EnergyAustralia Office Relocation Project - Report Example

PROJECT PORTFOLIO Name: Course Professor’s name University name City, State Table of Contents 1 Introduction 3 1.1. Overview 3 2 Negotiations of project objectives and timelines 3 3  The main roles and responsibilities 3 4  Quality assurance goals and strategies 5 5 Monitoring and reporting arrangements  7 5.1 Targets and milestones were established 7 5.2 Reporting 8 6 Risk management plan for the project 8 7 Legislative requirements 10 8 Resources for the project 10 9 Communication strategies established within the project 10 9.1 Project Communication and Reporting 10 9.2 Meeting 11 9.3 Interface management 11 10 Documents and checklists used throughout the project 11 11 Contingencies encountered during the project 11 12 Monitoring Progress of Project 12 13 Expenditure and resource usage through the project 13 1. Financial Summary (all figures exclude GST) 13 14 Areas where Project manager coached or mentored any of the projects Team 14 15 Systems, records and reporting procedures maintained in the project 14 16 Evaluation of project outcomes 14 17 Recommendations for improvement from this project 16 18 Documentation was involved in the sign off of this project 16 1 Introduction 1.1. Overview The project was for the relocation of EnergyAustralia offices to Geelong. The project aimed at establishing a new call customer service call centre in the region. The project also sought aadditional space for recruitment and training to facilitate accelerated capability with an option for additional ongoing consultant seats. Initially the company had endorsed the proposed interview and assessment spaces. Space for 2 training rooms, rather than the requested 3, had been identified with a small reception and breakout area. There were no suitable spaces available for a third training room. The project was executed in two sites. The first site in Geelong was expected to be opened by July 2014, while the second site was be opened by August 2014. 2 Negotiations of project objectives and timelines Tender for building works was ready for release on 21 February, with a close date of 21 March. The revised centre was to be opened on7 July 2014. EnergyAustralia was the client for this project The subcontractors were; Capex and Opex Mill Park made outsourcing arrangement as the consulting firm. In the project, The Uniting Church (NSW) Trust Association Ltd/The Uniting Church in Australia Property Trust acted as the Landlord. 3  The main roles and responsibilities In this project, EnergyAustralia entered into negotiations with the Landlord, The Uniting Church (NSW) Trust Association Ltd/The Uniting Church in Australia Property Trust (Q) to lease Levels 3 (half floor), 4, 5 and 6, 525 Flinders Street, Melbourne. The negotiations were be headed by the Energy Australia’s Legal team representative, headed by the following personnel: Megan O’Brien EnergyAustralia Corporate Lawyer Jane Falconer EnergyAustralia – Procurement Rob Casauria EnergyAustralia Facilities Manager The building and renovation team was be headed by the following personnel: Roles and responsibilities Item Responsibilities and tasks assigned Responsible 1.1 AUDIO VISUAL - Meeting with KLM, EnergyAustralia, ITC & SCH to review A/V Spec & Functionality. - An Equipment schedule wasto be issued regarding AV Equip EA & Schiavello 1.2 HYDRAULICS - As discussed a changeover of the Water Fountains unit to a Zip Unit wasto be implemented. Cardno to Revise Dwgs. PTID to revise Schiavello 1.3 SECURITY - Penetration Shop Drawing to be submitted. - Security Panel wasto be located on Level 3 CommsRoom - SMS Alarm RFI to be issued, no security SMS system Specified? Schiavello & EA Schiavello Schiavello 1.4 PARTITIONS/DOORS/PAINTING - Curved Walls to Pods to change to an angle wall with butt join to be decided. Schiavello 1.5 MECHANICAL - Crac Units Ordered (Lead time TBC) - PAC Units (Leadtime TBC) - Shop Drawings to be submitted and signed off. Schiavello Schiavello 1.6 SIGNAGE - Artwork being finalized by PTID (Was need by the end of September 2011) PTID 1.7 OPERABLE WALLS - Samples to be signed off by PTID. PTID 1.8 WORKSTATIONS - No Issues. Schiavello 1.9 CEILINGS - No Issues. Schiavello 2.0 BLINDS - No Issues. Interdrape 2.1 FLOORING - Access Flooring – Tasman (2 weeks) - Carpet & Flooring Schiavello 2.2 ELECTRICAL - There wasa common riser through the Comms Room - Schedule of lighting fitting to be submitted. - Slab Penetration shop drawings to be submitted. Schiavello 4  Quality assurance goals and strategies The project established planned and systematic approach to quality management for the project, focused on deliverables project outcomes that were fit for purpose and met or exceeded project requirements. Measures that were put in place included: the recruitment of adequate and suitable qualified personnel the provision of effective methods, tools and materials Proper documentation of the process and communication reports was be well documented Certain quality control activities were included in measuring, analysing, reporting and, in case of adverse trends, adjusting work process performance as necessary. The QA/QC Manager prepared an integral Quality Plan which, after approval by Client's Representative, was used to prepare detailed Quality Plans addressing specific quality requirements during engineering, procurement and construction. These also apply to the subcontractors and suppliers The plan also defined the requirements and processes for quality management on the project and was be the principal mechanism for ensuring compliance and consistency of completed work on the project. The management plan included the following: Responsibilities Best practice Continuous improvement Procedures Standards and codes The quality control plan also contained the procedure to control Work Processes. All construction work was controlled through a site based quality control plan. The key elements of the plan were: Compliance with specifications Conformance to the scope of work Inspection and testing . 