Alexandra Gardens - Playground Reform and Upgrade Project - Case Study Example

Project: Alexandra Gardens: Playground Reform and Upgrade Project No: 002 File No: 011 Registration No: 120496 Client Alexandra Gardens Boathouse Dr, Melbourne VIC 3004, Australia +61 3 9658 9658 End user: Alexandra Gardens Revenue Generation Department +61 3 9658 9658 Project manager P.K. [Phone] [Fax] Status Budget Target date Risk level Priority Proposed The estimated budget is AUD 200,000, and Alexandra Gardens provides the investment Start date: 1 December 2015 End date: 20th December 2015 Medium 1 Project Details Background to project: Alexandria Gardens, which is located at Melbourne, wish to expand revenue collection through attracting more customers. The current playground does not reflect the current requirements of the park and also the socioeconomic changes of people of Melbourne. Thus, the project is to reform and upgrade the current playground to meet international standards and specifications. Project Objectives The following are the achievements when the project becomes successful: Provide an avenue for rejuvenation Make the environment more attractive Provision of a safe playing space for children under 15 years The client’s objectives for, and details of, the project: Improve the attractiveness of the park Increase revenue generation through increase of number of people visiting the vicinity Complement other services and products offered within Alexandria Gardens Relevant client documentation: Approval documentation from different institutions Authorisation letters and other documentations to accomplish the project Description/Scope The purpose of the project is to reform and upgrade Alexandria Garden’s playground. The project implementers have to adhere to different legal requirements and seek further clarification from Alexandria Garden Project Committee. The project should be completed with a budget of less than AUD 200,000. Estimate ($) The estimation incorporates the cost of labour. The acquisition of a product or materials has incorporated the aspect of human labour costs. The following table summarises budget allocation for the upgrade: Item Estimated Cost (AUD) Hard Construction   Material cost 4,000.00 Site Work 20,500.00 Landscaping services 30,866.00 Water piping 1,000.00 Equipment, furnishings, and fixtures 17,581.00 Flooring, framing and foundation 6,861.00 Sub Total Hard Construction 80,808.00     License Cost and Permits 4,500.00 Soft Construction   Quantity Surveyor, Engineers, Architect 25,000.00 Legal fees 9,000.00 Landscaping designing 16,000.00 Fees 7,000.00 Playground Planning 14,000.00 Sub Total Soft Construction 71,000.00     Contingency 16,000.00 Total Estimated Cost 172,308.00 Stakeholders The following are the stakeholders who will be affected or have influence on the project: Stakeholders Role and Responsibility Government agencies Provision of appropriate documentation and guidance to adhere to the stated Australian standards and components of NCC. In addition, the stakeholder provides the permits and licensing, which are important in operating the playground. Community The community has an interest in the use and impact of the project on the environment. The engagement of the community is important because it determines the success of the project. Financial institutions The project requires funding and engagement with financial institutions will result in allocation of resources to address the construction requirements Insurance companies Different forms of insurance are required during the development period and during management of the project. Resources The section discusses the project team and their respective roles in completing the project. It addresses the materials and equipment, consultants and other external resources. Resources Details Details Human resource Working hour The employees tasked with the completion of the project should work a maximum of 8 hours per day. However, the workers can extend the working time through official communication. Equipment Use of the different tools including electrical power tool and pneumatic power tool The usage of the tools from Monday to Friday should be before 7 am and after 8 pm. On Public Holidays and weekends, these tools and equipment should be used before 9 am and after 8 pm. Material Comparable hard surfacing material, bricks and concentrate The quality should be considered, and the significance towards the construction should be factored Material Pressure treated wood The wood should not contain CCA chemical because it is harmful towards health Consultants Engineers, surveyors and other experts The consultants will continue advising the workers on the construction and development approaches. Government Agencies Local authority, licensing offices The project management has to seek advice and directives from different government institutions. Utility companies Electricity, water, and others The project management should be continually engaging with the different utility companies to ensure services are provided within the shortest time possible. Project Factors Risks & Proposed Responses Risks are inherent in any development and measures should be in place that defines the risk and identifies the mitigation approaches. The following are the risks and mitigation approaches in fulfilling the requirements of the project. Risk Probability Impact Mitigation Approaches Failure to complete the project Low High The project is based on milestone dates, and these milestones