Project Sample 3 PDF

WESTERN SYDNEY AIRPORT
GROUP 15
Version <Final>
Date <28/05/2020>
Group Members and SID:

1. Hanxia Cai 470464551
2. Ningfan Chen 480167187
3. Rongcheng Que 470002364
4. Scott Lin 480403225
5. Zeyu Xu 470018701
Page 111
Western Sydney airport Project Management Plan
1 PROJECT OVERVIEW
The Western Sydney Airport (Nancy-Bird Walton) is a new 21-century airport
located at Badgerys Creek in Western Sydney, which encompasses around
1,800 hectares. This airport will be designed using forward-thinking to provide
best service for passengers and will be opened in 2026, thus Sydney area will
have two airports for customer to use. It is expected to service at least 10
million customers a year once it opens. The Western Sydney Airport will not
only meet the double demands of passenger journeys over the next 20 years,
but also stimulate the growth of job and investment in the Sydney region.
The ‘Stage 1 development’ in terms of Airport Plan, which includes site
preparation, cleaning the site and earthworks, was finalized on 15 September
2016. This Airport plan indicates that there will be a construction of a runway
with 3700m long and 60m width to handle both domestic and international
services.
The construction project can be demonstrated as following phasing of works.
Figure 1: phases of work
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The airport site layout is shown in figure 1.
Figure 2: airport site layout

The whole project is owned by the Australian Government and It is estimated
to cost $24.6 billion to construct Western Sydney Airport by 2026.
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1.2 Table of information

Table of Contents
1 PROJECT OVERVIEW ................................................................................. 1
2 Project charter............................................................................................... 8
2.1 JUSTIFICATION ..................................................................................... 8
2.2.2 DEVELOP THE WESTERN REGION OF SYDNEY ......................... 9
2.2 MAIN OBJECTIVES ............................................................................. 10
2.3 EXPECTED BENEFITS ........................................................................ 11
2.4 HIGH LEVEL REQUIREMENTS ........................................................... 11
2.5. SCOPE ................................................................................................ 12
2.5.1 PROJECT OBJECTIVES ............................................................... 12
2.5.2 CRITICAL SUCCESS FACTOR ..................................................... 12
2.5.3 MAJOR DELIVERABLE..................................................................... 13
2.6 DURATION ........................................................................................... 14
2.6.1 KEY MILESTONES ........................................................................ 15
2.7 BUDDGET ESTIMATE ......................................................................... 15
2.7.1 FUNDING SOURCE ....................................................................... 15
2.7.2 ESTIMAT ........................................................................................ 16
2.8 ASSUMPTIONS, CONSTRAINS, RISKS AND ISSUES ....................... 16
2.8.1 Risks............................................................................................... 20
2.8.2 Issues ............................................................................................. 23
2.9 TEAM ORGANIZATION ....................................................................... 24
2.10 COMMUNICATION PLANS ................................................................ 25
3 Project Scope Management Plan and Scope Baseline ............................... 26
3.1 Scope definition .................................................................................... 26
3.1.1 Project Scope Statement (PSS) ..................................................... 26
3.1.2 Budget ............................................................................................ 29
3.1.3 Schedule ........................................................................................ 29
3.1.4 Statutory and Safety Requirements................................................ 31
3.1.5 Stakeholders Requirements ........................................................... 32
3.1.6 Contracts ........................................................................................ 32
3.1.7 Role and Responsibilities ............................................................... 34
3.2 Work Breakdown Structure ................................................................... 35
3.3 WBS Dictionary..................................................................................... 37
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3.4 Scope Validation and Verification Process ........................................... 41

3.5 Scope Monitoring and Controlling Process ........................................... 41
4 Project schedule management plan and schedule baseline ....................... 42
4.1 scheduling methodology and tools........................................................ 42
4.2 Activity identification and estimating duration ....................................... 42
4.3 Activity sequencing method .................................................................. 44
4.4 Project schedule baseline ..................................................................... 44
4.5 project milestones and timeline............................................................. 46
4.6 list of critical paths activities .................................................................. 48
4.7 Schedule control process ..................................................................... 48
4.7.1 Measuring progress........................................................................ 48
4.7.2 Schedule update and reporting ...................................................... 48
5. Project Cost and Financial Management Plan ........................................... 50
5.1 Cost Estimation and Budget Determination Methods ........................... 50
5.2 Cost Breakdown Structure .................................................................... 52
5.3 Cash-Flow Diagram and Cost Baseline ................................................ 53
5.4 Cost Performance Measurement (Earned Value Management) ........... 53
5.5 Cost Control Process and Reporting Format ........................................ 54
6. Project Resource Management Plan ......................................................... 55
6.1 Project Organisational Breakdown Structure (OBS) ............................. 55
6.2 Roles and Responsibilities.................................................................... 55
6.3 RACI Matrix .......................................................................................... 58
6.4 Resource Acquisition and Release Plan ............................................... 60
6.5 HR Calendar and Histogram ................................................................. 61
6.6 Machinery and Equipment Calendar and Histogram ............................ 62
6.7 Staff Induction....................................................................................... 64
6.8 Ground Rules ....................................................................................... 65
6.8.1 Equal Opportunity........................................................................... 65
6.8.2 Attendance Policy ........................................................................... 65
6.8.3 Workplace Security Policy .............................................................. 65
6.8.4 Employee Code of Conduct............................................................ 67
6.9 Team Charter ....................................................................................... 67
6.10 Training Plan ...................................................................................... 68
6.11 Performance Review and Assessment ............................................... 68
6.12 Staff Recognition and Rewards Plan .................................................. 70
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6.13. Compliance, Equality, Diversity and Inclusion........................... 71

7. Project Delivery System and Procurement Management Plan ................... 73
7.1. Procurement Methodologies ................................................................ 73
7.2. Procurement Processes Diagram ........................................................ 75
7.3. Designated Responsible Organization (DRO) Log or Package List ..... 76
7.4. Hire or Buy Analysis/Make or Buy Analysis ......................................... 77
7.5 Contract Type Selection ....................................................................... 77
7.5 : comparison of contract types ............................................................... 77
7.5.1 Fixed Price/Lump Sum ................................................................... 77
7.5.2 Cost Reimbursable/Cost Plus ....................................................... 77
7.5.3 Time and Materials ....................................................................... 78
7.6 Source Selection Criteria ...................................................................... 78
7.7 Procurement Metrics to Evaluate Select Sellers, Vendors or
Subcontractors ........................................................................................... 79
7.7.1 Technical Quality Metrics ......................................................... 79
7.7.2 Cost Metrics ............................................................................. 81
7.8 Procurement Controlling Process and Contract Administration ............ 83
7.9 Procurement Closing Process .............................................................. 88
8 Project Quality Management Plan ............................................................... 89
8.1 Quality Plans and Standards ................................................................ 89
8.2 Quality planning tool and techniques .................................................... 90
8.2.1 Quality Planning Metric ................................................................... 90
8.3 Inspection/Checklist .............................................................................. 91
8.4 QUALITY ASSURANCE PROCESS..................................................... 94
8.5 Quality Control Process and Tools ....................................................... 97
8.5.1 Functionality of Quality Control ................................................. 97
8.5.2 Role and Responsibility ............................................................ 98
8.5.3 Plan–Do–Check–Act Cycle ...................................................... 98
8.5.4 Decision Matrix ......................................................................... 99
8.5.5 Pareto Chart ............................................................................. 99
8.5.6 Cause and Effect Diagrams ...................................................... 100
9. Project Risk Management Plan ................................................................ 102
9.1 Risk management methodology ......................................................... 102
9.1.1. Roles and Responsibility ............................................................. 102
9.1.2. Budgeting .................................................................................... 103
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9.1.3. Timing.......................................................................................... 104

9.2 Risk Breakdown Structure (RBS) ....................................................... 104
9.3 Risk Tolerances and Thresholds ........................................................ 105
9.4 Probability of Occurrence and Impact Matrix ...................................... 106
9.5 Probability and Impact Matrix ............................................................. 107
9.6 Project Risk Register .......................................................................... 111
9.7 Risk Response and Control Process .................................................. 112
9.7.1 Assumptions of Risk Response Within the Project ....................... 112
9.7.2 Risk Response Control Matrix ...................................................... 112
9.7.3 Definitions of Controllability .......................................................... 113
9.7.4 Definitions of Urgency Level ......................................................... 113
9.7.5 Definitions of Effectiveness .......................................................... 113
9.7.6 Risk Response Decision Tree ...................................................... 114
9.7.7 Negative/Positive Risks Response Strategies .............................. 114
9.7.8 Risk Response Strategy Implementation...................................... 117
9.7.9 Risk Control Plan .......................................................................... 118
10. Project Stakeholder Management Plan .................................................. 119
10.1 Stakeholders Management Process.............................................. 119
10.2 Stakeholders Analysis (Power and Interest Matrix) ....................... 120
10.3 Stakeholders Register ................................................................... 120
10.4 Stakeholders Engagement Plans .................................................. 124
11. Project Communication Management Plan ............................................ 125
11.1. Communication Requirement .......................................................... 125
11.2. Communication tools and technology .............................................. 126
11.3. Communication Matrix ..................................................................... 127
11.4. Project information management systems ....................................... 128
11.5. Project performance ........................................................................ 128
11.5.1 Project report schedules ............................................................. 128
11.5.2 project meeting schedules .......................................................... 129
12. Project Change Management Plan ........................................................ 130
12.1 Purpose of Change Management Plan ............................................. 130
12.2 Change Management Processes ..................................................... 131
12.3 Change Request Review .................................................................. 132
12.3.2 Required Actions for Change Request Approval ........................ 133
12.3.3 Change Request Rejection......................................................... 133
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12.3.4 Enforcement of Decisions........................................................... 134

12.4 Change Control Board ...................................................................... 134
13 Project Health, Safety, and Security Management Plans ........................ 136
13.1 WHS Value and Goals ...................................................................... 136
13.2 Health and Safety Approach ............................................................. 136
13.3 Safety Policy and Checklists ............................................................. 137
13.4 Safety Requirements and Acceptance Criteria ................................. 138
13.9 Safety Monitoring and Control .......................................................... 142
14. Project Environment Management Plan................................................. 144
14.1 Compliance Requirement ................................................................. 144
14.2 Environmental Baseline .................................................................... 145
14.3 Environmental Risk Assessment ...................................................... 146
14.4 Environmental Management and Control ......................................... 147
15. Conclusion and Recommendation ......................................................... 153
Reference .................................................................................................... 154
Resource ..................................................................................................... 156
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2 Project charter
2.1 JUSTIFICATION
The two main justifications of why build the Western Sydney Airport are
insufficient capacity and develop the western region of Sydney.
2.1.1 INSUFFICIENT CAPACITY

Sydney is an international city, there are millions of tourists come to Sydney
every year, the 2012 Joint Study on the Sydney airport cannot carry the
demand that will increase over next 20 years. It is estimated that customers
demand in Sydney will increase about 47 million that is much more than now,
from 40 to 87 million passengers per annum, the shortage of airport capacity
would be directly related to the economic growth, employment and tourist
industry.
figure 3: the air passenger movements through Sydney Airport

Figure 1 shows that from 2009 to 2029, the air passenger movements will
prominently increase, however, the current situation that the maximum
passenger capacity of Kingsford Smith Airport is about 60 million, which the
shortage situation would happen in approximately in 2025. Thus, building a
new airport is necessary for the government to improve access to aviation
services not only for passengers but also the cargo transhipment. In addition,
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resolve the long-term aviation capacity constraints in the Sydney basin is

another important part.
Once the new airport is set up, it can provide an operational estimated
capacity of approximately 10.5 million from domestic and international
passengers per year, also for the freight traffic, which can accord with the
growth of demand.
2.2.2 DEVELOP THE WESTERN REGION OF SYDNEY
Another main justification of building the western Sydney airport is to develop

the western region of Sydney. The main impact of western region is the
growth of the economy and employment. It is estimated that during 2020-
2050, there is an economic impact of western Sydney region is between $9.2
billion and $15.6 billion, which can encourage more investment to this area. In
addition, the economic impact of the whole Sydney area of between $15.7
billion and $25.6 billion (net present value), which is good for GDP. In
addition, the average additional employment over 2020-2050 will increase
between 12645 and 19982 for western Sydney, for the whole Sydney region
is between 20601 and 31736.
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Figue.4: western Sydney infrastructure and planning

Moreover, the government will focus more on infrastructure in western Sydney
such as metro, new highways, which provides more convenience for residents
in western Sydney. In figure 2, there are many new motorways planned to
connect the new western Sydney airport and other regions of Sydney.
Furthermore, many companies that are relative to the airport will move to
western Sydney, it also can increase the price of rent and real estate.
2.2 MAIN OBJECTIVES
1. improve access to air service in Western Sydney

2. to resolve the Sydney basin issue about long-term aviation capacity
3. to maximise the value of a western Sydney airport as a national asset
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4. to optimise the benefit of western Sydney airport on employment and

investment in western Sydney area
5. to effectively combine the new initiatives with existing initiatives in the
western Sydney area
6. to operate on right way that listen to Australia government’s intention
2.3 EXPECTED BENEFITS
1. improve access to aviation services to solve the growing population

issues
2. reduce the demand of Sydney Airport
3. contribute $23.9 billion increase in domestic product to GDP
4. provide large opportunities of investment and job creation
5. having a sustainable and economically development for future of
Sydney
2.4 HIGH LEVEL REQUIREMENTS

