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Project Manager : Project Manager Feb Mar 2014
24 Project Manager KEY PLAYERS MILIND KUMAR Project and Operations Director, ADP, SA Water BRETT NILSEN Senior Project Manager, Design- Build-Operate- Maintain contract, Aurecon DAVID FAREWELL Infrastructure and Associated Works Contract, Nova Systems MAURO FARINOLA Senior Commercial Manager and Deputy Project Director, SA Water CHITRA RAJU Service Delivery Manager, SA Water STEVE MILNER Project Controls and Reporting Manager, Nova Systems JEMILLE JENKINS Project Manager, Nova Systems CASE STUDY Clean and in the clear The Adelaide Desalination Plant project's successful completion has provided Adelaide with ongoing water security in the face of threatening droughts. LEANNE MEZRANI PROJECT: Adelaide Desalination Plant PROJECT CLIENT: SA Water SCOPE: To deliver an operational desalination plant by 31 December 2012 within the approved budget of $1.824 billion. COMPLETION: 12 December 2012 BACKGROUND BRIEFING The main objective of the Adelaide Desalination Plant (ADP) project was to establish a sustainable water supply in South Australia. The ADP also sought to reduce the state's reliance on the Murray River and improve the long-term health of the river. In order to achieve these goals, the ADP needed to provide up to 50 per cent of Adelaide's drinking water needs from a secure supply that did not depend on rainfall. "It is our insurance policy against future droughts," says Milind Kumar, Project and Operations Director, explaining that the project was a response to severe droughts that, by 2006, saw the average rainfall in South Australia drop to its lowest point in more than 100 years. All water produced by the plant had to meet stringent water quality standards and be suitable for distribution into SA Water's drinking water network. With key stakeholders including the Commonwealth and South Australia Governments, local Councils, statutory authorities (planning, environmental, heritage and other groups), SA Water customers (residential and business), industry, Indigenous and community groups, and government agencies including Treasury, the project required a lot of political awareness. SA Water's existing Project Management Office (PMO) was applied, with additional rigour to match the size and complexity of the ADP project. The methodology included an extra layer of governance in relation to monitoring, tracking and controlling the project. KEY CHALLENGES The team faced numerous challenges, including high expectations in relation to environmental management, technological innovation, whole-of-life costs and community outcomes. These challenges were exacerbated by a change in scope midway through the project. The original size of the ADP was 50 GL/a, or 25 per cent of Adelaide's drinking water needs. The capacity was doubled and delivery of 'first water' was accelerated to meet a critical water shortage that had become progressively worse. An added 'high risk' and 'high consequence' challenge presented itself during construction: tunnelling under the seabed. Tunnelling operations experts were engaged and the work area was restricted. Managing hundreds of personnel on a construction site was also a challenge. At the height of construction, there were up to 1850 personnel working on-site at any one time. Heavy vehicle works and multiple sub-contractors meant work areas had to be closely managed, says PM Jemille Jenkins, with afternoon and night shifts to allow different trades to work in the same area.
Project Manager Dec Jan 2014
Project Manager Apr May 2014