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Project Charter.. Hazelton Case study

Project Charter.. Hazelton Case study

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Published by Manoj Iyer

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Published by: Manoj Iyer on Aug 24, 2009
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11/09/2012

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Hazelton Project Charter Page 1
Hazelton Case Charter
PRAXIS BUSINESS SCHOOL
 A report 
 
 Submitted to
 
Prof. Rajiv Mishra
 
In partial fulfilment of the requirements of the courseProject Management On DATE 
15-08-2009
BY
Manoj Mani Iyer
 
 
Hazelton Project Charter Page 3
1 Project Overview
1.1 Project Statement
 
To design, construct and supervise a 245km highway along the western coast of island of Tolafrom Maralinga in the north to Ladawan in the south as a part
of Soronga’s development
plans, emphasis being on transportations and communications sector.
 
 
1.2 Project Description
 
Over the life of the project Hazelton will send 22 expatriates, including highway designers,engineers, mechanics and operators.
 
 
Hazelton personnel were to be sent as advisors on techniques of road construction andequipment maintenance.
 
 
The training program would use formal classroom instruction and a system of counterparts.
 
 
Each expatriate engineer will have a Sorongan engineer, (Objective being by the timeHazelton phases out its personnel, Sorongan is ready to take over).
 
 
Both in-class training and On the job (OTJ) training will be conducted at operator andmechanic levels.
 1.3 Critical Success Factors
 
The deadline for this project is 5 years with Hazelton phasing out in 4 years.
 
The project cost is $1.6 billion (fifth largest for Hazelton).
1.4 Limits and Constraints
 
Hazelton basically is in the middle as it is the supervising arm of the organisation on behalf of another arm as well as working as a supervising engineer, but the client also ran theconstruction, this Hazelton lacked control over the SHD staff.
 
 
As the method of training adopted was OJT, it would start only when the construction starts.
 
 
Inefficiency of SHD staff was a bottleneck slowing down the project.
 
 
Budgeting was done on an annual basis and not for the project period thus it lacked flexibilityand was vulnerable to the volatile oil prices.

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