5 Monitoring and reporting arrangements  5.1 Targets and milestones were established The project was be management based on the timelines stated in the approved project schedules shown in the figure below Figure 1: Project Schedule The bar chart shown in figure 1 above gives the critical to the successful execution of the works 5.2 Reporting The primary purpose of project reporting was to provide the stakeholders with a clear understanding of the progress being achieved and actions being undertaken to achieve the project outcomes. Project reporting was conducted at two levels, namely: Within the project team: The nature and frequency was be determined by the project manager. To the Client: A formal written report was produced monthly with informal reporting as required. Reporting focused on the following key areas: Physical progress Cost status Programme status Safety and Environment Other project highlights and issues 6 Risk management plan for the project The risk management process involved isolating, analysing and responding to project risk. Largely, it aimed at optimising the effect of positive issues minimizing the effect of negative issues. The risk management process focused on the following key areas: Commercial risk (cost and time) Safety risk Environmental risk Some of the key risks and issues Name Description Risk Impact Risk Rating Mitigation Action Geelong: R.03 - Back up power cost The generator to provide 100% back up power may cost more than the $300k budget provision. May not be able to absorb additional cost. Currently specified as gas generator, may need to be re-specified as diesel to reduce cost. Medium Building tender to provide competitive pricing. Reduce specification to support less than 100% of the consultant seats. Low Geelong: I.22 - Building Tender Delay The Geelong builders tender was due to commence 4 Feb. The current expectation regarding a general accommodation communication has been further delayed and was now expected to be 21 Feb. This issue pushes back the schedule by 3 weeks. Opening date of Contact Centre has been pushed back from 16 June to 7 July. Critical Endeavours was be made to reduce the delay i.e. weekend work I.23 - Additional accommodation scope Retail have requested extra space at Geelong. Recruitment have requested an assessment room and 5 interview rooms to be available before the main floor was scheduled to be completed. Retail have also requested moving approximately 60 CIC and Customer Advocacy seats from Flinders St. to a new location in the CBD. New requirements were incur additional costs to the project and potential delay to the schedule. Critical Leasing extra space in the Geelong building has been negotiated. A supplementary investment proposal was be prepared to address these late requirements. Geelong: I.26 - Back up power space The plant room was not large enough for the required UPS and Generator. Council was not approve location in car park. Need to assess if there was suitable space in the basement. May not be able to provide 100% generator back up power. Critical Work with landlord and engineers to find a suitable location within the basement and car park area. 7 Legislative requirements Mill Park sublease contract Building codes in Australia Occupational health and safety act, Australia Environment Management Act, australia 8 Resources for the project 9 Communication strategies established within the project 9.1 Project Communication and Reporting ENERGYAUSTRALIA Project Manager in consultation with the Documents Control department established the following communication and reporting procedures: Correspondence handling procedure Document handling procedure. Project name and code number Project organization Project procedure Scheduling of meetings ENERGYAUSTRALIA defined or confirmed the rights and obligations of its management team members as well as for the Clients’ representative regarding contractual and technical matters. The following principles were to apply regarding contractors staff members: - 1. All contractual matters were discussed at project manager levels. 2. All technical matters was be discussed at the level of the project manage and / or project engineers and or disciplines under the supervision and responsibility of the project manager. 3. All matters related to site organization and activities were being discussed at the site manager level under the supervision of project manager. 9.2 Meeting Until the Time of Completion, ENERGYAUSTRALIA held regular progress meetings amongst its team and between the Client's Representative and the Consultant at an identified location within the site .The Client or the Clients’ Representative were to be present at these meetings in addition to any other party required for the Works to be completed. ENERGYAUSTRALIA project manager was responsible for convening and reporting of such meetings. 9.3 Interface management ENERGYAUSTRALIA was to be present in the interface meetings held between the Client, Client’s Representative, the Contractor(s) for the supply, building and renovations, and any other party that was required for the completion of the Works. Such meetings was be was be organized by The Clients’ Representative 10 Documents and checklists used throughout the project Some of the documents used in this project are: i. Project proposal ii. Project Execution Plan iii. Resource allocation plan iv. Risk management plan v. Environmental management plan vi. Lease agreement vii. Financial transaction documents viii. Inspection reports 11 Contingencies encountered during the project Weekend work was used in catching up with the delayed scheduled. If occupancy was delayed beyond November 2011, and with pending deployment of Project Odyssey, there was the potential for a significant degradation of the Call Centre Service Level and thus customer experience. To counter this the following steps were taken: i. The critical path for IT connectivity activity was reviewed and implemented by our existing suppliers (eg. Optus, etc) and prioritised activities that supported communications requirements. ii. Due to the long lead time for the initial optic fibre data connection, separate approval was sought via the Investment Committee. The costs are $150k Capex and $1,280K Opex over five years. 