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Project Manager : Project Manager Oct Nov 2013
22 Project Manager REGIONAL & SUSTAINABLE PROJECTS PROJECT: Esperance Clean-up and Recovery ORGANISATION: Western Australian Department of Transport The Esperance Clean-up and Recovery project was launched in 2008 by the Western Australian Government to clean up lead contamination in Esperance town. The contamination was the result of bulk handling of lead carbonate at the Esperance Port between July 2005 and March 2007. The contamination had impacts upon the health of the community, natural environment, rainwater supplies, home-grown food and local seafood. Many locals moved away from the town in fear of their health, and news of the contamination heavily affected local tourism. The project involved the clean-up of 1775 homes and businesses, as well as the implementation of a sentinel-monitoring system to ensure no recontamination occurred. The project incorporated a trial clean-up of 35 homes on which a subsequent 10 'rolling' stages of clean-up were modelled. Because of the variation in the level of contamination between premises, the project team faced great difficulty costing and scheduling the project. Considerable time was also devoted to managing an often emotional and volatile community who were pushing for the project to be completed ahead of schedule. Despite these challenges, the project satisfied all its objectives on time and within its $25.7m budget, including injecting $20m back into the Esperance community. This project also won National Project of the Year. Turn to page 14 to read more about why it impressed the judges. • PROJECT MANAGEMENT ACHIEVEMENT AWARDS 2013 DEVELOPMENTAL PROJECT: Greta Train Support Facility ORGANISATION: Pacific National The Greta Train Support Facility was constructed to meet expanding operational needs in the Hunter Valley. The construction of the Facility began in 2011 and included five new 2000m train tracks, a provisioning shed, wagon maintenance facilities and ancillary facilities that included 900,000 litres of fuel storage. The project faced roadblocks in the form of adverse weather conditions and hard rock, which impacted negatively on the budget. However, tactical modifications to the project team structure and communication strategies allowed the team to recover from the setbacks. Heritage and environmental factors also had to be carefully managed by the project team to ensure maximum buildability and minimum impact to schedule. Client representatives were also consulted to identify potential risks and hazards, with the aim of eliminating them while staying on budget. The brief given by Pacific National was for a train support facility that delivered functionality to support the new way of maintaining trains. To ensure the team implemented the most innovative design possible, the project team visited several operating train support facilities to learn what worked best and what they would do differently if they had the chance. As a result of the successful completion of the project, operational efficiencies have been significantly improved to the extent that Pacific National will need fewer trains in the future to haul the same amount of freight, which will save the business over $50m for each train where no purchase is now required. The project injected $100m into the Hunter Valley economy and created 550 full-time jobs during the construction period, with 30 new local jobs at the operational facility. CATEGORY CATEGORY 67
Project Manager Aug Sept 2013
Project Manager Dec Jan 2014