Airport Act 1996 is the major performance expectance for development and
operation of the airport. Additionally, there are four priorities conceived by the
Australian Government. They are demonstrated as following:
· Design for flexibility
· Design for creativity and vision
· Design for constructability and feasibility
· Design for sustainability
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2.5. SCOPE
2.5.1 PROJECT OBJECTIVES
This project aims to develop an airport in the Western Sydney, which caters
for an increasing demand of air services in the next decades.
Design for flexibility suggests the design of the airport should be dynamic,
which is robust to adapt an unforeseeable future change of demand in
decades. Design for creativity means there could be innovation on operating
the airport. Additionally, the execution of a plan cannot go ahead of the
planned timeframe so that the research and development have enough time
and efforts to predict and implement future change. That’s why a design for
vision stands for. Design for constructability and feasibility suggests a future
onsite development will not affect the existing services. In addition, the
performance requirement in the plan must be informative for the next stage of
the development. Design for sustainability is the long-term environmental
requirement for the airport. A key goal of it is to satisfy relevant environmental
standards from the Environmental Protection and Biodiversity Conservation
Act 1999 (The EPBC Act).
According to the airport plan published by the Australian department of
infrastructure and regional development, there are other political targets in
different aspect, which are listed as following:
· Increase passenger throughput in the Sydney city
· Attract investments and create more job opportunities in the Western
Sydney
· Increase the access of residents in the term of transport.
· Decrease total travel time for each passenger by creating an alternative
of destination.
· Maximize the values of the airport in the term of economy
· Create a social-economic benefit for the Australian Communities.
· Provoke innovation in the aspect of aviation.
· Amend the existing regulation or code based on the experience.
· Increase the monetary value of gross domestic product in the Western
Sydney.
2.5.2 CRITICAL SUCCESS FACTOR
· Both cost and schedule performance index only have a variance less
than 0.1.
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· Completion of the airport includes a single 3700m runway and

supportive facilities.
· An operational passenger throughput of 10 million passengers each
year after completion.
· Further onsite development of the runway will not affect any existing
services.
· An approved environmental impact statement which shows the airport
in accordance with the EPBC act.
· No cases of casualties during commission and execution phase.
· The completion of the airport can connect the existing transport
network.
· Create $34 billions of GDP and 77,900 job positions by 2060 according
to the Joint Study.
2.5.3 MAJOR DELIVERABLE
The information of major deliverables is tabulated in Table 1.1.
Major Description
deliverables
Flexible A 3700 m long, 60 m wide, north-western, 05/23
runway orientation runway with a parallel taxiway which was used
for taxing. It achieved maximum use of land to ensure the
1900 m separated second runway can be developed in
2050.
Terminals A 65,000-90,000 m2, carry 3,300 indicative busy hour
passenger's terminal in stage one. 19 stands (gates) will
be available. In the long term, the terminals will expand to
have a land size of 689,000m2 and a capacity of 18,700
indicative busy hour passengers. The number of stands
will increase to 151.
Aviation Supportive facilities such as fuel farm, maintenance center
support will be delivered for the operation and emergence
facilities treatment of the airport.
Car park A 391,000 m2, 11,500 car parking spaces in the stage
one. It will be redeveloped to have 2,800,000 m2, 70,000
car parking spaces in the future.
Table 1: Major deliverables of West Sydney airport.
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2.6 DURATION
The figure below is the timeline for Western Sydney Airport project. The
project will start from Aug 2018 and end by late 2026. The relevant activities
will include earthwork, material procurement, road pavement and landside.
The most construction time consumption is runaway pavement which is
related to large amount of work.
Figure 5: timeline of project
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2.6.1 KEY MILESTONES
Key milestones of project are listed in the table below. The relevant duration
of each milestones is also indicated. These milestones will not only ensure the
procedure of project, but also indicate the speed and completeness of
construction.
Key Milestones Time Frame
Draft of airport plan 19 Oct 2015
Revise of airport plan 15 Sep 2016
TransGrid relocation works Jan 2018 - Aug 2019
Early earthworks Sep 2019 - July 2020
Materials Importation Mar 2019 - June 2022
Experience centre and site office Oct 2018 - Sep 2019
Bulk earthworks Sep 2019 - Sep 2022
Runway pavement June 2021 – Aug 2025
Passenger terminal complex June 2022 – Aug 2025
Landsite civil and Utilities Aug 2022 – Aug 2025
Completion of project 2060
Table 2: Milestones
2.7 BUDDGET ESTIMATE

2.7.1 FUNDING SOURCE
The Project of Western Sydney Airport is owned and funded by the Australian
Government.
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2.7.2 ESTIMAT
The Australian Government has committed up to $5.3 billion in equity over 10

years. However, it is estimated to cost $24.6 billion to construct Western
Sydney Airport by 2060
2.8 ASSUMPTIONS, CONSTRAINS, RISKS AND

ISSUES
Assumptions
The following is a list of our assumptions in the development of this document:
· The scope of work for the project for all phases of the works as specified
in the Project Scope Statement.
· In deciding the project scope, budget and plan, existing construction
sector and political conditions were considered.
· All the cost was assigned properly, and project contingency plans within
the existing budget are allowed.
· The project management team and selected contractor have the
requisite expertise, resources and project delivery capabilities.
· It is presumed that selected materials / equipment and required
resources are available to satisfy the construction project.
· The system will be tracked, and processes are in place for handling
requests for improvement (for time, scope and cost variations).
· Acceptable monitoring of the facility / change commitment / media
relations protocols is in place to reduce impacts on airport operations and
services.
· In the early work stage of the project, sufficient site inspections were
carried out to define specific site constraints that may influence the cost and
scope of the projects.
· Adequate provisions for appropriate time delays for inclement weather
and unforeseen disruptions have been included in the plan.
· During the project planning process, appropriate soil testing and
analysis (for identifying possible pollution, stability and bearing capability)
were undertaken.
· All proper authorisations can be acquired from the relevant agencies.
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Constrains
This section identifies key constrains identified at project initiation/planning
phase, and current constraints in the construction delivery phase
Scope
The project is limited by the scope developed and documented in the
approved Project Scope Statement. Adequate scope management could
reduce the possibility of scope creep and contribute to a successful project
delivery.
Time
Construction of Western Sydney International (Nancy-Bird Walton) Airport is
underway and on track to begin operations in 2026.
Cost
The overall development of the airport should be delivered within the budget.
According to the budget papers, funding for the WSA corporation would be
$2.3 million split across the Department of Finance ($1.7 million) and
Department of Infrastructure and Regional Development ($600,000) in 2017-
18. Then, finance will contribute $300,000 a year and the Infrastructure and
Regional Development $600,000 a year for the following three financial years.
Further, the Minister for Urban Infrastructure said the government had
allocated $73.2 million in 2017-18 for “planning and preparatory work for the
airport site and to develop concept design for rail access through the airport
site”.
The latest report showed that the government would inject up to $5.3 billion in
equity into Western Sydney Airport Corporation in the next ten years. The
project team will have to track operating costs to ensure project spending
stays within this modified budget.
Risk
The project is constrained by project risks and opportunities. Major decisions
such as project strategy, design direction, or procurement and construction
methods are guided by project risk (and opportunity) assessment.
The risks identified for western Sydney airport project will be further detailed
in the next section.
Resources
The allocation of enough political, human, and material resources to the
project is crucial to ensuring its efficient delivery. Constraints on project
resources can result in possible delays and inability to complete the project.
Quality
The project's quality and design are governed by the conceptual and
functional criteria set out in the project brief produced by the consultancy team
in consultation with the stakeholders involved. Changing quality expectations
will most certainly impact the project’s time, scope, and cost.
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Throughout the design process, stakeholder approvals are necessary and

should occur at key project milestones.
Legal
All the construction on the site should strictly follow the necessary standards,
codes and guidelines. The following legislation applies to the works:
· Airport Act 1996 (Cth)
· Airports (Environment Protection) Regulations 1997 (AEPR)
· Environment Protection and Biodiversity Conservation Act 1999
· State Environmental Planning Policy (Infrastructure) 2007 (Infrastructure
SEPP)
· Roads Act 1993
· National Parks and Wildlife Act 1974
· National Parks and Wildlife Regulation 2009
· National Environment Protection (Ambient Air Quality) Measure (NEPM-
AAQ)
· National Environment Protection (Air Toxics) Measure
· National Environment Protection (National Pollutant Inventory) Measure
1998
· National Environment Protection (National Pollutant Inventory) Measure
· National Greenhouse and Energy Reporting Act 2007
· Ozone Protection and Synthetic Greenhouse Gas Management Act
1989
· Ozone Protection and Synthetic Greenhouse Gas Management
Regulations 1995
· Protection of the Environment Operations Act 1997(POEO Act)
· Protection of the Environment Operations (General) Regulation
2009(POEO regulation (General)
· POEO Act and Protection of the Environment Operations (Clean Air)
Regulation 2010 (Clean Air Regulation)
· Ozone Protection Act 1989
· Environmental Planning and Assessment Act 1979 (EPA & Act)
· State Environmental Planning Policy No 19 –Bushland in Urban Areas
(SEPP 19)
· State Environmental Planning Policy 44 – Koala Habitat Protection
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· Animal Research Act 1985

· Biodiversity Conservation Act 2016 (BC Act)
· Fisheries Management Act 1994 (FM Act)
· Fisheries Management Amendment Act 2015 No 59, Sch 1 [4] [72]–[91]
[120]–[125] [134] [138] and [154]
· Biosecurity Act 2015
· Liverpool Local Environmental Plan 2008 (Liverpool LEP)
· Penrith Local Environmental Plan 2010 (Penrith LEP)
· Heritage Act, 1997
· Environment Protection and Biodiversity Conservation Regulation 2000
(as amended) (EPBC Regulation)
· Work Health and Safety Act 2011 (NSW) and Work Health and Safety
Act 2011 (Cth)
· Work Health and Safety Regulations 2017 (NSW) and Work Health and
Safety Regulations 2011 (Cth)
· Water Act 1912 (Water Act)
· Protection of the Environment Operations (Waste) Regulation 2014
· Soil Conservation Act 1938
· Contaminated Land Management Act 1997
· Water Management Act 2000
· The Water Management (General) Regulation 2011 or the NSW Aquifer
Interference Policy
· Pesticides Act 1999
· Hazardous Waste (Regulation of Imports and Exports) Act 1989
· National Greenhouse and Energy Reporting Act 200
· Environmentally Hazardous Chemicals Act 1985
· Waste Avoidance and Resource Recovery Act 2001 (WARR Act)
Site Constrains
Western Sydney Airport occupies nearly 1,800 hectares of undulating terrain.
Significant earthworks and relocation of structures such as high-voltage power
lines, cemeteries, and heritage sites are required. As part of early preparatory
work on the site, a number of minor roads within the Badgerys Creek site
were closed down. Research with the NSW Rural Fire Service is also ongoing
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to reduce fire risk at the airport site. The section of The Northern Road that
currently transits the airport site will be moved as a section of the 10-year,
$3.6 billion Western Sydney development program. Besides, construction of
the airport will require the removal of approximately 1,200 hectares of
vegetation
Heritage
The Greater Blue Mountains World Heritage Area (GBMWHA) is located
around the construction site. However, the development and operation of
Western Sydney Airport does not have a substantial direct or indirect impact
on GBMWHA's World Heritage Values or will result in the loss or damage of
listed attributes of the region.
2.8.1 Risks
The major risks identified are as indicated in the Table below.
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Risks Mitigation
Construction · Control of temporary and permanent road closures within the

Traffic airport site
Management
· Limitation of traffic related to construction within the peak
periods of AM and PM where necessary
· Transport control of materials to manage truck loads to
reduce the movement of vehicles
· Review of speed environments along transport corridors
· Traffic control systems for the monitoring and regulation of
traffic during construction
Site · Security personnel posted at the main entrance to the site

Management will be appointed to track access and ensure that all those who
enter the site are wearing suitable personal protective equipment
(PPE) for work on a work site
· Vehicles utilised in the construction of the Stage 1
Development will be emphatically recorded for use
· WSA’s Work Health and Safety Policy will be always
reviewed throughout the construction
Environment · A systematic approach (SEMF) will be applied to manage

Control and control environmental risks associated with the Stage 1
construction works.
· Nine Construction Environmental Management Plans
(CEMPs), a Sustainability Plan and a Community and Stakeholder
Engagement Plan (CSEP) will be prepared to support the SEMF
(the schematic map is attached in Figure1)
· The Biodiversity Offset Delivery Plan (BODP) is set to outline
measures for offsetting significant impacts on biodiversity
associated with the construction of Stage 1
Materials · Imported material that meets the criteria for use as sub-base
Management / capping content, as well as the CEMP standards for waste and
resources, is currently being brought to the airport site and stored
in the early earthworks area.
· Importation will take place during standard hours as well as
outside the standard to make the most of opportunities to take
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advantage of the required material produced from other major

infrastructure projects in Sydney
· Provides notification for delivery of resources to site,
notification of waste generation
Public Safety · A health risk evaluation which defined health risks related to
the new airport was undertaken
Ethical and · The Whistle-blower Policy (Policy) complements and

Lawful supports the WSA core values set out in the Code of Conduct and
Conduct the Statement of Business Ethics
· The Committee will frequently assess whether management
has taken measures to promote and enforce the Board's adopted
cultural and ethical principles and the effective use and
management of public resources and is committed to ethical and
legal conduct
Complaints · Build a trained and competent community involvement team.

from local Focus on ensuring that all project team members are made aware
society of community engagement and how to respond
· Provide accurate and timely information about the project
· Communicate with the communities and businesses directly
impacted to ensure that they have the ability to provide timely and
relevant feedback to establish mitigation plans for potential impacts
Inclement · It can be minimised by reducing activities along the critical

weather path during documented adverse times
beyond
expectation
Unknown · Flexible system scheduling to allow re-scheduling of float

latent activities.
conditions
· Qualified contractors with sufficient expertise to perform site
inspections to reduce the incidence and impacts of unexpected
events as much as possible
· Comprehensive site inspections to be carried out that include
inquiries into possible problems with areas of soil contamination,
any site of indigenous significance or natural spring water deposits.
Table 3: risks
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Figure 6: Environmental management system structure

https://australianaviation.com.au/2017/05/budget-2017-govt-funds-western-
sydney-airport-corporation/
2.8.2 Issues
The project concerns are linked to an incident or circumstances that may have
a detrimental effect on a deliverable project. Issues differ from risk because a
risk has not yet occurred. The issues in a project could be:
• Poor Quality
• Scope Creep
• Management Change
• Design Issues
• Technical Issues
• Resource
• Performance
• Budget
• Schedule
All of these assuming issues would be registered by the WSA project team.
For each part of impact, the following article would have a detailed research.
In addition, the WSA Co. would form a committee to audit the whole process
of the development of Western Sydney Airport.
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Key stakeholders
Here are the several key stakeholders of Western Sydney Airport several
stakeholders:
· Local residents near the airport
· Local community
· Business companies
· Visitors
· Local, State and Federal government
· Aboriginals
· Infrastructure departments
· Local schools and other education institution
· Western Sydney Airport Boarder
· Airlines
· Contractors and subcontractors
· Legal operation departments
2.9 TEAM ORGANIZATION

Team members:
Student name Student number Email
RONGCHENG QUE 470002364 rque3049@uni.sydney.edu.au
ZEYU XU 470018701 zexu4645@uni.sydney.edu.au
NINGFAN CHEN 480167187 nche9575@uni.sydney.edu.au
SCOTT LIN 480403225 wlin5304@uni.sydney.edu.au
HANXIA CAI 470464551 hcai2854@uni.sydney.edu.au
Table 4: Team members
The above table has shown our members details including name, student
number, and email information.
Roles and Responsibilities:
The figure below has shown the basic structure of our team, including roles
and responsibilities of each group member.
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Figure 7: Team Structure
2.10 COMMUNICATION PLANS
Communication Tools Responsibility Frequency

objectives
Online meeting Zoom All team members Weekly
Document sharing Google doc All team members Weekly
Internal discussion Wechat All team members Weekly
Table 5: Communication Plan

The above table has shown the few main strategies to manage
communications including communication objectives, communication tools,
and frequency.
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3 Project Scope Management Plan and

Scope Baseline
Project Scope management plan provides details of Scope in terms of Project
Scope Statement, Budget, Schedule, Statutory and Stakeholders
requirements. Work breakdown structure visualises essential and hierarchical
work packages based on categories of works. There are two templates
provided for the future execution of the project, which are contracts and WBS
dictionaries. A methodology and example about how to verify and control
scope are also introduced in the later content.
3.1 Scope definition

To deliver an international airport on the western Sydney which can operate in
the end late of 2026 within an equity of $5.3 billion.
3.1.1 Project Scope Statement (PSS)
PSS is a high-level statement of the project scope, deliverable and

performance expectancy. It can be illustrated in Table 3.1. This table is an
overall view of the project expectancy.
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Table 3.1: PSS of western Sydney Airport
Project Scope Statement
Project Title: Western Sydney Airport (Stage 1) At: 24/04/24
Project Scope Description:
To finish an operational airport before the end of 2026 in an equity of $5.3

Billion. Stage 1 suggests the project will not develop a second runway before
2026.
Project Deliverables:
1. A 65,000-90,000 m2 terminal which can carry 9500 indicative busy

passengers at capacity. It also provides essential access to services and
utilities such as water, HVAC, fuel etcetera.
2. A 3700 m long, 60 m wide runway with a parallel taxiway.
3. A economically equitable, 391,000 m2, multi-storey carparks.
4. Enough Supportive facilities such as maintenance office for the operation

of the airport.
5. Aviation specialists include aviation, security and building management

systems etcetera.
6. A connection with the existing transport system such as railway and

motorway.
Project Acceptance Criteria:
1. The airport is sustainable defined the result of Environmental Impact