are reviewed weekly to ensure the plan is on the right track Insufficient budget Low High The relevant departments such as the quantity surveyor will keep the team updated on the use of financial resources Climatic changes and challenges to human resources e.g. sickness Medium Medium The employees will be required to wear masks and other protective clothing. Frequent information will be obtained from metrological department to align the processes Availability of skilled workers Medium High The workers already recruited have the prerequisite skills Insufficient supply High High Cooperation and effective communication with different service providers and suppliers Permits and access to other documentations Low Medium Already, the governmental institution has been engaged Environmental impact Environmental Assessment has been done to determine the impact of the project on the environment and ecosystem. The environmental assessment has been done to target the construction period and future use of the playground. The different forms of pollution, such as noise and water have been addressed through using the equipment in a controlled manner. During construction, the noise is suppressed while the runoff water is treated before been released to the environment. Frequent auditing to identify the significance of the project to the environment will be done to ensure environmental requirements are championed. OH&S Occupational Health and Safety requirements have been addressed. The components incorporated include the provision of protective clothing. The employees will also be trained and informed of the challenges and complications, which may occur during implementation of the project. The site is also protected, and dangerous materials are stored differently. The requirements of health and safety have been encouraged by the presence of emergency team at the site. Moreover, the project management team has engaged local emergency and can be called easily if any challenge arises. Communications The following table summarises the communication plan: Who When How Role Project Manager Engage with different stakeholders before starting the project Through Email/ face to face communication To guide the upgrading process through bringing together the stakeholders and processes Experts/Consultants During the design period Face to face communication and technological communication Design the facility and ensure the project is completed based on statutory requirements Government Agencies Before starting the project and throughout the lifeline of the project Documentation, email and face to face communication Ensure the project benefits the community and does not negate the community processes and expectations. Employees and workers Before and during the project implementation Face to face and paper-based communication Understand the requirements of the project and expectations of the project Utility and financial companies Throughout the span of the project and a continuous relationship Email communication and face to face communication Provide services that are crucial to the accomplishment of project deliberations Community and marketing Before the project and continuous communication Through the media Update on the progress of the project, significance of the project and benefits to the community Property Adjustments and Utility Adjustments Minimal adjustments will be witnessed. The current structures at the playground will be removed while others will be upgraded to reflect the development requirements. In addition, restructuring the utility will be required to conform to the changes. Handover Checklist The success criteria will be used to determine the success of the project implementation. Some of the components include meeting budgetary allocation, environmentally based requirements, time and human resource requirements. Therefore, the checklist aims to review the numerous processes associated with project completion. Milestones Deliverable Date completed Plan Actual Comments 1. Submission to Local Authority 1. 11. 2015 2.11.2015 Delay were due to some missing papers 2. Obtain Water Approval 15.11.2015 14.11.2015 The approval was obtained within time 3. Obtain Signboard and Hoarding Approval 10.11.2015 10.11.2015 The approval was obtained within time 4. Depositing architectural designs and landscape design 16.11.2015 15.11.2015 The deposition was done earlier to since the messenger had additional duties to accomplish 5. Landscape design approval 20.11.2015 21.11.2015 The approval department secretary was not around and request that she will provide the approval documents one day later APPROVALS Prepared Design of the playground and other architectural designs Accepted Accepted Date November 20, 2015 Date November 26, 2015 Document Revision History Version Date Prepared Change details Initial issue 26th November 2015 Revision 1 Revision 2 Add rows as needed References Chan, D. W., Chan, A. P., Lam, P. T., Yeung, J. F., & Chan, J. H. (2011). Risk ranking and analysis in target cost contracts: Empirical evidence from the construction industry. International Journal of Project Management, vol. 29, no. 6, pp. 751-763. Cheung, E., Chan, A. P., & Kajewski, S. (2012). Factors contributing to successful public-private partnership projects: Comparing Hong Kong with Australia and the United Kingdom. Journal of Facilities Management, vol. 10, no. 1, pp. 45-58. Johnstone, R., Quinlan, M., & McNamara, M. (2011). 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