12 Monitoring Progress of Project The construction work was being staged to achieve the following goals: i. To ensure that the project deliverables are achieved with no delays ii. Tender for building works was ready for release on 21 February, with a close date of 21 March. The revised centre opening date was7 July iii. All activities are carried out within the approved budget 13 Expenditure and resource usage through the project 1. Financial Summary (all figures exclude GST) Capex Item 2011 $000’s 2012 $000’s 2013 $000’s 2014 $000’s 2015 $000’s 2016 $000’s Total $000’s Building Fit Out 5,799 0 0 0 0 0 5,799 Information Technology & Services 2,893 200 30 0 0 0 3,123 Total 8,692 200 30 0 0 0 8,922 Opex Item 2011 000’s 2012 000’s 2013 000’s 2014 000’s 2015 000’s 2015 000’s Total 000’s Building Lease (includes rates, cleaning, waster services) 65 520 1,115 1,085 1,152 1,678 5,615 Building Maintenance and Operating 13 76 82 86 90 94 441 Information Technology & Services 201 1,231 1,277 1,277 1,288 1,289 6,563 Total 279 1,827 2,474 2,448 2,530 3,061 12,619 Total Capex & Opex 2011 000’s 2012 000’s 2013 000’s 2014 000’s 2015 000’s 2015 000’s Total 000’s Total 8,971 2,027 2,504 2,448 2,530 3,061 21,541 The above figures include costs of $150k Capex and $1,280K Opex over five years to provide dual data connection via optic fibre. Due to the lead time of approximately 3 months to establish the first optic fibre connection to the site, early funding wasbeing sought via the Investment Committee in August. 14 Areas where Project manager coached or mentored any of the projects Team As a way of realising a common drive among the project team, the project manager introduced some of-the-cuff interaction meetings aimed at familiarising everyone with the project goals. He also managed to set a communication plan for the entire project. This was meant a long way in eliminating any overlapping of powers and responsibilities and thus minimizing conflicts among the employees. Another key thing was that the project manager trusted his team. In situations where particular individuals lacked proper technical skills, the project manager turned this into an opportunity for training. 15 Systems, records and reporting procedures maintained in the project Document Control Project documentation was managed primarily by the documents controller under the QA/QC Manager in consultation with the Project Manager. All documentation and correspondence in the project were uniquely identified and in English Language The documents controller established document distribution arrangements The Document controller ensured that first and subsequent issues of Contractor documents were reviewed, checked and approved by the project manager The document controller also maintained a project document management system that has the following key features: All documentation was retained for the life of the project. Controlled documents are clearly identified. Documentation of ongoing interest to the Client were identified and retained. Each file contains records and documents required by project procedures and correspondence. Each file was identified by the package or function number. Each work package or function has a file. Hard copy files must be backed up by secure electronic files. 16 Evaluation of project outcomes Processes and outcomes assessed in the Project In this project, evaluation was continuously done on the status project deliverables. This included the progress of creation of additional space, and other interdependent activities such as electrical works, security. Organization Name: ­­­­­­­­­­­­­­________________________________________________ Measurable Outcome(s) Timeline Evaluation Measures Staff Responsible Release of Tender for building works By 21st February 2014 Geelong Project Manager Preparation of Lease documents Legal team representative Preparations of building designs April 2014 Approval of design drawings Site engineers and site agents Procurement of supplies May 2014 Purchasing of specified Items Procurement officers 17 Recommendations for improvement from this project Although the project was highly successful, there was some performance issues pointed during and after the project. Some of the highlighted proposals by general employees and managers were Promotions of an enhanced leadership oversight and engagement Oversight of the project to be carried out at various levels and not just at the management levels. In one of the proposal, it was pointed out that the best placed person to give proposals on improvement was the executor of the tasks i.e. the worker. Therefore management should not disregard his opinion on matters concerning daily work Evaluate and identify measures that maximize the interaction and partnership with other companies within the same project. Develop and put in place a consistent risk management program that amalgamates the phases of risk identification, risk measurement and capability tracking during the entire project duration. 18 Documentation was involved in the sign off of this project Following practical completion, the works was handed over to the Client for operational purposes. A handover certificate was be prepared and signed by the project manager for acceptance and sign-off by the client. The QA/QC manager was submitted all technical reports, testing laboratory reports to Client's Representative for verification of materials and processes adopted in the project as per specification. Read More

