Projects, Project Managers, and Project Life Cycle

1. Assignment questions

Question 1 - Public and Private Projects (3 pages maximum)

You are a project manager employed by a small, reputable project management consultancy WS Consultants (WS). They act as client side project managers for public and private clients in the construction sector. There are several project managers employed and are all currently busy on various projects. You have recently completed a project and become available. Two projects have just been offered to WS (through WS reputation) to act as client project manager. Both could be attractive to undertake however WS can only choose one due to shortage of personnel in the company. Coincidentally the projects are almost identical in scope, but have different clients. The
projects are both in concept stage (approximately 5% design completed).

Project 1
Client - Australian Taxation Office (ATO)
Purpose - new office building for ATO workers (currently in another location in Melbourne CBD
and moving to a new larger building)
Scope - 7 storey office block (500m2 per floor), mid-level quality finishes
Location - CBD Melbourne

Project 2
Client - Mid tier developer TR Developers in Melbourne
Purpose - new office building - investment as they foresee growth in office accommodation in
Melbourne CBD
Scope - 8 storey office block (450m2 per floor), mid-level quality finishes
Location - CBD Melbourne

Your project director in WS wants you to submit a document to her outlining the following:
• Differences between the two projects, from a client project management perspective and other aspects
• Actions required by WS to work out the best project for WS to project manage
• Which project could be best for WS and why.

She is relying on your judgment to recommend a project for WS. Make assumptions, and use current information on construction or other aspects in Melbourne, where necessary.

Question 2 - Project Managers (3 pages maximum in words, plus any diagrams etc)
A large greenfield local government construction project is planned for Casey Council in suburban Melbourne (‘Bunjil Place' refer http://bunjilplace.com.au/). The scope of work is a modern library complex, civic centre, 800 seat auditorium, plaza, and art gallery, for a total cost of $125M. A design only and construct only (traditional) procurement model will be used. The client's project manager / team are permanent employees of the council, and the contractor will have an on site project manager responsible for carrying out all contract works.

The project has recently completed its tendering process and a construction contractor JM Construction (JM) has been appointed. Posession of Site will be given in 3 weeks with site establishment and construction to immediately follow. Construction Drawings will be issued in one week to the contractor. The Date for Practical Completion is 31 May 2018.

Explain how the following areas could be managed for the client, contractor, and how the two could work together, for best project outcomes, through the construction phase of the project.
• Time
• Cost
• Human Resources (include Communications also in this part).

Make assumptions, and use current information on construction or other aspects in Melbourne, where necessary. Detailed schedules and cost models are not required - explanations supported with broad quantities and diagrams where necessary are the objectives.
Notes The procurement model, schedule, and contractor for Bunjil Place being constructed currently is not exactly as described above. You do not need to contact Casey Council nor project parties for any information. The website link above is for information only about the scope of work.

Client Project Management Plans (PMPs) and contractor PMPs are developed early in a project and consider all ten of the knowledge areas - these plans are populated as the project progresses. This question requires advice on 4 knowledge areas (stated above) of the PMP, for the client and contractor, and how they interact, in the construction phase.

Question 3 - Project Life Cycle
Question 3a (1.5 pages maximum)
The following schedule is being considered by a client for a construction project.
• Initiate project and develop concept (by client) - 3 months
• Detailed design to 100% (by designer appointed by client) - 6 months
• Tender and appoint contractor (by client) - 3 months
• Construct (by contractor appointed by client) - 18 months
Briefly describe the advantages and disadvantages of this procurement model.

The client believes that the above 30 month schedule is too long and presents a business risk to the client. Discuss two practical ways and one contractual way the schedule could be reduced.

Question 3b (1.5 pages maximum)
A construction project manager is in the early design phase of a Design and Construct contract of a 6 storey concrete building in Parkville, Melbourne. He is trying to determine whether the beams, columns, and lift core can be made of precast concrete material instead of in-situ concrete.

Discuss three considerations and how they could be measured to help make a decision of whether to proceed or not to proceed with the precast option.

Attachment:- Assignment-Projects, Project Managers, and Project Life Cycle.rar