Project eliverables, WBS and Gantt hart - Assignment Example

Topic: Project deliverables, WBS and Gantt chart PROJECT SCOPE: General Scope: New Market connection viaduct replacement project is one of the important construction structure and a vital link, in Auckland urban motorway system. The new market viaduct replacement project is divided into two main sections, like a) the viaduct section and b) the green lane section. They form a part of the Transit’s Central Motorway Improvement program (CMI) in New Zealand. The new market viaduct is located on state high way I and is the main part of Auckland’s central motorway network. The project is associated with the section of the southern motorway from Gilles Avenue to Green Lane interchange. This project focuses on the replacement of new viaduct and widening of the present carriage way, and to accommodate a fourth lane southbound to Green lane. The main strategic objectives for New Market connection viaduct replacement project are a) congestion relief within the wider Auckland urban motorway network and b) consideration of the reliability of New Market connection viaduct as a critical lifeline connection within transit’s national state high way network (SHI) New Zealand. Objectives of new market viaduct replacement project: The main objectives of the new market viaduct replacement project are; 1. Construction of fourth southbound lane from Gillies Avenue to the Green Lane. 2. To upgrade the current viaduct’s edge protection, traffic load capacity and seismic performance. 3. The ability to maintain operation on the local roading network during construction. 4. To achieve a residual design life for 100 years. 5. Opportunity to provide the collection, treatment and disposal of storm water to Auckland regional council TP10. 6. To provide maximum retention of motorway debris and recognizing the land beneath the viaduct. This project involves the replacement of 700 m long new market Viaduct with a pre-cast segmental balanced cantilever structure constructed in two stages using an 800 t gantry. It includes the deconstruction of the existing bridge in two stages by implementing extensive temporary works to maintain stability of the construction. It also includes 50 m long Gillies Avenue over bridge with a Super-T bridge, realignment of the State Highway 1 off-ramp at Gillies Avenue and on-ramp at St. Marks Road to connect the realigned State Highway 1, installation of extensive concrete mass block walls for on-ramps, and construction of the new Dilworth footbridge. They provide the gate way to Auckland. Scope Details: The NZ Transport Agency utilized the construction and deconstruction staged approach for the implementation of motorway project .This approach includes four stages. They are as follows: Stage 1: This stage includes activities like a) Construction of New southbound bridge on the northeastern side of the present viaduct. b) Reduction of widths of existing lanes. c) Establishment of temporary lighting system. d) Deconstruction of southbound viaduct after southbound traffic has been shifted to the new construction. e) The new northbound lanes built in this newly-vacated space. f) Opening of the 4th southbound lane. g) Expansion road layout, which continues beyond viaduct to Green lane. Stage 2: This stage includes activities like destruction of Old southbound viaduct. Stage 3: his stage includes activities like a) Construction of New northbound bridge in vacant place of the old southbound viaduct. b) It is twinned to southbound bridge. c) Construction for 4th lane tie-ins at north and south approaches Stage 4: This stage includes activities like a) Northbound traffic moves to new carriageway. b) Old northbound lanes deconstructed to reveal new seven-lane. New market Viaduct. c) Viaduct completed to the last configuration as northbound lanes. The Unique features of New Market connection viaduct replacement project: It is innovative in its design, construction and delivery. New Market connection viaduct replacement project is replacing the existing viaduct with a wider, stronger and safer structural construction. It helps to improve local pedestrian links and facilitate the opportunity to breathe life back into the southern end of New Market. A staged approach for the construction and deconstruction is implemented in New Market connection viaduct replacement project. It is designed in such way that avoiding, remedying or mitigating adverse effects of the New Market connection viaduct replacement on the environment. It is protecting the state highway system from adverse effects of adjacent land uses. Scope Management: Change management is an important component of a successful completion of New Market Viaduct Replacement project. A change management process of the project includes the project goals, the deliverables, and the objectives. It also includes the purpose of the change management plan, change control procedures, roles and responsibilities for managing change etc. Scope change control is necessary because projects rarely run exactly to the project management plan, due to effects of number of non-human resources (such as economic factors, environmental factors etc.,) and of Human resources. Hence the changes influence the scope of the project, which significantly affect the outcomes of a project. The proposed changes to Newmarket Viaduct Replacement project are having impact on benefits, Goals and Objectives, Budget, Timelines