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Project Manager : Project Manager Oct Nov 2013
www.aipm.com.au Project Manager 17 successful clean-up. Implementing a plan-do- check-act cycle for every action undertaken ensured the quality of project processes. Each morning the team would hold a toolbox meeting to plan the work ahead and discuss in detail any variances in the previous day's activities. ese variances included challenges in taking a particular sample dow n, or finding a dangerous dog in a client's backyard. Because timely and robust discussions followed these meeting, they resulted in excellent, collaborative decisions. "Removing lead from carpets, for example, proved to be a particularly vexing problem," Devenish says. "But through many months of persistence and recursive cycles of plan- do -check-act, the team finally documented a reliable, proven methodology." As a final quality check, a two-year sentinel monitoring program was implemented to verify that the ECRP had been effective and ensure no re-contamination occur red. e project, which wrapped up last year, has cleaned up Esperance and provided a proven methodology for future projects of this type. " e lead contamination of the Esperance tow nsite was without precedent worldwide," says Winchester. " e ECRP has developed a set of documented guidelines, processes, procedures and methodologies that would greatly assist any project of this type in the future." The people Over the life of the project more than 300 personnel were employed, with an emphasis on recruiting through local labour-hire firms. While this allowed the project to quickly adapt to changing resource requirements, drawing from a limited employment pool meant that very few employees had any prior environmental sampling or clean-up experience. To overcome these challenges, the project management team adopted seven strategies to organise, manage and lead the project team: • Plan, justify and properly fund every position on the project. • Induct, train and ofer ongoing personal and professional development to motivate staff on the job and offer prospects for future employment. • Develop a challenging and attractive vision to sustain the team through the long haul. • Protect the health and safety of all project personnel. Professional risk-management facilitators were engaged to protect employees from risks associated with exposure to lead, working at heights and replacing insulation. • Create better decision-making through constructive debate, assumption busting, fact-finding and behavioural awareness at mor ning toolbox meetings. • Promote staf wellbeing and sense of belonging through rewards and celebrations of successes and milestones. • Perform project health checks at regular inter vals to ensure that all of the above was being done and continuously improved. Outside of the obvious positive environmental outcome, the ongoing return on investment in staff training and development is one of the greatest benefits of the project. " e financial benefit of wages flowing back into the community alone was substantial, but the social benefits of transferable work experience, skills, qualifications and a great sense of community service and achievement should provide sustained returns to the Esperance community for many years," Devenish says. Recognised for its innovation at both national and international levels, the ECRP successfully fulfilled its two key imperatives: to deliver a robust, technically justifiable and comprehensive clean-up of lead contamination, and to re-establish the support and trust of the people of Esperance. " e ECRP erased the scar of lead contamination from Esperance and the project reinvigorated tourism in the area," Winchester says. "It allowed the community to move on from the stigma that had been attached to the pristine coastal tow nsite.” • •• MEASURES OF PROJECT SUCCESS PEOPLE. The project employed hundreds of local people, providing training, skills and transferrable qualifications that increased their future employment opportunities. PL AN ET. The environmental contamination has been removed and no longer poses a risk to the health of the Esperance community. Many residents who moved away because of the contamination have now returned. PROFIT. Adhering to the government's 'buy-local' policy, the project injected approximately 80 per cent of the budget, or $20 million, back into the community. CRUNCH THE NUMBERS 300 PERSONNEL were employed throughout the life of the project The project cost $25.7 MILLION 2300 home and business owners were directly affected by the CONTAMINATION $20 MILLION was injected back into the community.
Project Manager Aug Sept 2013
Project Manager Dec Jan 2014