by clicking the arrows at the side of the page, or by using the toolbar.
by clicking anywhere on the page.
by dragging the page around when zoomed in.
by clicking anywhere on the page when zoomed in.
web sites or send emails by clicking on hyperlinks.
Email this page to a friend
Search this issue
Index - jump to page or section
Archive - view past issues
Project Manager : Project Manager Dec Jan 2014
24 Project Manager •CASE STUDIES KEY PLAYERS Jason Harfield, Executive General Manager Air Traffic Control, Airservices Australia Alex Parkin Program Director Airservices, Australia Ian Dodd, Senior Project Manager Radar Systems, Airservices Australia Libby Haydon, Project Manager, Airservices Australia PROJECT: Paraburdoo Secondary Surveillance Radar PROJECT CLIENT: Airservices, an Australian Government-owned corporation providing safe and environmentally sound air traffic control management and related airside services to the aviation industry. SCOPE: To cope with rapidly increasing air traffic in WA's fly-in-fly- out 'Iron Triangle' region, installation of an en route radar system was essential to keep air passengers safe. COMPLETION: October 2012 BACKGROUND BRIEFING In 2009, Western Australia started experiencing unprecedented growth in iron ore mining that brought with it a sharp rise in fly-in-fly-out employees to regional and remote areas. This created the need for a substantial increase in radar sur veillance coverage to manage the growth in air traffic, particularly around the 'Iron Triangle' mining hubs of Paraburdoo, Newman and Boolgeeda. In 2011, the installation of a new radar on Rio Tinto land at Mt Misery in the Iron Triangle was pinpointed as a top priority project. There was a need to work to a substantially accelerated schedule -- that is, halving the normal time of two years set aside for such a project -- to deliver this important safety initiative before the onset of the next wet season, as well as to meet the needs of the expected ongoing increases in air traffic. To add to the pressure, the project would be the first ever installation of Indra's brand new state-of- the-art radar technology, so running side by side with the installation, substantial testing would need to be carried out. The Airservices Standard Project Management Methodology was used throughout this project. As the air traffic operations for the region would be changing, training of air traffic controllers needed to be included in the scope of the project, as well as sur vey and site preparation, communications infrastructure, a backup generator, fuel tank and security fencing. And in what would be a major lesson for the project managers, sometimes-prickly negotiations with Rio Tinto were held throughout the process. Flying high While the site of the Paraburdoo Secondary Surveillance Radar Project, Mt Misery, would sometimes live up to its name, expert project management and strategic thinking meant this project was completed successfully. FIONA BAKER KEY CHALLENGE As the project team discovered, the location of Mt Misery, near Paraburdoo, could at times live up to its name. With a population of only 1600, the small town of Paraburdoo lies 1520km north of Perth. Despite being deemed the best location to provide optimal radar coverage, the remote site presented challenges for the project team, including: • the closest accommodation and freight depot being approximately 100km from the site • being prone to extreme weather conditions. A cyclone occurred just before work began and average temperatures exceed 40°C in summer • the extreme location on a cliff face and difficult terrain • four-wheel drive access to the site on steep, rocky, unsealed roads • site access restricted by Rio Tinto blasting activities nearby Jason Harfield, Executive General Manager Air Traffic Control for Airservices, notes that the project team used "ingenuity and outstanding project management skills" to overcome these challenges.
Project Manager Oct Nov 2013
Project Manager Feb Mar 2014