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Project Manager : Project Manager Oct Nov 2013
TRAINED PERSONNEL BECAME MORE EFFICIENT AS THE PROJECT PROGRESSED, BRINGING THE COST OF QUALITY BACK UNDER CONTROL 16 Project Manager • PROJECT MANAGEMENT ACHIEVEMENT AWARDS 2013 e project team set about progressively refining the cost estimate throughout the course of the project but, given its uniqueness, traditional tools such as e xpert, analogous and parametric estimates were found to be inadequate. Working in unchartered territory, the team established a 'rolling wave' plan to ensure that any knowledge lear nt could be applied in the next stage of the project. e first trial wave involved a clean-up of 35 homes, with a further 10 waves completed over the course of the project. " is helped the team to understand the interdependent relationships between sampling costs and cleaning costs," explains WA Department of Transport Project Manager Matthew Devenish. Based on information drawn from the trial, a schedule was established and a final budget of $25.7 million approved for the project. e unpredictable nature of the work, with each home affected to varying degrees, was still a threat to the team's ability to adhere to this budget. Rather than accept the added costs and unnecessary mobilisation and demobilisation of people and equipment, which the team had done in the early stages, the project employed resource levelling to control costs. Four full-time schedulers were employed to maintain registers of critical activities so that in peak periods, all resources were devoted to critical activities and in the troughs, some were assigned to non- critical activities, such as remediating bushland. "While this approach added overhead costs, it maintained a more stable workforce and retained skilled, trained personnel who became more efficient as the project progressed, bringing the cost of quality back under control," says Devenish. A key focus of the ECRP team was that the project not only provide a world-class solution implemented under a high-quality project management framework, but also that it addressed the expectations and concerns of the community. To ensure these dual requirements were met, ten guiding strategies were established for the team to operate by. " ese were developed in consultation with the team and aligned the project to quality principles such as the voice of the process and voice of the customer," says Devenish. With contamination threatening the health and the homes of the community, the ECRP was a highly emotive project that demanded the project team acknowledge and respond to community feedback. A sur vey of 2300 community members allowed the team to identify the public's level of satisfaction and any areas needing improvement. e results of this survey indicated that 94 per cent of clients were delighted, satisfied or generally satisfied with the service. Only six per cent were disappointed with the ser vice they received. Ultimately, the best way to meet the needs of the community was to complete a swift and The project employed 300 personnel, with an emphasis on training locals.
Project Manager Aug Sept 2013
Project Manager Dec Jan 2014