment in Queensland are well-managed and under tight supervision by Queensland Rail. Property required for the CRR Project may be acquired by eminent domain or negotiated for by the CRRDA, as authorised by the CRRDA Act. The CRRDA Act also makes clear that the CRRDA is a construction authority under the Acquisition of Property Act 1967 (AL Act), allowing it to make qualified property acquisitions for transportation-related purposes under the AL Act.

The present legal system in Queensland can support the building of Cross River Rail, according to an analysis of legal considerations such as planning and environmental approvals. Whenever a procurement operation is being carried out, the Queensland Procurement Policy as well as any other applicable government policies must be adhered to. The Queensland Charter for Local Content mandates that local businesses must be provided with chances to bid on work that is comprehensive, fair, and within acceptable parameters. Outside of South East Queensland, the opportunity to take part in the programme will be made available to all of Queensland’s industries.

The statement of James (2018), depicts potential land value that goes up on project declaration as landholders' highly speculative predicted value gains, the rate of value emergence is smaller once the actual advantages are reaped after the completion of rail construction. This is because landowners are more likely to speculate on value gains than actual value gains.

However, road transport offers more flexibility, convenience, and door-to-door delivery than rail does for some movements over certain distances. Rail delivers economies of scale for certain moves over certain distances. In general, when moving goods over long distances, rail becomes the more competitive option, but the road is the more competitive option when moving goods over shorter distances. However, the decision of which technique to choose is also influenced by several other factors, including the distance to be travelled, the required pick-up and delivery timeframes, the cost, and the reliability of the service.

ESCAP (2021) explains that, in close consultation with Cross River Rail’s administrative, economic, and technical experts, RPS has improved the clarity and applicability of the Request for Proposal (RFP) materials. By maintaining an open and honest line of communication with the bidders representing private sector partners on the nature, requirements, and goals of the works package. This strategy contributes to the creation of project deliverables that have a higher value.

According to the statement of Frefer et al. (2018), there is a rise in interest in the relationship between project management and environmentally friendly growth among both professionals in the field and academics. It has been shown that the study into the relationship between sustainability and project management is still in its preliminary phases. This connection makes perfect sense given that efforts are bringing about change and that change is required for sustainability. As a result of their investigation, they reached the verdict that in the not-too-distant future, projects gives a greater consideration to sustainability. The Queensland Charter for Local Content mandates that local industry be given the full, equal, and reasonable opportunity to bid on work for the CRR Project. The Queensland Government is committed to delivering genuine opportunities for Queensland businesses. It offers them full, equal, and acceptable chances to compete for key Queensland procurement activities and resource-based projects.

Queensland cross rail river follows the proper legal aspects of its tendering process. They have followed the appropriate legal formation through the employment of the CRRDA Act that can help them to make a legit contract with the local authorities. Throughput this project management plan, the project authority follows the PPP model of public-private partnership which is help this project to carry out the proper formation. As per the statement of Akomea-Frimpong, Jin and Osei-Kyei (2021), the Public-private partnership model is helping a company to make a proper tendering contract that reduces the issues of management and finance in the project management process.

Contract Formation, Administration, Negotiation and Dispute Resolution

According to the paper of Haniff and Galloway (2022), In construction projects, it is common for there to be several actors, which adds a degree of complexity. The project network is comprised of the strategic objectives of the numerous collaborating firms and consultants as well as the objectives of the client firm, which invests resources in the project to acquire distinguishing advantages over their competitors. Even though the majority of projects conform to some type of strategic planning method, it’s possible that strategy won’t always be followed formally or stringently. In most cases, how a strategy is put into action will be influenced by both internal and external factors, such as the external stakeholders who have an impact on the level of achievement achieved by a client’s project portfolio.

The procedures that are used to determine whether or not it is more cost-effective to purchase supplies from local suppliers throughout the construction, administration, and rehabilitation phases of the project. the amount and quality of training that is provided in compliance with the Queensland Government Building and Construction Contracts Integrated Training Policy for construction and building contracts awarded by the Queensland Government.