Statement
2. The airport is able to serve on a passenger demand which is predicted to

be 10 million annual passengers.
3. A flexible, creative and vision airport which supports future development

and innovation.
4. Mobility, access and income distribution are enhanced for the residents in
the western Sydney. It also achieves a benefit-cost ratio of 1.9 according to
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project business case evaluation which is conducted by the Department of

Infrastructure.
5. Deliverables and its processes should be conformed with the

commonwealth’s aviation regulation.
Project exclusion:
1. Upgrade or redevelopment of railways in the western Sydney.
2. Preparation of induction for future operators who work in the Western

Sydney Airport after completion of stage 1.
3. Development of stage 2 work packages.
Project constraint:
1. Stage 1 of the project must be completed before the end of 2026. Time is
the most critical variable.
2. Development of stage 2 is within an equity of $5.3 billion.
3. Scope of the project should be aligned with strategic goals from

government, which is expanding current airport capacity and efficiency.
Project assumption:
1. All contractors and subcontractors have extensive experiences and

techniques to finish their assigned work packages without delays and
casualties.
2. No significant natural disasters such as earthquake and landslide which

will affect the schedule of the project seriously.
3. Inflation rate used in the business evaluation model remains the same in
the future.
4. There are no significant worldwide health issues which will affect the
demand of travel seriously in a long-term period.
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3.1.2 Budget
According to NSW budget, the Commonwealth government invests 5.3 billion

on the development of Western Sydney Airport. Additionally, the government
invested in the nearby transport system and commercial area to improve the
mobility and access of West Sydney. These budgets are tabulated in Table
3.2, which sources from NSW budget.
Table 3.2: Overview of budgets to develop western Sydney
Project Budget $
Western Sydney Airport – Stage 1 $5.3 billion
Western Sydney Parkland City Liveability Program $150 million
Local councils who deliver community infrastructures for $30 million

health and culture.
Western Sydney Parkland City Housing Package $30 million
Western Sydney Centre $59.5

million
WestConnex Motorway - continues $1.8 billion
Road upgrade near Western Sydney Airport $438.9

million
Road upgrade for population growth near Penrith $132.2

million
Parramatta Light Rail – Stage 1 $258 million
Lump Sum $7.9 billion
3.1.3 Schedule
Schedule of the airport included three major work packages and one
preparation. The early work is to establish a site and undertake parts of
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earthwork and drainage for the following work. Then, airside civil and
pavement is to finish the rest of earthwork, pavement and foundation for the
future building. After that, terminal and landside civil undertaking
simultaneously. They aim to develop necessary facilities, services and utilities
for the operation of the airport. In the end, Operational Readiness and Airport
Transfer are also developed. It targets on integrating multi-system so that the
quality and performance of these systems can be improved. Detailed
information for the schedule is tabulated in Table 3.3.
Table 3.3: Overview of schedule to develop western Sydney (Jolly, 2020)
Milestone Period
Registration of Interest 19 June

2018 – 2
July 2018
Request for tender 16 July

2018 – 13
August
2018
Early work: August

2018 –
Part of earthwork, reclamation work, site establishment, drainage December
work services etcetera. 2019
Airside Civil and Pavement: June

2019 –
Airside pavement, landscaping, security fence etcetera. December
2025
Terminal and specialist: August

2021 –
Adjacent apron, terminal forecourt, telecommunication, aviation December
system etcetera. 2025
Landside civil and building: August

2021 –
Water supply facilities, access control point facilities, mechanical December
workshops, pumping station etcetera. 2025
Operational Readiness and Airport Transfer January

2026 –
November
2026
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3.1.4 Statutory and Safety Requirements
A finalisation of the environmental impact statement (EIS) is a pivotal statutory

requirement of the airport. The EIS is a long-term assessment of sustainability
of a building in terms of social, economic, environmental effects. The
regulatory framework of EIS is a process to conform with Environmental
Protection and Biodiversity Conservation Act (EPBC Act). As stated in latest
EIS, a referral decision which is made by the minister for the environment
suggests controlling provision in four aspects. They are tabulated in Table 3.4.
Table 3.4: Overview of required controlling provision in EIS
ASPECT CONTENT OF EBAC

ACT
WORLD HERITAGE PROPERTIES Section 12 and 15A
NATIONAL HERITAGE PLACES Section 15B and 15C
LISTED THREATENED SPECIES AND Section 18 and 18A

COMMUNITIES
COMMONWEALTH ACTIONS SECTION 28
The project also needs to satisfy general statutory requirements. These

requirements aim to ensure the quality of deliverables of the project. They are
listed below:
· Air Navigation Act 1920
· Air Services Act 1995
· Airport Act 1996
· Airport Regulation 1997
· Airspace Act 2007
· Any subsequent Australian Standard and National Construction Code
· Aviation Transport Security Act 2004
· Biosecurity Act 2015
· Competition of Consumer Act of 2010
· Crimes (Aviation) Act 1991
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· Customs Act 1901
Safety is the highest priority in the project. According to SafeWork NSW, the
contractor must perform under the act as listed below.
· Work Health and Safety Act 2011
· Work Health and Safety Regulation 2017
3.1.5 Stakeholders Requirements
There are two types of stakeholders in this project, they are external and
internal stakeholders. Important external stakeholders which depend strongly
on the success of the project are local communities. They are concerned about
noise pollution, traffic jams and unfair treatment after completion of the airport.
(Western Sydney Airport, 2014) Besides, the most important internal
stakeholders, Commonwealth Government requires a flexible airport which
allows future development based on demand. In detail, a 3700 m long, second
runway separates away from the first runway about 1,900 m. Additionally, the
terminal, car parks and supportive facilities will expand to carry future demand.
3.1.6 Contracts
Making contracts is a method of outsourcing work and efforts. It is quite often

to have multiple subcontractors on a contractor. To make a successful
contract, a contractor must be competent in the technical and administrative
requirements of assigned work. Contractors are responsible for checking the
assigned work is deemed to satisfy relevant regulatory requirements. The
following table is a template for making a successful contract.
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Table 3.5: Template for a contract
Activity:
Description of scope:
Drawing:
Legal terms:
Condition:
Contractor (Assign work) Subcontractor (Implement work)
Name: Name:
Contact details: Contact details:
Role and responsibility: Role and responsibility:
Proposed performance/deemed to Proposed performance/deemed to

satisfy requirement: satisfy solution:
Estimated Cost and duration:
Contract type:
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3.1.7 Role and Responsibilities
Human resources are required to ensure scope of a project is on a right track.

This is a complex task which need the engagement of professionals from
multiple discipline. For example, constructing a pavement required a
competent geotechnical engineer to determine the soil and rocks condition.
Then, structural engineer decides the plan which will be executed by site
engineers and administration. So, a detailed table of roles and responsibilities
is expected in this report. This table can help to reduce the occurrence of
nonconformance and conflicts in the execution phases. This table is shown in
the Table 3.5.2.
Table 3.5.2: Share of work in a team (Internal)
Roles Responsibilities Level of

involvem
ent
Project • Decision making on the validity of a scope The
manager • Negotiate with sponsors on the change of scopes. highest
• Report process of deliverables to sponsors.
• · Select appropriate sub-contractors who can deliver
on quality and time.
Site · Assist project manager on decision making process. The
manager · Monitor and check the deliverables by sub-contractors. highest
· Assign tasks to site foreman on a lower level of deliverables.
· Report progress and issue to other managers.
· Safeguard on delivering services.
Scope/Q · Draft a detailed scope management plan on a specific task The
uality · Notices important regulatory requirements to other managers. highest
manager · Review the conformance and non-conformance of the final
deliverables.
· Prepare for a WBS dictionary
Site · Assign works to labours. Moderate
foreman · Negotiate with subcontractors on lower level tasks such as
façade.
· Communicate with administration on the preparation of
resources.
· Report issues and risks to other managers.
Engineer · Provide expertise and extensive experience on a complex Moderate
and specific task.
· Deliver a certificated work.
· Supervise the process and quality of deliverable.
· Talk concerns with colleagues.
Administr · Provide information about available materials and resources. Low -
ation · Quoting. Moderate
· Reports complaints from sub-contractors to contractors.
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3.2 Work Breakdown Structure
The WBS for the Western Sydney International Airport is demonstrated in Figure 3.1.
Figure 3.1: WBS of West Sydney Airport.

If it is not clear, a web version can be obtained
from:https://xd.adobe.com/view/fb7e158d-6819-49c1-5771-c5876ec6cf36-
8d4f/?fullscreen
The four major deliverables which are early works, airside civil and pavement,
terminal speciality and landside civil and buildings respectively. Early work is
a preliminary investigation and treatment on the site. It includes the bulk
earthwork, geotechnical reports and site compounds. Based on the results of
geotechnical reports, vacuum consolidation or reclamation will be required to
harden the soil. The part of airside civil and pavement will establish the
foundation slab, services and utilities for the operation of aircrafts. Pavement
will be a critical element in this part because of the requirement of levelling
and grading. The operation of airports needs complex and integrated systems
such as building management systems or telecommunication systems. These
systems are in the part of terminal and specialties. Additionally, a terminal will
also be developed from this package. It includes the entire terminal and part
of supportive facilities such as the adjacent apron. In the end, all remaining
works will be grouped into the part of land civil and building.
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3.3 WBS Dictionary

WBS Dictionary is a further explanation about the WBS. It includes detailed
information of each work package. The following table is a typical template for
WBS Dictionary
Table 3.6 Template for a WBS Dictionary
Work Package Name:
First letter of Level 3: First letter of Level 2:
Description of scope: Assumption and Constraints:
Milestone: Due Date:
Assigned team member: Role and responsibility:
ID Activity Resource Labours Material Total cost
Hrs Rates Total Hrs Rates Total
Quality Expectance:
Acceptance Criteria:
Agreement Information:
Technical Information: Contract Information:
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Based on comment from Alireza, 4 examples of the WBS dictionaries are

given as below. Parts of costs has been excluded in the example because the
subcontractors will estimate cost based on the quotation.
Table 3.6.1 Site clearing and establishment
Work Package Name: Site clearing and establishment

First letter of Level 3: E First letter of Level 2: E
Finish early work to establish a site Earthly earthwork does not
office account for the bulk earthwork.
Site office start to operate Nov 2018
Earthmoving of 1.8 million m soils
3
Traffic intersection at Elizabeth Drive

Assigned team member: Role and responsibility:
JV team Establish the site and accesses
Preliminary site investigation.
Quality Expectance:
There should be no redevelopment on the function of a site compound in the
future.
Site officed are fenced and survey (refer to AHD) control points will be
established for further investigation
Storage area for materials and heavy machineries. Additionally, overnight
accommodation should also been included.
Agreement Information:
Blasting (hard rock) is a restricted event according to the Construction
Environment Management plan. It only can be operated in from 9am to 1pm
on Saturday. Additionally, it should be noticed at least one week before.
Technical Information: Contract Information:
Geological information:
0-3m: sandy silty clay Worth $80 Million
3-5m: weathered rock Contractors: CPB contractors
5-9m: hard rock and Lendlease Joint ventures
>9m: very hard rock such as sandstone
Different extraction techniques will be
utilised for different bed
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Table 3.6.2 Adjacent apron
Work Package Name: Adjacent apron

First letter of Level 3: T First letter of Level 2: T
Establish an airport apron for Apron will only be operated for the
operating purposes. aircraft but not for the chopper.
A pump system which transfer fuel Dec 2025
from fuel farms to the apron
A finished adjacent apron which can
work for 25 flights at the same time
Quality Expectance:
There should be no redevelopment on the function of an adjacent apron in
the future.
The adjacent apron should have a sufficient capacity. Which can works for
21 people stands and four freight aircrafts stands.
Technical Information:
There is a special provisional requirement on the fuel tankers
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Table 3.6.3 Portable water
Work Package Name: Portable

water
First letter of Level 3: S First letter of Level 2: L
Ensure a sanitary water supply in a This water supply does not need to
level of portable water include the minerals in the portable
water
Finished potable water facilities and Dec 2025
pipe networks
Quality Expectance:
There should be no redevelopment on the function of this facility in the future.
This water facility should provide a redundancy of more than two days. This
redundancy is calculated by the maximum daily demand.
Emergency water supply is independent with this water facility.
Table 3.6.4 High/low voltage network and protection system
Work Package Name: High/low voltage network and protection system

First letter of Level 3: S First letter of Level 2: L
Ensure a safe, reliable and serviceable The electricity system is a
electricity supply permanent electricity system. It
should not include any
temporary system from the
construction
Finished wiring and installation of Dec 2025
electrical accessories
Finished cores compartment such as main
switchboard and substation.
Quality Expectance:
There should be no redevelopment on the function of this facility in the future.
The supply voltage should be 132 KV
The reliability of the electricity should be N-1 level
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3.4 Scope Validation and Verification Process

Scope validation and verification process is a routine task for the execution
phase of the project. Benefits of the process are increasing the satisfactory
level of customers on the final deliverable. In addition to this, it reduces the
possibility of making mistakes, which will result in a significant delay and cost
on the entire process of the project. According to the framework in the Project
Management Institute, there are two tools and techniques which are
recommended to validate scope. They are inspection and decision making
respectively.
Inspection comprises a type of activities which measures and examines

performance of a single deliverable on site. The purpose of inspection is to
determine the variance between plan and execution phase. So, site managers
and foreman should undertake site inspection as much as possible.
Decision making process is always used to determine the deliverable adheres

to associative performance requirements. Its purpose is to solve some
complex questions based on experience and expertise of audiences. Voting is
an effective method for decision making in a multi-industry project. In this
project, the party who decides regulatory requirements contribute the largest
weight of vote.
After scope is invalid according to performance or regulatory requirement. A

treatment should be undertaken as fast as possible.
3.5 Scope Monitoring and Controlling Process

Scope monitoring and controlling process is also a continuous process
throughout the project. It avoids the occurrence of some extreme cases such
as scope creep. In the project, the demand of future customers may decrease
rapidly due to unforeseeable conflicts in the future. It will influence the need of
future stages in the project. Furthermore, the airport is required to provide
economic growth and social benefit in the Western Sydney.
The process can be implemented by controlling resources and

subcontractors. For instance, using local resources and suppliers instead of
oversea suppliers. In addition, the government targets on creating job
positions in West Sydney. So, there should be continuous respect and training
on the local community group under control.
A detailed version of the approach will be demonstrated in the quality part of

this project. It involved quality assurance and control which have multiple tools
and techniques to control the scope for each deliverable.
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4 Project schedule management plan

and schedule baseline
4.1 scheduling methodology and tools
This Project Schedule Management Plan aims to ensure the completion of a

project in the same way to the schedule baseline within every time period,
also budget control and scope. It provides us with guidelines on how the
project will be managed during the completion period of the project.
Schedule network analysis
Using schedule network can use graph to show interrelationships between

elements of project such as earthwork for the airport, the airport platform etc.
depending on the task dependencies and available of the resource, each bar
is plotted to start and end point, then exhibit some activity detail and who will
handle this part as well.
Critical path method
Critical path method is another scheduling methodology of this project

management report, it can be defined as every activity is depended, like a
sequential string. So, the string aims to take the longest time to realise any
dependencies in each task. It is determined by putting all activities times on
the critical path to supervise every project is finished
4.2 Activity identification and estimating duration

