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Project Manager : Project Manager Oct Nov 2013
26 Project Manager DECONTAMINATING A TOWN IS NO EASY TASK, BUT MATTHEW DEVENISH MANAGED THE PROJECT THAT DID JUST THAT, WHILE FOSTERING ACCOUNTABILITY AND ACHIEVING TRIPLE BOTTOM LINE BENEFITS. MATTHEW DEVENISH PROJECT MANAGER OF THE YEAR • PROJECT MANAGEMENT ACHIEVEMENT AWARDS 2013 atthew Devenish was project manager on the Esperance Clean-up and Recovery Project from 2009 to 2012. e project involved the decontamination of Esperance, which was contaminated as a result of bulk handling of lead carbonate at the Esperance port. Because of the impact the contamination had on the health of the community and natural environment, the project required careful management of an emotionally charged community and stakeholder group. e clean-up was also of a type and scale without precedent in Australia, with each of the 1700 premises affected to a different degree. is added a considerable level of complexity to the project as it made it difficult to deter mine the scope and cost of the overall clean-up. Devenish overcame these complexities by approaching the project systematically, starting with a trial clean-up of 35 homes that set the precedent for a subsequent 10 rolling stages of clean-up. By breaking dow n the clean-up, knowledge gained at each stage could be embraced and applied to the following stages, providing the team with valuable insights for tackling premises on a larger scale across tow n. To minimise unnecessary clean-up and costs, Devenish developed two innovative processes for identifying levels of lead contamination. ese included comparing lead readings in roof spaces against the premises' distance from the port. is data was then analysed to deliver a set of defining factors that deter mined whether a roof space was contaminated or not. e second breakthrough in the project was Devenish's finding that homes located outside of the contamination zone had a nickel dust to lead ratio of 1:2, while those located inside the zone had a ratio of 2:1. "Matthew was instrumental in developing guidelines, methodologies, processes and procedures across the full scope of the project," says Project Director Wayne Winchester. " is included sampling, data analysis, community and stakeholder engagement, OHS, cleaning, validation, budget, controls and cost analysis." Devenish was able to build a shared team vision of 'total quality' by enforcing 10 guiding strategies for the team to operate by. is team culture and focus on providing an efficient and excellent service to the Esperance community was then maintained through daily meetings, where the team planned the day's tasks and worked through any problems. roughout the project Devenish proved his project management capability, effectively managing upwards of 300 personnel and a highly involved stakeholder group. "Matthew's leadership, communication and negotiation skills were a stand- out performance," says Winchester. "Matthew delivered this project with the full support of his team." Overall the project delivered triple bottom line benefits of a restored environment, sustainable economic stimulus and improved quality of life in Esperance, all within budget. • •• M Photography by: DHP Professional Photography, Esperance ALEXANDRA MIDDLETON
Project Manager Aug Sept 2013
Project Manager Dec Jan 2014