Walker et al. (2022) explain that this policy applies to all eligible building and civil construction projects undertaken by the Queensland Government throughout the whole state of Queensland. It encourages employment opportunities and the development of skills in the building and construction industry in Queensland. In addition to this, the training plan places a strong focus on ensuring the economic stability of Aboriginal and Torres Strait Islander employees in the state of Queensland. Eligible projects are those that have a contract value of at least $500,000 and are either building projects for the Queensland Government or civil construction projects with a contract value of at least $3,000,000. Starting on July 1, 2015, building and civil construction developments that were offered by government-owned businesses and had a value of contract of more than $20 million were also considered eligible projects. These projects were regarded as eligible initiatives because they are offered through government-owned businesses.

According to the research report of Hardaker (2022), on this project A hybrid technique of train system and track distribution. Since ETCS is evolving ahead of schedule, a substantial chunk of Cross River Rail’s design work will have already been completed. This would greatly reduce the design risk for the component of this project. The advocate feels that a design-and-build approach would be the most effective way to provide the product. A contract with an alliance might be utilised for additional project components where live train interaction dangers exist.

Cross River Rail enables it to operate public transportation with a high frequency that ties with other services and helps other proposed routing projects by providing the required additional network capacity. This is accomplishing the needful network capacity. Because of this, Brisbane and the rest of South East Queensland are both going to have an easier time coping with the strain of traffic congestion. The market’s overwhelming support for the Cross River Rail proposal was abundantly proven through the high calibre of enterprises that filed bids for the project.

According to the statement of Rahmani, Khalfan and Maqsood, (2022), The ECI process often mixes collaborative contracting with more traditional design and construction methodologies. Even though this procedure may be carried out in a wide variety of ways, the one that is most typical of it is when the contractor works closely with the client through the beginning stages of the project. As a consequence of this, the contractor could have to compete with other bidders for the early involvement position. The cost and design versions are concurrently created via collaborative efforts between the client and the contractor. By including the contractor in this procedure, both the client and the contractor have a better opportunity to save money and appropriately divide risk.

According to the research paper of McDermot et al. (2020) early contractor involvement, a clear explanation of decision-making responsibilities, and a detailed execution plan are all critical components of good preparation. In addition, a complete execution plan is required. A comprehensive risk assessment is one of the most important documents that must be created during the planning stage.

Contract Closeout and Project Handover

As per the statement of Gunduz and Elsherbeny (2020), Consider taking into account effective administrative practices, previously learned lessons, and potential areas for development in order to boost the overall system’s level of coherence. It constructed a conceptual framework consisting of five dimensions, with the operational indicators functioning as dependent variables in the process.

Park et al. (2020) said that those who create smart contracts have the ability to verify and release the source code of agreements that have been published on the blockchain as a result of contract validation. In turn, this makes it possible for end users to inspect and independently validate, by examining the source code of the contract. And through this, a particular contract function operates exactly as expected.

The Cross River Rail project in Brisbane, which is estimated to cost A$5.4 billion ($3.8 billion), finishes through the Pulse owing to the construction contracts that the Queensland government in Australia was able to acquire. After the government decided in April that Pulse should be their preferred contractor, a formal agreement has now been signed between the two parties explains McQueenie (2021). Firms affiliated with CIMIC Group, Pacific Partnerships, CPB Contractors, and UGL are all part of the consortium that goes by the name Pulse. In addition, the alliance consists of the worldwide companies BAM, Ghella, and DIF. The Chief Executive Officer of CIMIC Group, Michael Wright, claimed that the company “continues to provide important infrastructure for the towns and cities where people dwell.” It is doing this by providing essential new services and fostering economic growth.