This is the estimating duration of western Sydney airport of construction.
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4.3 Activity sequencing method
Firstly, the project planner should prepare serval plans such as project
management plan, which is include schedule management plan, scope
baseline; project documents which included all activity attributes, each activity
list and important milestone list. Secondly, the project managers should use
graph, dependency degermation and integration and project management
information systems to figure out project schedule network diagrams.
4.4 Project schedule baseline

Land use baseline Permissible uses Construction
zone activities
Aviation provide a safety environment Aviation activity Northern

Activity of daily operations, such as Detention basin runway
take-off, landing and taxiing. Earthwork Taxiway
Terminal Provide a suitable terminal Amusement centre Terminal

and for passenger to use, Animal boarding Apron
Support especially for the passengers Aviation activity Gates
Services who is transfer in here. Aviation support Commercial
Meeting the standard of daily facility development
oration and support services Car park
for passengers. Childcare centre
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Aviation Provide a working space for Environmental

Logistics and aviation logistics and support protection works Taxiway
Support Extractive industry Cargo facility
Food and drink
premises
Freight handling
and transport
facility
Light industry
Navigational aids
Aviation Provide all aviation Amusement centre Detention

Reservation reservation which is required Animal boarding basins for
for aviation activities or Aviation activity Bulk
aviation support facilities Aviation support Earthworks
facility Rail
Business premise Easement
Car park and Airport
parking spaces transport
Childcare centre access
Business Provide business spaces for Agriculture Airport

Development local or international Animal boarding transport
business use, which can Aviation activity access
increase the revenue of the Aviation
airport educational facility
Aviation support
facility
Environmental Protect the local Environmental Environmental

Conservation environment, such as land protection works protection
and water. Heritage works
conservation works
Public utility
undertaking
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4.5 project milestones and timeline

Timeline
The figure below is the timeline for Western Sydney Airport project. The
project will start from Aug 2018 and end by late 2026. The relevant activities
will include earthwork, material procurement, road pavement and landside.
The most construction time consumption is runaway pavement which is
related to large amount of work.
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Key Milestones
Key milestones of project are listed in the table below. The relevant duration
of each milestones is also indicated. These milestones will not only ensure the
procedure of project, but also indicate the speed and completeness of
construction.
Key Milestones Time Frame
Draft of airport plan 19 Oct 2015
Revise of airport plan 15 Sep 2016
Transgrid relocation works Jan 2018 - Aug 2019
Early earthworks Sep 2019 - July 2020
Materials Importation Mar 2019 - June 2022
Experience centre and site office Oct 2018 - Sep 2019
Bulk earthworks Sep 2019 - Sep 2022
Runway pavement June 2021 – Aug 2025
Passenger terminal complex June 2022 – Aug 2025
Landsite civil and Utilities Aug 2022 – Aug 2025
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4.6 list of critical paths activities
4.7 Schedule control process

4.7.1 Measuring progress
Schedule control is concerned with determine the current status of the project
schedule, shows the factors that will change during the construction process,
then, the schedule will change as well, so performance review is a useful way
to measure and control the schedule.
Firstly, project manager should measure, compare and analyse the schedule
performance of this project, such as actual start and finish date, how much it
is complete and is there any remaining duration for the work.
Then compared with the original schedule baseline, determine the difference
between the actual and plan such as the start or end time, then analyse the
variance. Usually, project managers use project management software to
track planned dates versus actual dates, thus update any change to the final
project schedule.
4.7.2 Schedule update and reporting
Firstly, the project manager needs to explain how the schedule will be
updated, such as the date, duration time etc. in addition, project managers
need to ensure the frequency of update information, in this project is every
day, due to this is a huge project, a small changes may affect huge.
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Every time update or report the new information, fill the update information to
the everyday report, there is an update part for every staff to write, it should
be allowed by project managers. Once they allow the change, it must update
to the new schedule, then keep the original report to a folder.
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5. Project Cost and Financial

Management Plan
5.1 Cost Estimation and Budget Determination
Methods
The project cost and financial management plan aims to show how the whole
project cost will be planned, set up and controlled. For the Western Sydney
Airport plan, it takes huge amount of money from government, so making a
great project cost and financial management plan is important for project
managers.
The construction project manager will refer to the cost of Sydney Airport
(including inflation) and customise a suitable commitment schedule template
for the special requirements of this project. In addition, the project managers
made a lot of assumptions for the future events.
In addition, the future budget will refer to the statement of income, financial
position and cash flow for the period from 7 August to 30 June 2018 to
estimate the new budget in the future. It will include 2 main parts that are
building the airport and capital and financial risk management.
Table 5.1 shows that the statement of cash flows for the period from 7 August
2017. To 30 June 2018. This is actual cost during this period as construction
progresses.
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Table 5.1: the statement of cash flows for the period from 7 August 2017
This figure shows a part of cash flow of the whole project, also it is based on.
the historical cost and estimate some cost base on a going concern basis, all
of the number is presented in Australian dollars.
This financial report is a report which is according to:
1: Australian Accounting Standards and Interpretations issued by the

Australian Accounting Standards Board (AASB).
2: International Financial Reporting Standards (IFRS) as issued by the
International Accounting Standards Board (IASB).
3: Corporations Act 2001 (Cth).
4: PGPA Act.
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5.2 Cost Breakdown Structure
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5.3 Cash-Flow Diagram and Cost Baseline

Cost baseline
Unit type Typical elements
Square meters (m^2) Airside pavements
Landscaping (Grass)
Flooring and ceiling
Tonnes Concrete
steels
Linear meter (m) Landside road
beams
Per unit item security and baggage handling systems
equipment
Cubic meter (m^3) Earth moves
Bulk earthwork
5.4 Cost Performance Measurement (Earned Value

Management)
Financial Performance: Measure of actual expenditure relative to budgeted
forecasts.
The cost performance will be determined based on cost performance index

(CPI).
Planned value, actual cost and earned value will be recorded and compared.
The flowing methods may be used:
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• Unit Completed
• Weighted or Equivalent Units
• 50-50 Rule or Start/Finish Method
• Incremental Milestone
• Critical Input Use
• Proportionality Rule or Cost Ratio
• Supervisor Opinion
5.5 Cost Control Process and Reporting Format

Cost control is a main financial part of the project management, it is used to
overseeing and managing the expense of the project, also need to consider
the risks of finical part. The reason why it is important is that the budget
discrepancies will occur during the whole construction possess, so it is hard to
eliminate it early and perfectly, due to everything is change in everyday, also it
will impact later in the future.
So, the cost control process become much more important. There are some
methods that used in this project. At the first of the project management, the
project manager can understand the whole scope by look at the WBS
statement, then using insist on input and collaboration from outside
stakeholders to control the cost. In addition, the project managers must take
action immediately to make sure there is less impact of the issue.
The main cost control process will include these several main step, firstly, a
construction project management plan is needed, which is include cost
baseline for comparison between the planned and actual costs and the
various cost. After that, a work performance data is needed to identify the
activates from the start of the project to the ends including the cost. Moreover,
they need a project funding requirement to determine the required funds for
expenditures. Finally, they need organisation process assets to complete the
whole cost control process.
The reporting format should include the following documents:
1: cost baseline
2: cost estimate
3: requested changes
4: construction project management plan
5: work performance data
6: organisation process assets
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6. Project Resource Management Plan

6.1 Project Organisational Breakdown Structure
(OBS)
An organisational breakdown structure is a document that companies will use
to coordinate the people who will be working on a specific project along with
its workflow plan and resource breakdown. The OBS determines who reports
to whom, the hierarchical specifics and the reporting structure. The proposed
OBS for the Western Sydney Airport Construction Project is shown in the
following Figure 6.1.
Figure 6.1: Project Organisational Breakdown Structure
6.2 Roles and Responsibilities
The functions and responsibilities for members of the WSA Delivery Team are
described in the Table 6.2 below.
Table 6.2: Key Project Roles & Responsibilities
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Organisation Roles Responsibilities
- Project Director § Oversee project execution over the entire life

cycle of the project
§ Communications with key external parties

when required and accepted with the project
manager
§ Communication with the WSA Co Delivery

Team and key stakeholders
§ Confirmation of Project Governance

arrangements
WSA Co Construction § Development, management and

Delivery Manager implementation of this Construction Plan
Team
§ Overall project execution in compliance with
the Airport Schedule, Airport Deed and all
related documents and regulations
§ Management, organisation and monitoring of

contractors delivering project stage 1
Design/Engineering § Design of the project stage 1 in line with the

Manager Airport Plan, Airport Deed and any relevant
documents and regulations
§ Management, coordination and control of

contractors designing Stage 1 of the project
Community and § Communication, liaison and consultation with

Stakeholder all the involved parties
Manager
§ Community and stakeholder management
plan developed, controlled and implemented
Safety and Health § Safety performance for the Stage 1

Manager Development
§ Develop, maintain and enforce an efficient

programme of health and safety at work
§ Stage 1 Control, Maintaining and Enforcement

with all applicable legislation
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§ Monitoring and maintaining the efficiency of

contractors and maintaining compliance with the
health and safety programme at work
Sustainability § Development, management and

Manager implementation of the Sustainability Plan
§ Sustainability monitoring, assurance and
compliance for the Stage 1 Development
Environment § Development, management and

Manager implementation of CEMP’s
§ Environmental monitoring, assurance and

compliance for the Stage 1 Development
Package Managers § Stage 1 Product management, organisation

and monitoring of the individual job packages
Interface Managers § Coordination of any interfaces between

multiple Contractors on the Airport Site
§ Coordination of any interfaces between

external stakeholders and Contractors on the
Airport Site
Superintendents § Execution of the works in accordance with the

construction plan, CEMP’s and sub-plans
Contractors Project Manager § Work execution in accordance with the

building schedule, CEMP's and sub-plans
§ Day to Day communication with Project

Director
§ Confirmation of Project Governance

arrangements with Project Director
§ Reports on the project delivery status to the

Project Director
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Safety Manager § Consult with distribution partner and
other vendors, organise and cooperate
§ Contractor's health services management and

deployment
Environment § Day by day maintenance and execution of an

Manager appropriate maintenance framework for the
community
§ Consult, coordinate and cooperate delivery

partner and other contractors
Superintendents § Execution of the works in accordance with the

construction plan, CEMP’s and sub-plans
6.3 RACI Matrix

RACI is an acronym derived from the four main tasks most widely used:
responsible, accountable, consulted, and updated Roles and responsibilities
in inter functional or departmental projects and processes are used to explain
and identify. The proposed matrix for WSA project will analysis the
responsibilities for WSA delivery team and contractors, which is shown in
Table 19 and Table 6.3.
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Table 6.3: RASCI Chart Legend
The RASCI Chart
R Responsible To do or complete assigned tasks. Responsible for an

action, can be shared. "The Doer"
A Accountable Ultimately liable for the results and hold the "sign off" or
veto power in the process. Only one "A" can be assigned
to any single function, task or process. "The buck stops
here."
S Support The person or group who is expected to provide the

support for the action or task in a tangible way. Support
tasks should be identified in the work breakdown plan, the
scribe notes and the GANTT chart. "Helper"
C Consulted Individuals who provide their professional opinion and are

consulted before a final decision is taken. "In the loop."
I Informed Individuals who need to be told when a decision or action

has been taken. "Tell me after" / "Notify Me"
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Table 6.3.2 RASCI Matrix
6.4 Resource Acquisition and Release Plan

Acquisition Plan
State staffs are hired using the usual recruiting procedure for the department.
In a typical hiring process, job requirements and minimum qualifications will
be prepared and reviewed in conjunction with the Construction Project
Manager/ Construction Manager and Human Resources to decide the correct
classification of employees, announce the job, schedule interviews and select
the staff.
Other projects assign personnel to ensure that each of the projects has
sufficiently qualified human resources within the appropriate time frame. The
project management team must negotiate with functional managers to ensure
that the project can receive appropriate workers within the necessary time
frame.
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In situations where it is not possible to have the necessary manpower to

complete a project, the resources needed would be obtained from outside
sources. This will require the recruiting or subcontracting of individual
consultants to another company.
Release Plan
In the event that workers decide to move to another project before completion
of the project, the functional manager of workers must assume or reassign the
duties of the departing staff. Staff who are part of the release programme can
require more training to support their new responsibilities. For staff recruited
through fixed contract duration jobs, their services will be decided at the end
of the contract period in compliance with the contract terms.
6.5 HR Calendar and Histogram

The HR resource histogram was created based on the employee calendar
information and records a human resource forecast needed to complete the project.
It shows the number of hours per worker needed during project term.
It is assumed that all the workers worked from Aug 2018 to Dec 2025 with a break
on Sep & Oct 2019. The construction hour is standardized as Monday to Friday 7am
– 6pm and Saturday from 8am – 1pm. The general labour, skilled labour or any other
kind of workers would tend to work a maximum of 240 hours per month, while the
employees which have a specific function (such as project manager) would have a
less working time per month. By adding all proposed workers’ working hours in a
month. The resource allocation histogram could be shown below.
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Figure: Resource Allocation Histogram
6.6 Machinery and Equipment Calendar and

Histogram
Histogram / calendar records of the machinery required forecasting of the
machinery and equipment needed to complete the project. It shows the
number of hours required per machinery and equipment over the project
period.
It is assumed that construction machines are supposed to be used mostly

during the beginning early earthworks which was scheduled from Sep 2019 to
Sep 2022 and construction phase which might happens from June 2021 to
Aug 2025. All the machines tend to work around 50 – 230 hours per month.
By above estimation, the machinery/ equipment usage histogram could be
summarised in Figure 6.6.
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Figure 6.6: Machinery/ Equipment Usage Histogram
Table 6.6: Forecast Machinery/Equipment Usage Calendar
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6.7 Staff Induction