and Risk. It helped to implement on time and within the approved budget and scope of the project. The New market Viaduct Replacement project is six months ahead of its schedule, due to change control management. Hence it is cost effective in saving time and economic resources. The management implemented the staged construction and deconstruction approach in the completion of the project. The continuous improvement of the project is done by identifying the risks, developing strategies and monitoring outcome. They observed the weak linkage between the development strategies and monitoring of the project, and also the weak linkage between identification and outcome due to lack of data and communication. The management implemented Radar Technology in identifying the risks and accidents, developing strategies and monitoring outcome. For example the installation of speed camera, effectively reduced the accidents and traffic congestion on Newmarket viaduct project. Scope Management of Newmarket viaduct replacement project, provided the solutions or responses to the various issues in implementation of the project. Issue Concerns raises Transit’s response and benefit construction Night time noise They implemented the project according to the norms of district land controls. The environmental management plan of night time noise addressed specifically Operational Motorway moving closer increases potential for increased noise levels. More vehicles using viaduct results in more noise, especially from additional trucks. Existing noise levels are considered high. Transit has commissioned a noise assessment specially to consider adverse noise effects. Proposed barrier design improves noise conditions, this information has been communicated at community information day and one-on- one meeting. construction Disruption. Traffic and access. Dust and debris Light spill, noise ,parking Transit recognises these issues and is preparing a construction management plan frame work to address these. This construction management plan process will include consultation with affected parties. The consenting and designation process will also address these issues as the consents granted for the project will likely attract conditions that transit will need to comply with. debris Falling from the viaduct. Grit from trucks Transit recognises this is an existing issue. The addition of TL15 solid barrier on the viaduct is expected to improve debris containment. compensation Land required for the project Transit is working with directly affected land owners to achieve acceptable outcomes. Loss of trade. Disruption during construction Other compensation issues are governed by the provisions of the public works act 1981. Timeframes Time until construction Time frames are governed by the resource management act 1991, land acquisition process and availability of funding. Timing of construction. Other major projects under construction such as proposals by Westfield’s and the Newmarket station upgrade. The project is complex involving the need for stages construction in order to minimise disruption to the road network. Consideration of alternative options Transit has over the years considered a number of options for the viaduct, a number have on investigation been rejected as being technically flawed. Tunnelling Tunnelling is not feasible due to the gradients required and the complex ground conditions. Double decking of the viaduct Double decking is technically not feasible due to limitations of the existing structure, adverse visual impacts, and difficulty in the geometric alignment. A westward shift of the viaduct The north island main truck railway at the south end and the Gillies avenue ramp alignment at the north end effectively preclude a west side widening. A retrofit of the viaduct Retrofitting is not a long term solution .The viaduct would still need to be replaced in a 40 year time frame and residual works/ risk would still remain. Additional lanes Provision of a cycleway and footpath Transit has considered the provision of cycle and footpaths and believes it is inappropriate to provide these for a number of reasons. In particular there is no connectivity to existing cycle and pedestrian networks. There is also the issue of personal safety. A fourth northbound land The project makes provision for an additional fourth lane for the future lane for the future but not as part of the current project due to the incompatible capacity issues. Urban design and aesthetics Form of structure ‘gateway’ to the city. treatments Transit is a signatory to the urban design protocol and is committed to good and cost effective urban design. Area under the viaduct Transit is considering investigating options for alternatives uses under the viaduct. Height restriction Transit is reviewing the need for Height restriction control once the new structure completes. Pier locations Where they are and what the impacts will be Transit is carrying out on going work on the optimal positions of the piers. The final location of the piers will be based on engineering feasibility, cost, property impacts and aesthetics. The benefits of this project can be summarised as early construction of fourth southbound lane, improved seismic performance, stronger and safer, urban design and sustainability. Project Deliverables: Every project must provide its deliverables during its progress or at the end. The deliverables can either be tangible or