As per the statement of Hannola et al. (2018), Human attributes such as problem-solving, learning, and creativity are unique and difficult to impart to machines, since they cannot, for example, manage the rising degree of product individualization. To keep up with the aforementioned radical changes, manufacturing companies must ensure that workers’ individual knowledge management processes are adequately supported. In order to create intelligent, ecologically sustainable environments where the integrated use of technological processes is applicable. In that case, in the project management process, the Cross Rail River Project uses an integrated system that helps to share the knowledge among all the associates in the project management process.

Because a significant component of the links of the enabling work with the existing Queensland Rail operational network, brownfield urban rail construction that is intricate and complicated will be necessary. As is the case with all brownfield urban rail projects, careful planning is required to enable Queensland Rail to schedule the multiple weekend and night-time track possessions that are anticipated to be required for the project effectively in advance. This is the case regardless of whether the project is in a brownfield or an urban setting.

Dobes, Leung and Argyrous (2016), Reported that, as a result, one of the most important aspects of constructing the southern entry will be determining how the permanent CRR works links with the train track that is now in use. During the construction of the two cut-and-cover portals that will be created below the existing freight rail bridge, the overpass must continue to operate normally. The placement of the Boggo Road station was intended to have the least amount of an impact on train operations possible. This was accomplished by avoiding cut-and-cover work in the rail corridor at Park Road station whenever it was possible to do so. In order to create space for the building of the new bridge and the access points, it will be necessary to temporarily shut down a couple of the platforms.

Documentation of a project refers to the process of gathering all of the critical information about a project and producing the documents that are required for its successful execution explained by Lee and Shen (2020). To put it more simply, it is a term that encompasses all of the papers that were created during the course of the project. It is impossible to place enough emphasis on the significance of documenting projects as part of training for project management. It is supported through two fundamental reasons for documentation, which are to guarantee that the project’s requirements are satisfied and to generate traceability on what has been done and when. Both of these purposes are essential to the success of the documentation. To carefully plan and carry out a project, it is necessary to employ skilled project managers who have access to the relevant methodologies and tools.

There are also some key documents included in the Queenland’s Cross rail river project. These papers provide project sponsors, project managers, teams, and stakeholders the ability to handle critical project activities cautiously and accurately. The following is a description of the documents, including their duties and the explanations for why they are necessary for regulating the activities of the project and producing critical deliverables.

Findings and Recommendations

From the evaluation of the project management process in Queenland’s Cross Rail River Project, there are various results are found from appropriate sources. The Queensland Cross Rail River Project’s underlying rail system’s design, supply, and construction are being handled by the Rail, Integration and Systems (RIS) Alliance, along with Cross River Rail’s integration into Queensland Rail’s train network and an upgrade to Exhibition Station. Roadheaders and tunnel boring machines (TBMs) served as this support. Utilizing the proper support ring sequence is also critical for optimising tunnel growth. TUnIS Navigation Office CT was completed via VMT in addition to the road headers.

Using TUnIS Navigation Office CT, all relevant data is created, including alignments, profile bands, and bolt patterns. All tunnel areas are then handled using this specific data. The public-private partnership of $5.38 billion in capital commitments and $1.49 billion in financing provides funding for the building of Cross River Rail. Additionally, it is made explicit in the CRRDA Act that the CRRDA is a construction authority under the Acquisition of Land Act of 1967 (AL Act), which enables it to acquire qualifying property for transportation-related uses. The study reveals that eligible projects must have a contract value of at least $500,000 and must either be civil construction projects with a contract value of at least $3,000,000 or building projects for the Queensland Government.

Recommendations

1. To remove hurdles to the second phase of the Eco sciences Precinct’s development, the proponents should maintain contact with the key stakeholders.
2. Any proposed modifications to the exit layout at the Myer Centre parking must be evaluated for their effects on the surface networks for pedestrians, vehicles, and public transit by the proponent in collaboration with Brisbane City Council and Myer Centre management.

• During the design of mitigation strategies for expected and observed noise and vibration effects in excess of CEMP objectives, the proponent shall engage with appropriate advisory authorities.