The management plan included the following: Responsibilities Best practice Continuous improvement Procedures Standards and codes The quality control plan also contained the procedure to control Work Processes. All construction work was controlled through a site based quality control plan. The key elements of the plan were: Compliance with specifications Conformance to the scope of work Inspection and testing . 5 Monitoring and reporting arrangements  5.1 Targets and milestones were established The project was be management based on the timelines stated in the approved project schedules shown in the figure below Figure 1: Project Schedule The bar chart shown in figure 1 above gives the critical to the successful execution of the works 5.

2 Reporting The primary purpose of project reporting was to provide the stakeholders with a clear understanding of the progress being achieved and actions being undertaken to achieve the project outcomes. Project reporting was conducted at two levels, namely: Within the project team: The nature and frequency was be determined by the project manager. To the Client: A formal written report was produced monthly with informal reporting as required. Reporting focused on the following key areas: Physical progress Cost status Programme status Safety and Environment Other project highlights and issues 6 Risk management plan for the project The risk management process involved isolating, analysing and responding to project risk.

Largely, it aimed at optimising the effect of positive issues minimizing the effect of negative issues. The risk management process focused on the following key areas: Commercial risk (cost and time) Safety risk Environmental risk Some of the key risks and issues Name Description Risk Impact Risk Rating Mitigation Action Geelong: R.03 - Back up power cost The generator to provide 100% back up power may cost more than the $300k budget provision. May not be able to absorb additional cost.

Currently specified as gas generator, may need to be re-specified as diesel to reduce cost. Medium Building tender to provide competitive pricing. Reduce specification to support less than 100% of the consultant seats. Low Geelong: I.22 - Building Tender Delay The Geelong builders tender was due to commence 4 Feb. The current expectation regarding a general accommodation communication has been further delayed and was now expected to be 21 Feb. This issue pushes back the schedule by 3 weeks. Opening date of Contact Centre has been pushed back from 16 June to 7 July.

Critical Endeavours was be made to reduce the delay i.e. weekend work I.23 - Additional accommodation scope Retail have requested extra space at Geelong. Recruitment have requested an assessment room and 5 interview rooms to be available before the main floor was scheduled to be completed. Retail have also requested moving approximately 60 CIC and Customer Advocacy seats from Flinders St. to a new location in the CBD. New requirements were incur additional costs to the project and potential delay to the schedule.

Critical Leasing extra space in the Geelong building has been negotiated. A supplementary investment proposal was be prepared to address these late requirements. Geelong: I.26 - Back up power space The plant room was not large enough for the required UPS and Generator. Council was not approve location in car park. Need to assess if there was suitable space in the basement. May not be able to provide 100% generator back up power. Critical Work with landlord and engineers to find a suitable location within the basement and car park area.

7 Legislative requirements Mill Park sublease contract Building codes in Australia Occupational health and safety act, Australia Environment Management Act, australia 8 Resources for the project 9 Communication strategies established within the project 9.1 Project Communication and Reporting ENERGYAUSTRALIA Project Manager in consultation with the Documents Control department established the following communication and reporting procedures: Correspondence handling procedure Document handling procedure.

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