On the first day of work, an employee is expected to complete the following
checklist before commencing any further work. As part of the induction
process, the employer shall ensure the following procedures are carried out:
• Before their first day, tell the employee where, when and to
whom they will report and if they need to carry any equipment or
resources.
• Ordered construction and IT link, and any uniforms.
• Draw the new employee’s attention to any specific points

about working for the setting
• Explain the emergency procedures.
• Completed tax file number declaration.
• Completed superannuation choices.
• Completed employee's bank account details.
• Completed employee's emergency contact details.
• Make a copy of any necessary employee licences.
• A copy of the employee's passport or visa if a working Visa is

required.
• Introduce the new employee to everyone in the setting

explaining who they are and what their role is
Within the first few days of employment or if current workers change their
working policies and practices, the manager must guarantee that they do the
following:
• Provide copies of relevant business policies or procedures

such as codes of conduct and work health and safety policies or
procedures
• Conduct the following discussions:
o the history of the business and its role
o How to report sickness and absence giving the person to

be contacted the name and telephone number, by what
time and what information will be needed
o Completion of timesheets
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o Information about pay day
o Payment method
o Complete workplace health and safety induction
o Explain annual leave entitlement, where this is recorded

and who approves this.
6.8 Ground Rules

6.8.1 Equal Opportunity
Opportunities for employment, professional development and promotion

would be offered based on merit. Any type of illegitimate discrimination,
including but not limited to race, religion, gender, sexuality, disability, age or
family responsibilities can be tolerated based on Equal Opportunity, Diversity
and Inclusion Policy.
Leaders must ensure that decisions relating to recruitment are focused solely
on factors of merit and industry.
6.8.2 Attendance Policy
· Construction Hour
The Interim Construction Noise Guideline (DECC 2009a) of the EIS and the
NSW Environmental Protection Authority (EPA) also list regular construction
hours from Monday to Friday 7 am – 6 pm, and from 8 am – 1 pm Saturday.
· Attendance Regulation
At the halfway period of work, if the employee demands leave (including

leaving, going out for business, training), they are expected to enter the
details on the Outgoing registration form. Where there is no attendance record
due to fair cause when the worker is on duty, the cause for the weekly
attendance report should be told.
Any of circumstances hereunder is deemed as absenteeism:
1. No attendance record when on and off duty and cannot issue application
form
2. Leave working area without the approval during the work time more than 30
minutes
6.8.3 Workplace Security Policy
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1. Access Control
Both building traffic and access are regulated in compliance with, and as
such, the WSA Traffic and Access CEMP. Besides, security guards posted at
the main entrance to the site will provide access control and ensure that all
those who enter the site are wearing suitable personal protective equipment
(PPE) for construction site work. Figure below shows designed site entry
points, entry point limitations and main site positions with respect to access
points.
2. Physical Security Assurance
Health and safety management system (H&SMS) which is a structured and

recorded approach to rigorous and systematic health and safety management
and improvement would be created to support the health, welfare and safety
of workers, visitors and those who work with or are influenced by the
operations or undertakings of WSA Co. This system would be regularly
evaluated against industry practice, statutory criteria and applicable
standards.
WSA Co is committed to avoiding injury and disease to employees and will

aim to ensure the injured worker's timely and enduring return to work through
successful recovery and injury prevention strategies and services.
3. Risk Management
A systematic approach to health and safety risk profiling would be established

to define, evaluate, track and mitigate risks. Thus, WHS incidents can
implement measures to prevent and respond to emergency issues on time.
Additionally, effective communication and consultation would be supported to
increase workers' awareness of health and safety risks and preventative
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measures. Moreover, the WSA project team would monitor and review the
performance of the risk management process.
6.8.4 Employee Code of Conduct
All employees, consultants and contractors would be expected to

demonstrate key behaviours consistent with the following standards:
· Maintaining high ethical standards, integrity, accountability, authenticity and

justice
· Respecting difference, and embracing different ways of thinking
· Refusal to allow violence, intimidation or discrimination Working

collaboratively and openly with each other
· Understanding the environmental and social impacts and ensure that using
capital wisely while making business decisions
6.9 Team Charter

Team values
Safety: WSA Co is relentless in applying the highest physical and

psychological safety standards for the continuous health and well-being of its
people.
Integrity: WSA Co holds self and others accountable to instil trust by operating
with honesty, integrity and authenticity.
Inclusion: WSA Co fosters an inclusive and diverse working environment and

recognises the value of different perspectives and cultures. Diverse teams
working together positively impacts the value and direction of WSA Co.
Pioneering: WSA Co is nimble and always actively learning through

experimentation to forge forward, continuously creating new and better ways
for the Company to be successful.
Courage: WSA Co acts with courage to address difficult issues and make
quality decisions to keep the Company moving forward.
Passion: WSA Co is committed to driving the Company’s vision, strategy, and

purpose by creating a climate where everyone is motivated to do their best.
Purpose: To generate social and economic prosperity by working together to

safely deliver a thriving airport precinct in Western Sydney
Team agreement
To ensure an effective, collaborative and integrated team, WSA Co

employees are appointed based on three key factors: experience and
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qualifications, potential for development, and cultural fit. WSA Co will continue
to establish arrangements for its own employees that provide a compelling
employee value proposition. These arrangements are supported by policies to
ensure that the workforce is safe, productive, flexible, and engaged.
6.10 Training Plan

The employees will be provided with professional training including
construction standard and other development activities. The training register
and centre will provide training services for a long time. The awareness
forums are provided for employees with relevant workshops or presentations.
Five technicians will be selected from employees every week to provide
professional solutions. The technicians will have specific training time in terms
of consultation time every week.
A training system will be built based on flowing contents:
• Specific training required by each Contractor Environment

Management Plan (CEMP);
• Information on changes to legal and other requirements;
• Shared information from other works;
• New environmental management initiatives; and
• Corrective actions to be implemented.
• Background of project like purpose and responsibilities.
To ensure the training quality, the training forms will include (but not limited):
• the summary of project which includes duty, responsibilities and

incident reporting procedure;
• Toolbox talks will be held weekly to raise awareness of related issues
and risks during construction;
• Daily Pre-start meeting is mandatory to provide construction activities;
and
• Environmental awareness training for specific issues like erosion &
sedimentation control and managing noise.
When the new employees are hired, they will learn about project in the
training centre for weeks. Then they are required to practice with managers
for certain time before engaging to work.
6.11 Performance Review and Assessment

The relevant team measures are shown below:
• Report of Safety standard

• Community Engagement
• Environmental condition
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• Employee engagement
• Financial statement
• For individual employees, the responsibilities, engagement, focus, and
commitment to roles will be measured.
The performance of employees will be examined according to content below:
• Whether the work is finished on time.

• The quality of work will be monitored.
• Whether all requirements like goals are achieved.
• The safety is ensured or not.
The grade will be discussed with the employees with reasonable issues and
suggestions every day. The employees with high grade will have opportunity
to get award. The consultation will be involved during review process to
improve the performance in the future. Once the problem is found to be
common or serious, the team will hold a meeting as soon as possible to figure
it out.
The individual performance will be collected in a long time. A formal

performance review meeting will be held every half year.
Figure 6.11: performance evaluation
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6.12 Staff Recognition and Rewards Plan

Working conditions:
Safety of work will be ensured. High risk activities during construction will be
managed in accordance with the project Health and Safety Management Plan.
Health and Safety must be the primary consideration in all construction

activities throughout Stage 1 Development. Construction activities that
present a health and safety risks include:
Working in and around mobile plant;
Working at heights;
Working near live traffic;
Working with live services;
Mobile cranes and lifting operations;
Electrical work;
Working with temporary works; and
Disturbance of asbestos
All works will be carried out in accordance with WSA’s Work Health and
Safety Policy which is available on the WSA website.
The EIS and the NSW Environmental Protection Authority (EPA) Interim
Construction Noise Guideline (DECC 2009a) both list standard construction
hours as Monday to Friday 7am – 6pm and Saturday from 8am – 1pm. The
NSW guidelines identify several categories of works that might be undertaken
outside the recommended hours, including:
• deliveries of oversized plant or structures;
• public infrastructure works that shorten the length of the project and are
supported by the affected community; and
• works where a proponent demonstrates and justifies a need to operate

outside the recommended standard construction hours.
Other activities that WSA may undertake outside these standard construction
hours include:
• works to existing services (if shutdowns are required);
• deliveries of oversized loads;
•catch-up works if works are delayed by unforeseen circumstances;
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• responsive activities to protect people, property and the environment in the

event of an emergency such as a fire or structural failure; and
• other activities undertaken in accordance with relevant noise guidelines, or

which have no material noise or other impacts on residences.
Where works are required outside of standard construction hours approval will
be requested from the WSA Environment Manager in accordance with the
Noise and Vibration Construction Environmental Management Plan (CEMP)
Variety/type of work:
Since the work types in western Sydney airport are various, people are easy
to get involved with the work they are interested in. The employees can try
different work if they are really interested.
Appreciation/acknowledgement
Based on performance review, the contribution of employees will be

encouraged and even awarded.
Training
Training is provided all the time for both new employees and employees who
have issues.
Money
Except the rewards, the salary in the holiday will be raised.
Promotion
Employees who contribute a lot will be promoted. For example, if one can
always finish his work on time and get high grade in the performance review,
he will be promoted.
6.13. Compliance, Equality, Diversity and Inclusion

Compliance
To be reviewed and updated on a 6-monthly basis. Compliance with Airport
Plan conditions to be reported annually in the Annual Compliance Report.
The compliance of project is shown as flowing:
• Airport plan condition compliance reports
• National Employment Standards;
• National Construction Code and Australian Standards;
• Workcover Authority of NSW;
• Work Health and Safety Act 2011;
• Workers Compensation Act 1987;
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• Racial Discrimination Act 1975;

• Privacy Act 1988;
• Sex Discrimination Act 1992;
• Workplace Gender Equality Act 2012; and
• Fair Work Act 2009
Equity
• Relative legislations are demonstrated below:
• Age Discrimination Act 2004 (Cth);
• Australian Human Rights Commission Act 1986) (Cth);
• Disability Discrimination Act 1992 (Cth);
• Racial Discrimination Act 1975 (Cth);
• Sex Discrimination Act 1984 (Cth);
• Workplace Gender Equality Act 2012 (Cth); and
• Fair Work Act 2009 (Cth).
Safety
The following will be implemented: -

• First Aid & WHS training within the workplace;
• Induction and fire drill as required to enable all staff to evacuate safely
in the event of a fire;
Training manual for all possible hazards occurring within the office and on
site; and
Appropriate WHS management plans and implementation on construction
sites.
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7. Project Delivery System and

Procurement Management Plan
7.1. Procurement Methodologies
Method
WSA Co is utilising a two-step, ROI and RFT, process for procuring the
Airport Planning Services.
Following submission of ROIs by Interested Parties, WSA Co will undertake

an assessment process
to determine the Interested Parties that are eligible for registration and
participation in the RFT stage
of the procurement process. Eligibility for registration and participation in the

RFT stage will be
assessed based on satisfaction of the minimum requirements set out in

section 5.1.
All Tenderers will be able to download the RFT from the WSA Co Data Room.
The RFT will set out
detailed requirements which Tenderers must address in developing their

Tenders.
Post submission of Tenders, WSA Co will undertake a detailed evaluation

process to determine the
successful Tenderer. The successful Tenderer must execute a Consultancy

Agreement with WSA
Co.
Further details in relation to the RFT requirements, evaluation process and

Agreement will be
provided in the RFT. WSA Co reserves the right to alter or vary the
procurement process at any time.
Procurement approach
The current main works procurement packaging strategy for the delivery of
Western Sydney International is:
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(a) Bulk Earthworks Package A – The first of the bulk earthworks packages to
develop the airport platform, including design for the master grading, bulk
earthworks and trunk drainage and construction activities for the bulk
earthworks in the Package A Site (to be determined as part of the Bulk
Earthworks Package A procurement process – nominally half of the total bulk
earthworks);
(b) Bulk Earthworks Package B – The second bulk earthworks package to

complete the final design and construction of the bulk earthworks that are not
included in the Package A Site. Note that this package may be combined with
Bulk Earthworks Package A through the Bulk Earthworks Package A
procurement process;
(c) Pavements Package C – The design and construction of all airside

services and utilities, including all aircraft pavements (runway, taxiways),
engine run up pad, compass swing platform, isolation stand, airside roads
(including associated signs and markings), landscaping and aeronautical
ground lighting system (including associated sub-station buildings),
navigational aids and other specialist systems;
(d) Terminal and Specialty Works – The design and construction of all works
within the terminal precinct, including the terminal building, plaza, connections
to the rail station, bus station, taxi ranks and car parks, roads footpaths and
external ancillary buildings. The specialty works will include, among others:
(i) BHS;
(ii) security systems;
(iii) IT architecture and network;
(iv) aerobridges and fixed links;
(v) apron and associated external utilities; and
(vi) lifts and escalators.
(e) Landside Civil and Building Works – the design and construction of all
landside works including the access and internal roads, bridges, various car
parks (covered and uncovered), utilities and various ancillary buildings (e.g.
water/wastewater facility, access control point facility, airside/landside
perimeter fence, aviation fuel farm, offices, maintenance facilities and
mechanical workshops). The utilities to be developed as part of this package
may include:
(i) electricity cables and associated facilities;
(ii) fire main;
(iii) natural gas and associated facilities;
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(iv) potable water and associated facilities;
(v) recycled water and associated facilities;
(vi) storm water drainage;
(vii) sewer drainage;
(viii) telecommunications cables;
(ix) irrigation water and associated facilities; and
(x) site wide specialist systems
7.2. Procurement Processes Diagram
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7.3. Designated Responsible Organization (DRO) Log

or Package List
Procurement items budget duration
Package 1: Bulk Earthworks and Airside Civil $1.1 2018-

Works billion 2019
Package 2: Terminal and Speciality Works, and $2.3 2021-

billion 2025
Package 3: Landside Civil and Building Works $1.9 2021-

billion 2025
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7.4. Hire or Buy Analysis/Make or Buy Analysis

The make-or-buy analysis will be based on benefit analysis. all the purchase
behaviour will be examined carefully according to time and cost.
7.5 Contract Type Selection

The comparison of three types of contract are tabulated below:
Contract type Clear of Risk burden Motivation to Ability of cost

scope reach goals prediction
Fixed Price clear Contractors Very low high
Cost- Medium clear Mostly Low Medium high
reimbursable project
companies
Time and Not clear All project Low Very low
Materials companies
7.5 : comparison of contract types

7.5.1 Fixed Price/Lump Sum
The fixed-price contracts (also called Lump sum) are the legal file between
project companies and individual suppliers, which supply the project with
products or services with a negotiated price. Usually, the contract specifies
the performance of services or products, the timeline required to complete
the overall works, and the cost to produce products. The fixed-price
contract has many types. While, another contract type fixed-price contract,
gives predictable costs for products, services or products with clearly
stating the scope but unlikely to change. This is the contractor that is
responsible for monitoring the project to reach the clients’ expectations.
The team of project management is responsible to track the efficiency and
scheduling procedures to make sure the suppliers satisfy requirements.
The risks of this kind of contracts will be the consequences of changing the
project. Fixed-price contracts allow at least two or three vendors to be
present who can meet the requirements and performance standards to
guarantee the project's needs.
7.5.2 Cost Reimbursable/Cost Plus
The cost reimbursable contract is defined as that the company are willing to
spend for the supplier for the expense of delivering products or of giving the
services. Another name of ‘cost-reimbursable’ is ‘Cost-plus’. Cost-plus
contracts are very commonly accepted where the scope of project or the
expense to conduct the project is not clearly documented. The project
company will afford a refundable contract to give the contractor the
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permitted work relevant expenditures. Therefore, very risk that the

suppliers will have regarding to the changes of cost as the they are
reimbursable. Cost-plus contracts require good documentation of the costs
of project to make sure that the employer is paid for all the tasks done and
to make sure that the company won’t pay for anything that hasn’t been
finished.
7.5.3 Time and Materials
The contractor may charge an hourly rate for labour on minor operations
that have high uncertainty, plus materials costs, as well as a proportion of
overall costs. This kind of arrangement is known as time and materials
(T&M). Time is referred to hourly payment and suppliers typically give
timetable and invoice for products project spent. The project reimburses the
contractor on the basis of a negotiated cost and the true cost of the
materials for the time spent. Usually the fee represents a proportion of the
expense. The contract type Time and material is being used for projects
that are comparatively small in scale and have ambiguity or some potential
risks, where the cost is provided by the project companies, instead by the
suppliers. As the suppliers are more likely to provide flexibility in the price
of certain kinds of contracts to offset the high risk, T&M contracts provide
the project with lower net expense.
7.6 Source Selection Criteria

Source selection criteria is a collection of characteristics that the buyer
wants a vendor to match or surpass in order to be chosen for a deal.
Source selection criteria are usually included within project management as
part of the procurement documents. Criteria for source selection should be
established and reported to facilitate an assessment of more specific items,
services or outcomes. Some potential parameters for selecting the source
are:
• Understanding need. How well will the plan from the seller answer the
job document for the procurement?
• Total cost or life cycle cost. Can the seller selected deliver the lowest
net ownership costs (purchase costs plus operation costs)?
• Risk. How much risk is included in the job statement, how much risk is
delegated to the seller chosen and how does the seller minimize the risk?
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• Administrative strategy. Does the seller have the ability to build and
maintain processes and procedures to ensure a project is successful?
• Technology strategy. Will the technological methodologies, methods,

approaches, and services offered by the vendor satisfy the specifications of
the procurement documents, or are they likely to have more or less than
the expected outcomes?
7.7 Procurement Metrics to Evaluate Select Sellers,