References

Akomea-Frimpong, I., Jin, X. and Osei-Kyei, R., (2021). Managing financial risks to improve financial success of public—private partnership projects: a theoretical framework. Journal of Facilities Management.

Copola Azenha, F., Aparecida Reis, D. and Leme Fleury, A., (2021). The role and characteristics of hybrid approaches to project management in the development of technology-based products and services. Project Management Journal, 52(1), pp.90-110.

DeMasi, A., Elston, H. and Langerman, N., (2022). Safety Data Sheets: Challenges for Authors, Expectations for End-Users. ACS Chemical Health & Safety.

Dobes, L., Leung, J. and Argyrous, G., (2016). Social cost-benefit analysis in Australia and New Zealand. The state of current practice and what needs to be done. ANU press.

Douglas, N. and O’Keeffe, B., 2016, November. Wider Economic Benefits–When and if they should be used in evaluation of transport projects. In Australian Transport Research Forum. Melbourne, Australia.

ESCAP, U., (2021). Learning materials on cross-border infrastructure financing.

Frefer, A.A., Mahmoud, M., Haleema, H. and Almamlook, R., (2018). Overview success criteria and critical success factors in project management. Industrial engineering & management, 7(1), pp.1-6.

Gunduz, M. and Elsherbeny, H.A., (2020). Critical assessment of construction contract administration using fuzzy structural equation modeling. Engineering, Construction and Architectural Management, 27(6), pp.1233-1255.

Haniff, A.P. and Galloway, L., (2022). Modeling strategic alignment in project networks. International Journal of Project Management.

Hannola, L., Richter, A., Richter, S. and Stocker, A., (2018). Empowering production workers with digitally facilitated knowledge processes–a conceptual framework. International Journal of Production Research, 56(14), pp.4729-4743.

Hardaker, T., (2022). Impact assessment of six research, development and extension investments by the Queensland Department of Agriculture and Fisheries 2022: Aggregate Analysis Summary Report.

Jaber, H., Marle, F., Vidal, L.A. and Didiez, L., (2018). Criticality and propagation analysis of impacts between project deliverables. Research in Engineering Design, 29(1), pp.87-106.

James, B., (2018), December. Value Capture or Infrastructure Charges? A tale of two Brisbane transport infrastructure projects. In Australasian Transport Research Forum (ATRF), 40th, 2018, Darwin, Northern Territory, Australia.

Lee and Shen (2020). Supply chain and logistics innovations with the Belt and Road Initiative. Journal of Management Science and Engineering, 5(2), pp.77-86.

Love, P.E., Ika, L.A., Matthews, J., Li, X. and Fang, W., (2021). A procurement policy-making pathway to future-proof large-scale transport infrastructure assets. Research in Transportation Economics, 90, p.101069.

McDermot, E., Agdas, D., Rodríguez Díaz, C.R., Rose, T. and Forcael, E., (2020). Improving performance of infrastructure projects in developing countries: an Ecuadorian case study. International Journal of Construction Management, pp.1-15.

McQueenie, J.M., (2021). Intermediation as practice: Joining the dots between community, culture and commerce (Doctoral dissertation, Queensland University of Technology).

Park, J., Kim, H., Kim, G. and Ryou, J., 2020. Smart contract data feed framework for privacy-preserving oracle system on blockchain. Computers, 10(1), p.7.

Rahmani, F., Khalfan, M. and Maqsood, T., (2022). A Conceptual Model for Selecting Early Contractor Involvement (ECI) for a Project. Buildings, 12(6), p.786.

Walker, K.E., Baldwin, C., Conroy, G.C., Applegate, G., Archer-Lean, C., Arthington, A.H., Behrendorff, L., Gilby, B.L., Hadwen, W., Henderson, C.J. and Jacobsen, C., (2022). Ecological and Cultural Understanding as a Basis for Management of a Globally Significant Island Landscape. Coasts, 2(3), pp.152-202.