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Project Manager : Project Manager Oct Nov 2011
21 www.aipm.com.au Project Manager 5 key lessons Nick Churchill provides the following insights from the Water Corporation’s award-winning project. 1build on past success The shared risk profile of the project incorporated lessons from the first major plant constructed in 2006 in order to ensure technical improvements were as efficient as possible. 2allocate risks to those best placed to manage them In-house management and development of the environmental impact assessment documentation facilitated interaction with the community, regulator and procurement process, and gaining approval in a very short timeframe. 3 arrive at suitable procurement strategies for each asset and risk profile A mix of Competitive Alliance, Design & Construct and Construct-Only strategies allowed Water Corporation to meet varying approvals. 4deal with differences in state and federal environmental impact assessments The first formal assessment by the federal regulator found the detailed footprint approach to be in contradiction with the outcomes- based approach of the State. Direct engagement with this key stakeholder (in this case the federal regulator) and the development of a working relationship has been suggested as a way to avoid approvals delay. 5develop a proactive commissioning strategy A team was put in place to manage the substantial impact of the project on existing operations and assets. Some key achievements using petro-chemical approaches within the water industry have seen the largest pump station the Water Corporation has ever built, commissioned in two weeks. and the requirement for these to overlap and run in parallel with procuring both the plant and the integration assets,” said Churchill. Another hurdle was accommodating the late government decision (June 2008) that the project be assessed by the Federal Department of Environment – something the Water Corporation had not faced before. “The project managers had to deliver detailed information for the federal impact assessment, such as the preferred alliance proponent designs,” explained Churchill. addressing public concern Early planning identified strong community concern regarding the new desalination technology and its potential impact on the environment, said Churchill. “This was made very apparent at the first public meeting, attended by 60 per cent of the population of Binningup,” said Churchill, “and was reinforced by the subsequent rapid formation of vocal action groups.” A Social Impact Assessment was undertaken with local residents. This resulted in a Social Impact Management Plan (SIMP) that was subsequently endorsed by the Community Reference Group prior to construction. The SIMP set out agreed actions for each key impact, which were reported back to the community. As a result, there were fewer than 20 complaints during construction and a local community action group was disbanded on final approval, acknowledging that all key issues had been addressed by the Water Corporation and a better outcome achieved for the community. reaping the rewards This project is now providing water at a decisive time after exceedingly low winter run-off. “This has proved critical to managing the water supply after the driest winter pattern experienced in the south west of Western Australia in 150 years,” Churchill explained. “To deliver the Water Corporation’s largest ever suite of assets, on time and on budget, is something we are all very proud of.” ••• Cover sTorY • The desalination plant has been recognised as a milestone in engineering delivery
Project Manager Aug Sep 2011
Project Manager Dec Jan 2012