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Project Manager : Project Manager Dec Jan 2014
www.aipm.com.au Project Manager 25 WHAT IS IT? Secondary sur veillance (or en route) radars are used for long-range air sur veillance, tracking out to 250 nautical miles. The radars detect aircraft positions from the ground to upper-level airspace (above 25,000 feet) and determine their altitude, course and speed. Process PMBOK principles underpinned the entire process. Of particular importance with this project -- given its fairly immovable deadlines, tight budget, the di culties that a remote work site presented for sta and its end use in air safety -- were time, quality, cost and human resource management. e use of parallel activities -- Indra and Airser vices were involved in a similar project in Mount Sandon, Victoria -- enabled Paraburdoo to share resources and use information that Mount Sandon had already collected. Other time management measures were identi ed and taken; as a result, the radar at Paraburdoo was completed in record time. Quality management was a critical aspect of this project, particularly considering that the installation was the rst of its type in Australia and the aggressive schedule held little room for error. A major factor in achieving an outstanding result was to ensure all stakeholders had a clear understanding of how critical the implementation of new technology was, and how the radar would meet the requirements for increased sur veillance in the Pilbara region. e use of parallel activities with Mount Sandon proved to be a major cost saving and, as Airser vices has noted, proof of the "success that can be achieved by strong project management, organisational skills and innovative thinking". With tight parameters and di cult conditions at Mt Misery, it was evident that a dedicated team would be paramount to ensuring the success of the project. "No one [working on the project] would accept that the project could run even a day late," according to Airservice's submission to the 2013 Project Management Achievement Awards. "So those working on the critical activities at the time were fully supported by the others." Outcomes ere have been many positive outcomes for the project team to hang their collective hats on -- and none more impressive than the fact that the installation of the Paraburdoo Secondary Sur veillance Radar was achieved in record time and $1 million under budget. While most of the actual outcomes achieved were identi ed in the planning stages of the project, there were also other bene ts not planned in the early stages that were realised as the project was rolled out. As the rst successful installation of new Indra radar technology, it has paved the way for installation and upgrades at 11 further Australian sites. e project has also set a high standard for radar technology to ensure passenger safety. A DEDICATED TEAM WOULD BE PARAMOUNT TO ENSURING THE SUCCESS OF THE PROJECT " is project is one of a number of projects that are setting new standards in our performance," says Jason Har eld, Executive General Manager Air Tra c Control at Airser vices Australia. It was far from smooth sailing, however, due to the physical location of the radar installation at Mt Misery, as well as some di culties in the relationship with landow ner Rio Tinto. In review, appointing a dedicated Relationship Manager could have helped better manage the critical stakeholder relationships and ensure that all parties took into account each other's requirements from the beginning. at aside, Libby Haydon, Airser vice's Project Manager for Projects and Engineering, believes that the success of the project laid the success of the project squarely at the feet of the people who worked on it. " e entire project team worked with professionalism to deliver the radar in a shorter timeframe than ever before. e success of the project is their success," she explains. ••• PMAA 2014 As an outstanding example of project management leading positive change, the Paraburdoo Secondary Surveillance Radar Project won the national Project Management Achievement Award in category three: Defence and Aerospace in 2013. Entries for the 2014 Project Management Achievement Awards will open in early 2014. To find out more about how to enter an outstanding project or individual for these awards, contact AIPM. W: www.aipm.com.au E: email@example.com T: (02) 8288 8700
Project Manager Oct Nov 2013
Project Manager Feb Mar 2014