Vendors or Subcontractors
7.7.1 Technical Quality Metrics
The evaluation criterion for technical quality metrics are provided below:
Table 7.7.1.1: evaluation criterion for technical quality matrix.
Evaluation criterion Weighting
Works understanding: 25%
Established knowledge of the works and evaluation of

methods, strategies and measures for completing the
project according to defined time, expense and efficiency.
Experience: 50%
Related experience (completed or continuing over the last

10 years) to show the ability, expertise and success of the
organizations in delivering the outcomes.
Team: 25%
Details on proposed main work personnel including job

position, related skills and qualifications, organizational
framework and scheduling of resources.
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The rating matrix for tender are also provided:
Rating Description Score
Superior Superior satisfaction of desires. Proven 10

attributes, no mistakes, risks, flaws or
omissions.
Excellent Complete satisfaction of the criteria provided 8-9

by specific examples and strong supporting
proof. Small accidents, risks, flaws or
omissions. Meets the suitable tendering
criteria.
Good Clear performance and an appreciation of 6-7

the criteria showed. Some small errors,
risks, flaws or omissions. Meets many of
perfect tendering criteria.
Acceptable Reasonable satisfaction of demands. Some 5

errors, risks, defects or omissions. Meets
many of the desired tendering criteria.
Marginal Marginal satisfaction of requests. Low detail 3-4

demonstrating comprehension of the
specifications. Big errors, threats, flaws or
omissions. Complies with the minimum
requirements but merely satisfies this
criterion.
Unacceptable Unsatisfied the requirements. Insufficient 0-2

detail to show comprehension of the
requirements. Big errors, threats, flaws or
omissions. May need to pass this tender
through.
Table 7.7.1.2: rating matrix for tender.
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7.7.2 Cost Metrics
Providing value for money is a key priority for all procurement activities at
WSA. Anyone who procures goods and services on behalf of WSA wants to
be confident that the result of the purchase is a value for money. Value for
capital takes into account these considerations as:
• A summary of future specifications.
• Sale price.
• All cost of living, e.g. repair, maintenance, recycling.
• Price, and suitable for use.
• Schedule.
• Flexibility to adapt to possible changes in the good or service lifecycle.
• The experience of a potential suppliers and its success history.
• Components of added value, such as achieving the cultural, social and

environmental goals.
Therefore, the estimate cost metrics are tabulated below:
Company Company Company

Description Estimate 1 2 3
Total lump sum

price
Total lump sum ex

GST 204887900
GST (10%) 20488790
Tender Total 225376690
Trade Price
Trade price lump

sum ex GST 230000000
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Tender Total 253000000
Early work 4345800
Early treatment and

preparation 1180800
Relocation work 1100000
Bulk work 2065000
Airside civil and

pavement 43904000
Services and utility 2614000
Pavement 41290000
Terminal and
specialty 89023000
Terminal building
and precinct 18573000
Integration of
aviation specialty 70450000
Landside civil and

building 67615100
All landside works 46131400
Services and utility 7713700
Various ancillary
buildings 13770000
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7.8 Procurement Controlling Process and Contract

Administration
Procurement controlling process is involving the management of procurement
relationship to the project. This also includes tracking the performance of the
contract as well as making alongside the required adjustments and
corrections. The benefit of control procurement is that it guarantees that seller
and buyer's output meet the procurement criteria in compliance with the terms
set out in a specific legal agreement. To complete the cycle it requires
multiple inputs, devices, techniques and outputs. It is necessary for the buyer
and seller satisfy the requirements of Terms and Conditions set out in the
contract. The procurement controlling process makes sure that the contractual
commitments are carried out. It also means that all the consequences of the
actions taken during procurement are understood to the project management
team. Under this process, it is important for the seller to meet the procurement
criteria while the buyer must deliver according to the contract terms. This
involve making timely payments, and if necessary, even having management
of contract change. In addition, this process may come with the financial
management, as it includes tracking the seller's payments. The procurement
controlling process allows both buyer and seller to collaborate on the
agreement and make sure both meet their responsibilities. Finally,
agreements can be amended at any time before the contract is signed off.
Some of these changes will not affect the contractual obligation, and the
achieved agreements can be made into contract at any time. However, for
those changes that will significantly influence the project may need to be
reviewed by procurement controlling process, which the updated changed can
be adopted later.
The WSA Procurement Strategy extends to all goods and services

procurement agreements performed by WSA business units for WSA
business operations, except for the following commercial agreements:
· Customer facing contracts.
· Regulatory agreements.
· Financing arrangements with financial institutions.
It includes all procurement operations carried out by approved workers (full-

time, part-time staff, contractual or casual and contractors) whose assigned
authority authorizes the purchase, request, manufacture, handle and dispose
of products and services for and on behalf of WSA.
Both procurements performed and/or handled by the Delivery Partner(DP) or

the Project Manager Definition(PMD) must comply with the Regulation.
According to the Guidance of Western Sydney airport Procurement, the

procurement controlling process are provided below:
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Table 7.8: procurement controlling process.
Program WSA's sourcing performance and productivity significantly affects the efficiency,
delivery consistency, and expense of the WSA delivery program. The procurement
process and supply models must also be structured to ensure that products or
services are obtained across the delivery schedule to achieve meaningful
results for end consumers. This includes careful definition of the requirement,
precise drafting of technical requirements, thorough evaluation of responses,
negotiation and reporting of the final contract and then diligent management of
the contracts.
Mitigate risk A comprehensive risk control system must be extended to all decisions on
sourcing criteria, procurement activities and supplier contacts. Procurement
decisions have to take into account existing and expected market trends and
future threats, including financial, contractual, regulatory, health and safety
threats, currency, supply and price. The risks involved with the procurement
practices must be handled according to the various rules and requirements of
WSA.
Demonstrate Both WSA staff and vendors in all procurement activities are expected to uphold
probity and the highest level of honesty, probity and ethical conduct:
ethical
behaviour • Work honestly, fairly and behave ethically with all individuals and
organisations that provide WSA with products or services.
• Any conflicts of interest under the WSA Agreement on Conflicts of Interest are
not acceptable.
• Any unsuitable rewards or gifts in accordance with the WSA Policy on Gifts
and Benefits are to be rejected.
• Treat classified or potentially important information or personal details with

due diligence, sufficient protection and proper privacy consideration.
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Accountability It is the duty of WSA workers to ensure that the procurement process is open
and and that decisions are justified. This can be illustrated by, but not limited to:
transparency
• Embracing a reasonably fair method with specific requirements for evaluation.
• Equal and neutral relations with all vendors.
• Ensuring the tenders are not invited, unless WSA has a clear plan to continue
with the contract award.
• Record and substantiate all actions related to procurement and maintain

relevant documents safely.
• Embracing a clear feedback mechanism and resolute management
Financial WSA Business Divisions are expected to ensure careful monitoring, approval,
controls and accounting of all procurement expenses. Specifically, make sure:
• All procurement expenses are approved in the context of an operational,

capital or project budget or business case or procurement request.
• Goods and services which form a specific scope of work or related

requirements are not separated into separate components solely to minimize
the threshold cost to escape the minimum policy criteria set out in the Minimum
Policy Criteria.
• All products or services provided by the vendors are in compliance with the
relevant notices of distribution and relevant invoices.
• Only those individuals approved by the WSA DoA Policy accept and commit
on behalf of WSA procurement expenses.
• Reasonable efforts are being made to reduce the costs of the procurement
process without violating any of the core procurement standards.
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Local WSA is committed to ensuring that WSA creates appropriate economic and social
economic gains for the greater area of Western Sydney. WSA officially agreed to the
and social following goals for the workforce:
growth
• Local employment: 30% of workers living in Western Sydney during the building
process (including the local councils of Western Sydney City Contract and
Parramatta, Auburn, Bankstown, Blacktown, Holroyd and Hills District).
Throughout the operations process, the dedication would rise to 50 per cent.
• Learning Workers: by 2025, 20% of the population consists of graduates,

including graduates and trainees (1 in 10 in skilled positions) and works to
develop their skills and qualifications.
• Diversity: by 2025, 10% of the total population is women in non-traditional

occupations, women in leadership positions, economically and socially
marginalized communities and persons with disabilities (2.4% of the total
workforce is aboriginal workers).
• Indigenous firms: 3% of all projects are with indigenous companies during the
development process.
• In view of the size of the WSA initiative, WSA is also looking at creative ways to
optimize economic and social benefits in the greater Western Sydney area and
include local businesses in all facets of WSA growth.
Environment WSA is committed to ensure the procurement is carried out in compliance with
and environmental protection and efficiency standards of best practice. All
sustainability procurement operations must be carried out in a manner which is socially
conscious. WSA workers should have to recognize the greater effect their
decisions have on both stakeholders and the environment. WSA will also foster
sustainability with internal and external stakeholders through the integration of
sustainability requirements into standards, contract terms and conditions,
guidelines and procurement processes. This may include:
• Positive nette value.
• Lower carbon emissions.
• Assessment of lifecycles.
• Authentication by third parties.
• Compliance rating for sustainability
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Effective and WSA will achieve secure and reliable procurement results with:
efficient
procurement • Choosing a procurement process that is compatible with the priorities of the
WSA Procurement Policy while being ideally tailored to particular situations and
the required supply targets.
• Provide technical assistance, straightforward instructions and robust methods

and models for all procurement workers.
• Constant evaluation and execution of these processes over time to reduce any
needless transactional, logistical or other costs relevant to the procurement of
goods and services;
WHS (Work, Procurement is a vital regulation over the threats to WHS. Given that
Health and procurement is usually carried out early in the programme, it is essential that it is
Safety and successfully handled. Ensuring that the WHS risks associated with procurement
Security) of goods and services are managed appropriately requires criticality assessment
and potential impact assessment.
Contract administration includes all tasks relating to tracking the performance

of vendors, contractors and service providers in meeting their contractual
commitments, and ensuring that sufficient action is taken to correct promptly
any shortcomings found in the execution of contracts, scope or terms and
conditions. To prepare the contract administrations, a good plan needs to be
carried out during the progress of bidding and selection. This planning
includes the appointment of contract administrators, a progress for carrying
out regular performance evaluations, the timeline for checking result and
acceptance of contract deliverables to prevent delays in payments, and an
appreciation of the terms and conditions of the contract to ensure successful
monitoring. Generally, the project procurement department will nominate staff
members or, preferably a team of eligible members, to ensure responsibility
for implementing the contract. Therefore, it is the duty of the Contract
Administers to satisfy the responsibilities of the contracting body stated in the
contract and to ensure that the contract is executed by the vendors,
contractors and service providers according to the terms and conditions.
Nevertheless, it is the primary duty of the vendor, contractor or service
provider to ensure that the products, works or services meet the relevant
requirements and to advise on the need for any improvements resulting from
the restrictions encountered during the execution of the contract. Contract
Administration usually ends with a final review and approval of the goods,
products or services before the contract is completed or terminated. The
review and verification will ensure, before admission, that: the quantity of
goods or services are correct and delivered; the goods and services meet the
quality requirements set out in the contract; Any contractual differences are
recorded and accounted for; the goods, works or services have been
completed and finished on schedule, and any delay was recorded and
necessary steps were taken as stated in the contract; and the appropriate
manuals or documents have been obtained.
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7.9 Procurement Closing Process

Procurement closing process is a process in which a contract is concluded. It
also guarantees to the buyer and seller that the contract has been duly
fulfilled to prepare for the final and legitimate closing. This process has the
advantage of recording both documentations and settlements as future
guides. It includes varieties of administrative activities such as finalizing open
statements, reviewing documents and archiving for potential use. The result of
procurement closed is that the buyers gives a written notice concerning the
conclusion of contract, and such notice will be authorized by procurement
administrators. The formal document will also account for and specify the
contract terms and conditions. In order to complete this process, it is often
necessary to sign off the finished document to begin the closing of a project.
Group 15 Page 88
8 Project Quality Management Plan

Project Quality Management Plan is a guidance about Quality Planning,
Quality Assurance and Controlling so that the deliverables meet the
customers’ expectancy. It is a process of narrowing down a regulatory
requirement into specific work. A successful quality management plan can
reduce the occurrence of variance in the future execution phase. It has the
following objectives:
· Cost and schedule performance index do not exceed than 0.1.
· No casualties occur during the execution phase of the project.
· Deliverables which are conformed with the associative code and
regulation.
A well-documented can establish a framework to exhibit a proactive response in

quality managements. Initially, an official quality management system is given
to provide the design requirement of the plan. It followed by quality planning
techniques which are quality metrics and inspection lists respectively. They
can ensure the conformance with the standards. In this case of
nonconformance, engineering quality control will be required. It will be
performed in by multiples approaches which are Decision Matrix, Pareto Chart
and causes effects diagram. Additionally, quality assurance is a sustained
monitoring on deliverables based on internal and external expectancy. Their
details will be introduced in the following contents.
8.1 Quality Plans and Standards

The quality plan will be conducted in compliance with AS/NZS ISO 9001:2016
Quality management system. According to section 4.4 of ISO 9001:2006, it
involves the following procedures for a successful quality management plan:
· Determine the possible inputs and outputs to this plan.
· Determine any sequence and interaction involved.
· Determine and follow the criteria and methodology required to make sure
the effective operation and control has been implemented.
· Determine the resource availability.
· Assign roles and responsibilities.
· Address risk and better opportunities may occur in the execution phase.
· Comment on the performance of progress towards the final goal and

decide to make any changes.
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· Review and reflect to improve the entire framework.
In the development of Western Sydney Airport, the regulatory material is

mainly Airport Act 1996. Table 8.1 depicts a concise information of the Airport
Act and its subjected materials.
Table 8.1: Important standards in Airport Act
Subjected material section Description of section
Civil work of an airport Part 5 Land using, planning and building

controls.
Requirement of Part 8 Quality of service monitoring and

operational service reporting framework
Requirement of Part 11 Control of on-airport activities

controlled activities
Plan for airspace Part 12 Protection of airspace around

airport
Specific development of 96C Content of airport plan

an airport
State planning 112 Exclusion of state laws

requirement
(Official legal and other requirements drafted by the Western Sydney Airport
also are available, which is the following link:
https://documentcloud.adobe.com/link/track?uri=urn%3Aaaid%3Ascds%3AUS
%3A4134a08b-5528-4d85-b527-6fd6a8919198)
8.2 Quality planning tool and techniques

In this text, two different techniques will be introduced to maximize the key
performance index in the execution phase. They are Quality Metric and
Inspection/Checklist, in comparison, Quality Metric can be analogized as a
quantitative check on a clause from code. Indeed, Checklist is qualitative. Two
examples about how to utilise these tools will also be addressed in the
following content.
8.2.1 Quality Planning Metric
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A Quality Metric is a component in the contract. It provides quantitative

information of the minimum acceptance threshold. It also represents when to
stop work so that excessive work can be prevented. The quantitative
requirements of metric are obtained from the national construction code
(NCC) or Act. For instance, the minimum thickness of masonry structure to
conform with fire rating requirements is 300 mm. Additionally, that is 170 mm
for plain concrete. So, this information can be concluded into Table 8.2.
Table 8.2: Quality Metric of minimum thickness of a wall
Materials Type Minimum Actual Reference

thickness thickness material
Masonry Partition - 300 NCC1-

Wall A1 schedule5-
Table1
Masonry Partition- 300 NCC1-

Wall A2 schedule5-
Table1
Concrete Not load 170 NCC1-

bearing A1 schedule5-
Table1
The advantage of making a planning metric is to reduce the cost of defeat in

this project. In this case of minimum thickness, an early fix of the problem will
reduce unnecessary cost and delay. Because an increase of the thickness will
require a repeated decoration especially in the façade stage of the project.
Conformance with quality metric is also important for getting approval of
finished work.
Besides the given examples, there is an overall quality metric which controls
the performance of the entire project. They are pointed as following:
· Delivery on time - time performance index less than 0.1
· Delivery with budget – cost performance index less than 0.1
· Great deal – Benefit cost ratio is greater than 1.9 in long term
· Flexible – Leave enough space to develop another 3700 m long in 2050.

