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Project Manager : Project Manager Oct Nov 2012
www.aipm.com.au Project Manager 23 www.aipm.com.au Project Manager 23 QUALITY OPTIMISATION CBH GROUP The CBH Group cooperative developed Quality Optimisation (QO) to meet wheat grower demands for an individual grain quality averaging system. Its foundation is a web-based software package enabling growers to blend their wheat loads post- delivery and take advantage of the overall quality profile of their grain. By using the QO portal, growers’ harvests could be brought in more quickly with less equipment and manpower, representing considerable cost savings. The extremely complex project performed well, saving $987,907 on the original operating and capital budget. The project covered wheat for the 2011/12 harvest across the entire WA network, with a potential impact on 4700 grain growers. It involved development of the software, development and implementation of information communication technology systems changes to support the QO in the business, a supply chain quality implementation plan and a chain management plan. The 960 growers who participated in the post-harvest grower survey reported an average benefit of $4.18 per tonne over all wheat tonnes being reported. Growers saved an average of 6.1 hours of farm labour on their overall harvest time, and an average of 10.5 hours on on-farm blending activities. QO was one of the first projects in CBH to adopt an iterative approach to software development. This approach is now being used throughout CBH. ROYAL AUSTRALIAN NAVY – RETENTION AND MOTIVATION INITIATIVE RAYTHEON AUSTRALIA In 2005, the Royal Australian Navy (RAN) had a growing pool of pilots, aviation warfare officers and aircrew who had completed initial rotary training and were awaiting conversion to operational aircraft. Motivation was being lost because of delays and the fact that they were being assigned non-flying tasks. As a result, some elected to either transfer to other services or leave. The Retention and Motivation Initiative (RMI) was proposed to provide a transitional flying capability for aircrew so they could retain and enhance their basic skill sets as they waited for a posting to operational flying training on frontline Navy helicopters. In 2006, Raytheon was appointed to provide suitably configured helicopters, supported by the necessary maintenance, engineering and spares to enable the helicopters to fly for 1500 hours per annum. The project management, engineering, maintenance and integrated logistic support to ensure the safety and availability of the helicopters for Navy use were also part of the project. Despite the complex aircraft agreements, a tight schedule and restricted budget, the project successfully enabled the RAN to achieve its goal of retaining aircrew and enhancing their flying skills. ADELAIDE CENTRAL REINFORCEMENT PROJECT ELECTRANET The $190 million Adelaide Central Reinforcement (ACR) project is South Australia’s first hybrid-design indoor substation. Located at Keswick Terminal, the 275/66kV City West substation secures the electricity supply to Adelaide CBD and surrounds. Materials for the substation were selected based on their high sustainability rating. In addition to the substation, a water detention basin was built to capture stormwater onsite from both the substation and the adjacent Keswick carpark areas. Keswick Terminal substation is supplied with high-voltage electricity from Torrens Island via a new, 18km, 275kV underground electricity transmission cable. In turn, the transmission cable is connected to a statewide communications network via an underground 23km fibre-optic cable from the substation to both Torrens Island and ElectraNet’s control centre. An underground line minimised long- term impact on residents, and ongoing performance is monitored. The project included construction of a combined pedestrian/cycle/cable bridge across the Torrens River, donated by ElectraNet to Adelaide City Council and designed to complement the environment. Working with local suppliers and contractors wherever possible, ElectraNet delivered the project two weeks ahead of schedule and to budget. Since December 2011, the assets have been in full operation, with uninterrupted electricity delivery. PROJECT MANAGEMENT ACHIEVEMENT AWARDS 2012
Project Manager Aug Sept 2012
Project Manager Dec Jan 2013