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Project Manager : Project Manager Apr May 2014
www.aipm.com.au Project Manager 25 CRUNCH THE NUMBERS • 80 kilometres of mechanical ductwork, 10,000 tonnes of steel and 100,000 cubic metres of concrete were used. • The five buildings provide 150,000 square metres of occupiable space. • The project spanned 10,700,000 man-hours, with more than 10,000 people inducted. • The site includes 5 hectares of natural bushland, landscaped parks, internal gardens, courtyards and plazas. Process Brazil describes the style of contract for this epic project as a 'Managing Contractor Contract', awarded in two phases starting in 2009. Stage one involved progressing the design and early civil works while stage two related to the remainder of the works. " is two-staged approach allowed the stage one works to progress while detailed planning for the project continued," says Brazil. "Detailed planning during the early stages ensured that any potential risks and opportunities were identi ed early, and that the stage two contract program for med an accurate baseline for the duration of the project." With such an enor mous project, tried and tested management procedures were applied. "In my mind, this was one of the key project success factors as there were no elaborate tools for project management, just the basics done well." e common-sense approach included: • Having the state team based onsite with the managing contractor so any issues could be easily resolved with a proactive team approach. • Good engagement and communication between all parties from the beginning. is was largely driven by the project director and managing contractor, who were on hand to supply immediate answers and resolve any issues. • A strong focus on risk management at the hub of the works. Regular reporting of risks and issues took centre stage so management on both the client and managing contractor sides were always aware of the current risks. • Change management procedures ensuring that the time and cost implications of variation proposals were fully evaluated and assessed prior to implementation of a change. "It could take up to a month to get a variation through but this ensured that the scope, time and cost implications were clear prior to proceeding," says Brazil. Outcome Having a project of this size, status and importance delivered to the client on time and under budget is a boast-worthy feat. "Practical completion of the Fiona Stanley Hospital project was achieved on 6 December 2013, more than two weeks ahead of the contract date. is was a huge achievement for all parties involved in the project," Bra zil says. “TBH is extremely pleased with the outcome. ere is a huge sense of pride having been involved in this agship project since the start. We played our part, but the success of the project must be attributed to the management fra mework and team e ort by all involved." Te Fiona Stanley Hospital infrastr ucture project is an example of how detailed planning at the concept phases of the project can play an important role in the successful management and delivery of projects. "Identi cation of a clear work breakdown str ucture and key milestones at the early stages meant that both the client and the managing contractor were aware of the commitments required to meet their deliverables as part of the overall project delivery," Brazil says. "Detailed planning at the initial stages of the project identi ed key risk areas and dependencies, reducing the chance of failure in the later stages. •••
Project Manager Feb Mar 2014