Terminal, car parks and associative building will also expand in the long
term.
8.3 Inspection/Checklist
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In comparison with quantitative thresholds provided in the Quality Metric,

Inspection/Checklist is a type of deemed-to-satisfy thresholds, which is
qualitative. It can be a set of questions and answers. The Table 8.4 describes
a typical checklist for pouring concrete.
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Table 8.4: A example of inspection/checklist
Inspection/Checklist for pouring concrete

Contractor Name: ID:
Contractor contact
details: Notes:
Subcontractor Name:
Subcontractor Contact
details:
Phase Activities OK or Comment Reference
has an
issue
Preparation Order right amount of
truck and pump?
Preparation Traffic controller are
licensed or not?
Need more traffic
controller?
Preparation Best time in a day to
pour concrete?
During pouring Right location to pour
concrete?
During pouring Treatment of left
concrete?
(When order too
much concrete)
During pouring Finished Levels and
covering are okay?
After pouring Maintain concrete

twice in a day after
pouring?
After pouring Correct method of
maintenance?
After pouring Block access to fresh
concrete?
I have carried out all Name:
necessary inspection Signature:
Date:
(An official template of inspection/checklist which is provided by the

construction plan from Western Sydney Airport. It’s given in the following link:
https://documentcloud.adobe.com/link/track?uri=urn%3Aaaid%3Ascds%3AUS
%3Ab27ce8e9-6b6b-4687-8d26-f248f023ead6)
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8.4 QUALITY ASSURANCE PROCESS

Quality Assurance
QA involves the independent monitoring of process-driven compliance with

external regulatory requirements and internal organisational requirements. It
is not proactive in itself (it does not imagine what can go wrong) all the
emphasis is on enforcement. If enforcement fails in some way, a discrepancy
or corrective action must be taken to remedy the deficiency or finding
A QA plan will be prepared which will document the expected audit and
quality assurance activities as seen in the example below.
Table 8.5: Quality Assurance Plan
QA Deliverable Quality Assurance Responsibility Frequency/Interval

Process Standards Activity
ID
QA1 – Compliance with Oversight of the Construction At start of each

Project contract requirements integrity of statutory Project phase
Initiation on site financial Manager
preliminaries/preconstr regulatory, resources
uction work prudential, legal and
ethical standards.
QA2 – Compliance with Document monitoring, Construction Periodically

Execute construction correspondence and Project
and management plan and progress audit. Risk Manager
Control project delivery plan Oversight and
Project Management.
QA3 – Compliance with Audits or on-site Construction Once per phase

Approval specifications and checks at witnesses Project
of standards or holding points. Manager
Stages
Audits Oversee the delivery
and effective
implementation of all
stages of work
QA4 – Compliance with Test the reports and Construction At completion and
Project contract requirements commissioning Project handover of phase
Close procedures for Manager
completeness.
Performance
Evaluation.
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In accordance with section 92 of the Public Governance, Performance and

Accountability Act 2013 (PGPA Act), and section 17 of the Public Governance
Performance and Accountability Rule 2014 (PGPA Code), the Board of
Directors has formed an Audit Committee. The committee is responsible for
the following functions:
a) Monitoring the quality of the Company's formal financial reports and

statements.
b) Monitoring that:
(i) Executive management of the Group shall have a suitable

structure for defining and managing risk effectively.
(ii) Executive management shall ensure that the Company

operates within the risk thresholds set by the Board
c) Monitoring compliance with administrative, prudential, legal and ethical

standards.
d) Maintaining an enforcement culture.
e) Evaluating enforcement with corporate conduct rules, policies and

procedures and other defined professional standards
The Committee will meet at least four times per year and regularly update the
Board on its activities and make recommendations to the Board, as
appropriate.
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Aspects Main Activities
Financial Review the Company's half-year and annual financial statements, along
Reporting with management views of the Auditor General
Track and report to the Board on the budget, as necessary
Act as a contact channel between internal and external auditors of the

Board, Management and the Company
Evaluate the procedures in place to ensure that the financial details

contained in the company's annual report conforms to the financial
statements signed
Performance Review the processes and procedures of the company to evaluate and
Reporting announce the Company's success achievement
Risk Discuss the design, maintenance and appropriateness of the process for
Oversight and risk management and the internal control mechanism
Management
Track the execution of the Company's risk management and internal
control programmes and their successful implementation
Liaise with Management to validate a sound approach to handling the

highest risks of the Business
Review insurance and consider whether appropriate coverage is in place
Check the Operating and Financial Performance risk statements in the

annual report of the Directors.
Auditor Annual audit programme and audit budget analysis and approve
General
Delegations The Committee will review whether adequate policies and related
procedures for handling and exercising delegations and authorisations are
in place
Ethical and The Committee must determine whether management has taken
Lawful measures to promote and enforce the Board's adopted cultural and ethical
Conduct principles and the effective use and management of public resources and
is committed to ethical and legal conduct
Administration Coordinate the internal audit work programmes and other roles for
of the Internal confirmation or analysis, to the extent practicable
Audit
Function
Whistle- Monitor the company's whistle-blower policies on a regular annual basis

blower Policy
Track that Management has a mechanism in place to obtain and review
complaints according to the company's Whistle-blower Policy
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Tools and Techniques that will be used for quality assurance for this project
include Quality Audits, Process Analysis, Inspection, and Quality Control Logs
Quality Assurance Log
This portion of the Quality Management Plan will include a sample log shown
in table to be used to assess quality and equate it to standards /
requirements. This log lists the results in the Quality Control Program. If actual
measurements do not follow the criteria or specifications, then it is important
to take any action.
vie iverabl quiremen ual ceptabl commendatio pecte e

. ate asure Y/N) y solve
viewed
8.5 Quality Control Process and Tools

8.5.1 Functionality of Quality Control
The functionalities of quality control include the follow:
· To ensure that the product or service is designed in such a way

as to satisfy the expectations of the consumers.
· To meet the safety condition for goods and services and ensure
they are not harmful to customers.
· To retain discipline among employees and to raise their morale:

for this reason it is important to maintain a healthy environment in a
organization.
· To ensure that the standard quality materials, parts, components,

devices, appliances etc. are obtained and used.
· Providing relevant knowledge about the patterns and

developments sown by the process for control purposes.
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· To make the workers aware of the quality by placing their

responsibility on different production: once the stage of the defect is
found, a certain employee may be held responsible for a certain
defect.
· Reducing the amount of refuse, waste and spoilage throughout

the process.
· To ensure if product support services are satisfactorily provided

after the goods have been delivered.
8.5.2 Role and Responsibility
The role and responsibility of quality control process is provided below:
Table 8.5.2: role and responsibility of quality control.
Role Responsibility
Quality control Full authority to any actions that are important for
manager implementation of quality control.
Ensure compliance with contract specification.
Report directly to representative agent of

contractor.
Quality control Inspect all constructions, materials, machine and

technicians equipment and ensure to satisfy the technical
specification.
Carry out all tests specified in technical controls.
8.5.3 Plan–Do–Check–Act Cycle
The Plan-Do-Check-Act cycle can be divided into 4 four phases:

Plan: Recognize and analyse the problem or possibility, conclude what the
obstacles may be and decide which one to check.
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Do: Test the approach suggested and evaluate outcomes, ideally on a small
scale.
Check: Check outcomes, test feasibility and decide whether the idea is
appropriate.
Act: Carry this out if it is a good solution.
8.5.4 Decision Matrix
A decision matrix assesses and prioritizes a list of alternatives, which is a

method for decision-making. An example of decision matrix for waiting time
of customer is provided below:
Figure 8.5.4: example of decision matrix.
8.5.5 Pareto Chart
This is the chart that have lines and bars in one graph, where the single value
of bar is in decreasing sequence, while the line means the total combined
sum. This kind of chart usually reflects the most common causes of mistakes
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in quality control, or the most usual reasons for consumer concerns etc. There
are many ways to use Pareto charts including:
· Analysing the number of difficulties or defects in a process
· Analysing specific issues through evaluating their own parts
· To identify efforts to critical issues or factors when there are many
· To help others express the importance of issues or causes
The example as followed:
Figure 8.5.5: example of pareto chart.
8.5.6 Cause and Effect Diagrams
A cause-and-effect diagram, another name called fishbone diagram, is

intended to chart in a graphical way the study of variables (i.e. causes)
relevant to a particular problem (i.e. effect). The few steps to develop cause
and effect diagram are provided below:
· Choose a specific problem or opportunity
· Find out the major causes for this problem or opportunity
· Find out the smaller causes for this problem or opportunity
· Put them into the basis structure of fishbone diagram
The basic structure of fishbone diagram is provided below:
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Figure 8.5.6.1: Initial structure of fishbone diagram.
Additionally, an example of cause and effect diagram for construction delay is

provided below:
Figure 8.5.6.2: fishbone diagram for delay in construction.
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9. Project Risk Management Plan

The project risk management plan is aimed to control the risks for the western
Sydney airport project. The risks are important to be understand since they
could influence the cost, project schedule and other process of project. The
Risk breakdown structure and risk register template are shown in this risk
management plan.
This plan is demonstrated as following parts:

 Roles and Responsibility
 Budgeting
 Timing
 Risk Breakdown Structure (RBS)
 Risk Tolerances and Thresholds
 Probability of Occurrence and Impact Matrix
 Probability and Impact Matrix
 Project Risk Register
9.1 Risk management methodology

9.1.1. Roles and Responsibility
Project sponsor
The project sponsor will participate in serious risk control and risk
management. They will make final decisions in any major risks.
Responsibilities include:
 Mandate and ensure that environmental protection remains an integral
element of all Project activities;
 Provide required resources to ensure the delivery of the SEMF and
CEMPs to manage the environment and prevent pollution
 Monitor risk management process and communicate with project
managers to learn about existing risks.
 identify, seek to mitigate and monitor risks associated with design and
construction, reporting to the Board as appropriate;
Construction project manager
They should ensure the quality of construction and track the process.
 Ensure the process of construction is followed by standards and plans;
 Monitor and control the risks;
 Report the risks to project sponsor;
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 Find solutions of risks;

 Preparation, maintenance and implementation of project risk management
plan;
 Reduce the probability of risks by ensuring the employees are following
the standards.
Project team leader
 Ensure the employees are following the construction standard;
 Report the risks as soon as possible.
 Stop activities where there is an actual or immediate risk of harm to the
environment and advise the WSA Environment Manager.
 Assist with environmental hazard and risk identification and elimination;
Sub-contractors and consultants
 Maintain and update a risk register
 Ensure that all environmental licences, approvals and permits are
obtained and updated as required, and ensure that a legal and other
requirements register is maintained;
 Ensure steps are taken to rectify and prevent future incidents from
occurring
 Monitor risks though audits and review of the monthly risk reports;
9.1.2. Budgeting
The budget for risks is listed below. The total project allowance is based on
the level of risk and complexity of each stages.
In this project, 5% of the gross construction cost will be used as construction

contingency. This money will be used when an emergency risk occurs.
For some special risk cases, the allowed budget variances are listed below:
Material price (1%)
Instruments price (0.5%)
Design (5%)
The cost manager will calculate required budget based on detailed risk
analysis.
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9.1.3. Timing
The schedule of project may be influenced by risks. The project manager will
estimate and control the duration of project by identifying the risks. The
variance of time of each construction stage can be influenced by climate,
government and some emergency event. The duration of construction has
estimated by project manager. The regular estimated time are mentioned
above by considering potential risks. If some emergency event like climate
disaster happens, the duration will be extended.
9.2 Risk Breakdown Structure (RBS)

The risk of WSA project can be divided into two categories including external
risks and internal risks.
External risks are including:
 Legal risks;
 Political risks;
 Economic risks;
 Social risks; and
 Environment risks
Internal risks are:
 Project management risks;

 Design risks;
 Construction risks;
 Human factor risks;
 Contractual risks.
The risk breakdown structure is provided as figure below:
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RBS Level 0 RBS Level 1 RBS Level 2 RBS Level 3

0. Project risk 1. External 1.1 Legal risks 1.1.1 document approvals
risks 1.1.2 Australia standards
1.1.3 relative construction laws
1.2 political risks 1.2.1 change in government
1.3 Economic risks 1.3.1 Inflation
1.3.2 exchange rate
1.3.3 Tax
1.3.4 market price
1.4 Social risks 1.4.1 strikes
1.4.2 seasonal work
1.5 Environmental 1.5.1 Dust
risks 1.5.2 water pollution
1.5.3 Noise
2. Internal 2.1 project 2.1.1 duration
risks management risks 2.1.2 budget
2.1.4 technology
2.1.3 schedule
2.1.3 organisation
2.2 design risks 2.2.1 construction plan
2.2.2 quality of work
2.2.3 inadequate consideration
2.2.4 Visual interruption of
landscape
2.3 human factor 2.3.1 skills and experience
risks 2.3.2 contractors
2.3.3 stakeholder’s approval
2.4 construction 2.4.1 erosion
risk 2.4.2 sediment
2.4.3 material contamination
2.4.4 traffic
2.4.5 health and safety
2.4.6 infrastructure
2.5 contractual 2.5.1 procurement strategy
risks 2.5.2 supplier and vendors
9.3 Risk Tolerances and Thresholds
The risk tolerances are determined by project team. Some of key risk
tolerances are listed below. The risk areas are including safety, infrastructure,
financial and duration, which are all important for project. The tolerance range
is constrained to ensure safety and ‘health’ of the project. For example, to
ensure there are enough budget, the financial prediction should not be more
than 10%.
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Risk area Timeframe Tolerance range
safety Annual Under 10%

employees not
complete
compliance training
Infrastructure Annual Not more than 5%
allowance
Financial Quarterly Not more than 10%
budget
Duration Annual Not more than 1
month
9.4 Probability of Occurrence and Impact Matrix
The probability of risks can be evaluate based on the risk assessment shown
as below. This table is the standard risk assessment that are used in many
airport project. The possibility of risks are divided into 5 levels to distinguish
the importance level of each risk.
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9.5 Probability and Impact Matrix

The consequence of each risk can be divided into 5 level. Each level will have
corresponding impact on project. The project team will examine the risk level
and deal with the problem according to their impacts. If the risk impacts the
project a lot, the project team should analysis and solve the risk as soon as
possible to ensure the project procedure.
Consequence level Risks impact