intangible and are produced by the project i.e. they are the project’s outcome. (Fox, W., & Walt, G,2007, pg. 277). Below is a list of all the deliverables of the New Market Viaduct Replacement project. The deliverables are accountable for process and maintenance of this project. This list also contains the delivery dates which are also included in the project’s documentation. Majority of these deliverables are provided by VARIOUS consultants working under arrangements, within definitive work scope. ALL deliverables are established in consultation with the relevant stakeholders either internal or external stakeholders. (Kloppenborg, T. J, 2011,pg 305). These deliverables are revised and approved according to the accountability matrix in the Project’s Charter. s.no Deliverable 1 Project geometric design for New Market Viaduct Replacement project.The design is either as a shape file, aimed at network model updates for NZTA Exor, auto cad or in a digital version. Until Exor is updated, RAMM cannot be updated. The deliverable time was as soon as it was available but it also had to be not 3 months later before completion of practical. 2 Structural data i.e. the bridge’s data intended for NZTA BDS (bridge data base system), which enables issuance of permits to over dimension or overweight vehicles. The deliverable time was as soon as it was available but it also had to be not a month later before structure opening. 3 Operational approvals and their situations. The deliverable time is As soon as approved for the operation planning and maintenances and project’s budgeting. 4 Producer statements. The deliverable time is not later than project’s practical completion. 5 Public use certificate. The deliverable time is before project’s structures opening. 6 All assets’ RAMM data which is collected by NZTA trained RAMM data collectors. The deliverable time is a maximum of 1month after project’s practical completion. 8 4thStage Road Safety Audit. Audit carried out not later than 1 month after Practical Completion. The deliverable time is a maximum of 1month after project’s practical completion. Firms responsible for network maintenance and operation advice audit date 2 weeks before the operation. 9 Shared inspections program with network maintenance and operations personnel. The deliverable time is a Minimum of 1 month before the opening of any works’ sections permanently. 10 Maintenances margins and agreements. The deliverable time of the draft should not be later than the project’s Practical Completion. The last draft is a maximum of 3 months after the practical completion. 11 Asset owners’ manual which includes maintenance and operations requirements for compliance certificates code and assets components. The deliverable time of the draft should not be later than the project’s Practical Completion. The last draft is a maximum of 3 months after the practical completion 12 Defects/Snag Lists. The deliverable time is at the project’s Practical Completion and updated and maintained on weekly bases until it is signed off completely by the project personnel. The network operations and maintenance firm prefer digital deliverables and not hard copies.it recommends creation of a suitable, secure and accessible document storage area for the project’s personnel relevant staff from the network organisations and relevant NZTA staff. This will enable; • Timely deliverables deposit, with version regulator • Appropriate personnel to observe improvement on deliverables • Occurrence of simple file transmission, with version control • tracking of deliverable progress against delivery program. A web-based site for document storage will be developed by the network firm if the capital project is unable to maintain this storage. The Project Gantt Chart (Kloppenborg, T. J ,2011, pg. 79). To represent the time the project was to take and the phases it was taking, a Gantt chart was used 2008 2009 2010 2011 2012 PROJECT START Gillies Ave off ramp alignment Gillies Ave Bridge Southbound Gillies Ave Bridge northbound St Marks Rd on-ramp realignment Dilworth pedestrian bridge Construction Fouthlane south Realignment of northbound carriageway south of St. Mark Mt Hobson Rd noise wall Construct new southbound viaduct Deconstruct existing southbound viaduct New southbound viaduct operational-3lane New southbound viaduct operational-4lane New southbound viaduct op-4lane Construction new northbound viaduct Deconstruct existing northbound viaduct. New north bound viaduct op-3lane New north bound viaduct op-3lane Project completion WBS of the project (Buchtik. L, 2010, pg.10) References Buchtik, L. (2010). Secrets to mastering the WBS in real-world projects: the most practical approach to work breakdown structures (WBS). Newtown Square, Pa.: Project Management Institute. Fox, W., & Walt, G. (2007). A guide to project management. Cape Town: Juta. Happy, R. (2010). Microsoft Project 2010 project management: real world skills for certification and beyond. Indianapolis, Ind.: Wiley. Haugan, G. T. (2002). Effective work breakdown structures. Vienna, Va.: Management Concepts. Kloppenborg, T. J. (2011).Contemporary Project Management. Place: South-Western College Pub. Kruger, A., & Seville, C. (2013).Green building: principles and practices in residential construction. Clifton Park, N.Y.: Delmar Cengage Learning. Verzuh, E. (2005). The fast forward MBA in project management (2nd ed.). Hoboken, N.J.: John Wiley & Sons. Read More