Extreme  Would result in a major
prosecution under relevant
environmental legislation.
 Would cause long-term and
irreversible impacts.
Major  Would result in a fine or

equivalent under relevant
environmental legislation.
 Would cause medium-long-term,
potentially irreversible impacts.
Moderate  Would result in a medium-term,

reversible impact.
Minor  Would result in short-term,

reversible impact.
Insignificant  Would not result in any

perceptible impacts.
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9.6 Project Risk Register
Risk register is made based on probability and impact matrix. The risk register is important to evaluate and monitor the status of
risks. This risk register will be maintained and updated during construction by project manager and team leader, which helps to
reduce risk impact and ensure the project quality in the future.
Page 111
9.7 Risk Response and Control Process
9.7.1 Assumptions of Risk Response Within the Project
Planning for risk management includes finding ways to reduce or remove any risks to
the project, as well as opportunities to increase their effects.
As part of the risk management plan, current controls are believed to minimise
identified risks or optimise identified opportunities. In this term, the assumption of the
efficacy of these controls, the degree of urgency of the defined risk and opportunity
(timing / imminence) and our ability to monitor their occurrence became quite
necessary. The overall degree of risk / opportune ranking could be determined
through the combination of these elements.
9.7.2 Risk Response Control Matrix
• Negative Risk Response Matrix
Insignificant Minor Moderate Major Extraordinary

Rare Y Y Y M M
Unlikely Y Y M T/M T/M
Probability
Possible Y M T/M T/M T

Likely M T/M T/M T A
Almost
certain M T/M T A A
Legend:
Y - Accept
M - Mitigate
T - Transfer
A - Avoid
• Positive Risk Response Matrix
Insignificant Minor Moderate Major Extraordinary

Rare Y Y Y M E
Unlikely Y Y E E E
Probability
Possible Y E E E S/E/EX
Likely E E E S/E/EX EX
Almost
certain E E S/E/EX EX EX
Legend:
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Y - Accept
E - Enhance
S - Share
EX - Exploit
9.7.3 Definitions of Controllability
Risk controllability related to the degree to which the risk owner (or owning
organization) is able to control the risk's outcome. The simple controllability rating
system is presented in figure 9.7.3.
Ability of Control Identified Risk or Opportunities

1. High Outcome is likely to be as planned/expected
2. Medium Outcome may not be as planned/expected as this is partially dependent on reaction of others
3. Low Outcome may not be as planned/expected as this is dependent on natural force or decision of others which is outside of out control
Figure 9.7.3 Controllability Rating
9.7.4 Definitions of Urgency Level
Risk urgency assessment is a method of project management that evaluates and

decides the timing of activities that will occur earlier than the other risk items. The
purpose of this particular form of risk assessment is to identify the risks in the near
term. Figure 9.7.4 demonstrated the exact rating frame.
Urgency of Addressing Identified Risk or Opportunities

1. High This is likely to happen immediately
2. Medium This is likely to happen some time in the future
3. Low This is likely to happen in distant future
Figure 9.7.4 Urgency Rating
9.7.5 Definitions of Effectiveness
Risk response effectiveness is created to measure whether the controls are

adequate enough to meet the requirements for mitigating negative risks and
enhance opportunities. It is defined as the windows of time available to effectively
respond to the risk. The following graph is the effectiveness ratings for risks controls
throughout the project.
Effectiveness of Controls for Mitigating Identified Risk or Enhancing Identified Opportunities

1. Excellent Controls will maximise opportunity or minimise risk and may possibly exceed expectation
2. Good Controls are close to achieving project objectives and targets
3. Adequate Controls are sufficient to achieve the minimal expectation
4. Inadequate Controls are effective or insufficient to align with project objectives
Figure 9.7.5 Effectiveness Ratings for Controls
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9.7.6 Risk Response Decision Tree
The decision tree strategy is designed to create a point of order that is based on
various risk factors, such that the decision tree must be drawn up correctly and
logically. Such method would usually occur when all individuals with experience with
this form of project are utilising subject matter experts. The emphasis here will be on
defining the risks that can affect the project's schedule or cost.
Figure 9.7.6 exhibits the risk response decision tree of the WSA development
project.
Figure 9.7.6: Risk Response Decision Tree
9.7.7 Negative/Positive Risks Response Strategies
• Risk (Negative Risk) Response Strategies

These are the may techniques that will be used when coping with a hazard or danger
that results in negative effects. Such approaches for risk management can have a
varied and special impact on risk condition. Will of these approaches should be
selected to balance the likelihood of risks and effect on the goals of the project as
stated in the risk management plan.
 Avoid Strategy
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This strategy is used to eradicate the risk altogether by eliminating the cause of risk
event. Although often not possible, this is the easiest way of removing risk from a
project. It involves the removal of the tasks that contain the risk from the project, and
it will be used if the risk is defined as a critical risk with a high effect on the 20-25 risk
matrix project. This involves:
o Extending the schedule
o Reducing/removing scope
o Change the execution strategy
o Isolate the project objectives from the risk’s impact
o Shutting down the project entirely if the risk is unbearable
 Transfer Strategy
The project team passes the effect of a risk to a third party, along with control of the
response, in the risk transference response strategy. The danger is not minimised by
the transition strategy. It also shifts the risk management obligations. This strategy
will be applied Where the risk is defined as high critical risk with high project effect
level 8-19 in risk probability matrix. The exact approaches include:
o Purchasing insurance
o Performance bonds
o Contract insurance
o Warranties
o Type of procurement for example fixed price contract
o Payment of the risk premium to the group concerned with the risk control
 Mitigation Strategy
The project manager must seek to mitigate the likelihood of a risk event or effect
within this risk response strategy. This approach would be used if the risk is
categorised as low-medium risk with low-medium effect in the risk probability matrix
for the project at level 4-12. This will involve:
o Increasing testing
o Changing suppliers to a more stable one
o Reduce process complexity
o Taking earlier action to reduce the probability
o If reducing the probability is not possible assessing the linkages which
determine the conditions of the risk
 Accept Strategy
In the risk acceptance strategy, the project team decides to recognize the risk and
not take any action if the risk does not arise. This range is defined as low risk with
low project effect that is up to level 4 in the risk probability matrix. Under this
situation, the following strategies will be used:
o Contingency reserve budgets
o Management schedule float
o Event contingency
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o Taking no action until the risk occurs (passive)
• Opportunity (Positive Risk) Response Strategies

These are the specific techniques that will be used in addressing opportunities. Such
opportunities response approaches can have a varied and special impact on the
state of opportunity and so each of these approaches should be selected to achieve
the best positive result in the projects.
 Exploit Strategy
This approach aims to remove the ambiguity associated with a specific risk to the
upside by clearly ensuring that the opportunity occurs. It is exactly the opposite of
what Avoid strategy is in Negative Risks. This method contains:
o Developing a project team with the most talented resources
o Upgrading technology to reduce cost and project duration
o Eliminate the ambiguity associated with the opportunity to allow for a definite
occurrence
 Enhance Strategy
The increase or enhance strategy is used to increase the probability and/or the
positive impacts of an opportunity. The project team chooses this strategy when
critical positive risks go unexploited. This will involve:
o Fast tracking an activity or overall schedule by adding additional resources or
shifts to achieve an incentive
 Share Strategy
Distribute or Sharing a Positive Risk means allocating some or all of the opportunity
's ownership to a third party who is better able to exploit the opportunity for project
gain. The specific methods are as follow:
o Risk sharing partnerships
o Subcontracting to firm with technical experience and adding incentive targets
 Acceptance Strategy
Benefit or Acknowledge an opportunity to admit its presence but there is no
constructive action. This approach may be suitable for opportunities with low
priorities, and it may also be implemented where it is not feasible or cost-effective in
any other way to tackle an opportunity. This will involve:
o Meeting incentive dates naturally
o Discounted equipment or material costs
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9.7.8 Risk Response Strategy Implementation
The process of implementing risk responses is the mechanism by which activities

and strategies are prepared and enforced in response to project hazards. The aim of
this checklist is to ensure that each risk listed in the Risk Register has appropriate
steps or strategies to mitigate or prevent a risk before it occurs, or to provide an
answer when a risk emerges and turns into a problem. Here are steps for the whole
implementation process:
• Support of senior Management
The Responsible Officer or Authority shall ensure that procedures are in place for the
regular identification, evaluation, and treatment of the risks inherent in the
department or statutory authority's operations, along with effective policies and
practises for risk management. The company's executive will be given a briefing.
This will be expanded to include education and training to offer a clear understanding
of the mechanism of risk management, its purpose and implementation programme.
• Development of the risk management framework

The suggested policy should be drafted, and it need to be reviewed jointly by the
sponsor and risk management coordinator to determine:
o Objectives and rationale for managing risks
o The degree and scope of problems it relates to
o Risk-management obligations and accountabilities
o Performance review plans
The risk reference table should be set up to provide guidance on acceptability of
risks. The use of risk reference tables is vital to developing a standardised risk
assessment methodology and means of aggregating and prioritising risks in the
agency as a whole.
• Communication/Education
Risk Management Committee, including the sponsor and Risk Management
Coordinator is supposed to be formed to ensure that desired outcomes are achieved.
The committee will be responsible for:
o Communicating the policy
o Raising the awareness about risk management
o Design of the documents on risk management including manual models,
forms, and risk register
• Managing risks at the strategic level

The risk management team will develop and establish a program for managing risks
at the strategic level. This will include documenting the history of financial,
organisational, and risk management, as well as the mechanism and timeline for
continuous detection and management of strategic risks.
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The committee would assess the risk in the order of risk identification, risk
prioritisation and risk treatment according to the risk reference tables.
• Monitoring the review

The agency's auditors must perform an annual risk audit to check the implementation
of the risk management system, its appropriateness, the handling of identified risks
and the maintenance of the risk register.
The committee must establish and implement effective processes and indicators to
ensure continuous risk assessment to satisfy the agency’s requirement and they
shall track and review any loss, however financed, or other incidents, and make
recommendations for improved risk reduction within the current management
system, where appropriate.
9.7.9 Risk Control Plan
Risk control is a technique that utilizes findings from risk assessments, its objective
is to boost the productivity of project-wide risk approach. The strategies for
risk/opportunity control include:
• Implementation of a risk response programme
• Tracking hazards found
• Residual Risk management
• New threats identification
Key inputs to promoting effective risk management are shown as follow:
• Risk management strategy to help identify and monitor risks
• Risk Log to help define and respond to a danger
• Work performance data to help identify performance outcomes that are
affected by the risk, not limited to the deliverable status, schedule progress
and cost
• Work performance report to facilitate throughout the collection of work
performance information such as multiple regressions, accurate cost
information and prediction data through use of quality evaluation information
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10. Project Stakeholder Management Plan

10.1 Stakeholders Management Process
WSA and Construction teams will collectively manage to carry out the objectives of
Stakeholder Management Process through:
• The management and promotion of the WSA Experience Centre to offer resources for local
residents , businesses, schools and other partners to learn about the airport, provide feedback
and engage in the development and implementation processes of the airport-related activities.
• Coordination with appropriate State and local government departments on future Northern
Road and Elizabeth Drive access arrangements;
• Liaison with related State and local government departments to evaluate corridor safety
opportunities for the construction of potential rail links to the airport site;
• collaborate with relevant state and local governments to address opportunities for future
fuel pipeline corridor protection;
• Liaise with relevant State and local government departments to establish and implement
new approaches for on-road transport, passenger rail links, road and local infrastructure
improvements and opportunities for future partnership projects with businesses, educational
institutions and industry;
• Coordination tasks scheduling to comply with the lead times needed for approval processes
and time frames;
• Addressing work programs that may impact or possibly influence key stakeholders and the
community, or that are of interest.
• Collaborate closely with construction contractors and environmental teams on identifying

emerging and important problems and milestones, as well as identifying work activities that
may impact or possibly affect key stakeholders, communities, companies, schools and the
environment.
• Identification and procurement of the resources, preparation and facilities needed to meet
the desired level of delivery.
• Identify, monitor and manage proactively emerging issues and situations that present
potential risks to project delivery;
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10.2 Stakeholders Analysis (Power and Interest Matrix)
The level of power and interest in the project will be evaluated after the stakeholders are
identified. Power / interest matrix is essential to help manage these stakeholders with a
strategy. Generally, the following strategies are considered appropriate:
High power, interested stakeholder: Engage completely and make great effort to satisfy the
requirements.
High power, less interested stakeholder: Put on sufficient efforts and mostly satisfy the
requirements. 
Low power, interested stakeholder: Keep monitoring and staying updated to ensure that no
big problems occur. These partners can be very helpful with some projects
Low power, less interested stakeholder: Keep updated and avoid over-communication.
A diagram of power and interest matrix is provided below:
Figure 10.2: Power/Interest matrix.

Therefore, for all key stakeholders can be sorted by:
Monitor: WSA Boarder; Airlines.
Keep Informed: Local community; Visitors; Local and State Federal Government;
Aboriginals; Local schools and education institution; Residents near airport.
Keep Satisfied: Infrastructure Departments
Manage Closely: Business Company; Legal Operation Departments; Contractors and
Subcontractors.
10.3 Stakeholders Register
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Figure 10.3: Stakeholder Register table.
As the above table shown, after identified assessed the key stakeholders, the stakeholders
register table can be established into three main parts: stakeholder details, stakeholder
assessment, and stakeholder management. The identification for all key stakeholders will be
tabulated below:
Stakeholder Local community

Role/Objective Ensure local amenity can be maintained and
environment is protected.
Influence Power: Low
Giving voice regarding to the impact of
development and construction, but benefit
will be prioritized.
Interest: Hight
Every case needs to be ensured that the
local amenity is protected, there is high
possibility to have adverse impacts during
construction.
Stakeholder Business companies
Role/Objective Collaborate with project company and be
responsible for funding.
Influence Power: High
As the business company will need to
ensure the fund is being used in good way.
Interest: High
Account for funding therefore is highly
interested in the project.
Stakeholder Visitors
Role/Objective Come visit the airport and give feedback.
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Giving voice regards to the useability of the
airport
Interest: High
The visitors are the main components of the
airport, their feedback to the airport are
highly useful
Stakeholder Local, State and Federal government
Role/Objective Responsible for fund is approved for
commitment to the project.

Only responsible for the project fund
commitment.
Interest: High
Huge impact to the project if fund is
withheld.
Stakeholder Legal operation departments
Role/Objective Responsible for legal actions like contract
negotiation.

Ensure the contract is successfully and
legally processed.
Interest: High
Responsible for any legal action in the
contract if anything violation occurred.
Stakeholder Contractors and subcontractors
Role/Objective Responsible for overall construction of the
project.
Contractors and subcontractors are the main
components for construction.
Interest: High
Any changes in the contract will affect the
overall project.
Stakeholder Aboriginals
Role/Objective Ensure aboriginal community amenity can
be maintained and environment is protected.
Interest: Hight
community amenity is protected, there is
high possibility to have adverse impacts
during construction.
Stakeholder Infrastructure departments
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Role/Objective Responsible for any construction of

infrastructure.
Ensure the construction of project is within
the standard requirement of infrastructure
departments.
Interest: Low
Any change in the project will not be
affected by them.
Stakeholder Local schools and other education
institution
Role/Objective Ensure students and teens are not affected
by the construction of project.
Interest: Hight
Stakeholder Western Sydney Airport Boarder
Role/Objective Responsible for overseeing the whole
project.
Not involved in the project construction.
Interest: Low
Only update for concerning the delivery of
overall progress.
Stakeholder Airlines
Role/Objective Responsible for running airlines for
travellers and visitors.
Not involved in the project construction.
Interest: Low
Any changes in the project will not affect
the airline business.
Stakeholder Residents near the airport

Role/Objective Ensure the construction will not have
negative impact on the residents
Interest: Hight
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Table 10.3: Identification for all key stakeholders.
10.4 Stakeholders Engagement Plans
The plan to stakeholder and community engagement is focused on the values of integrity,
equality, proactivity, empathy, attention to those affected, transparency and honest. This
include:
• Boost the public profile of WSA and the airport by maintaining openness and public
responsibility, by being fair, responsive and attentive to public interests, principles and
information requests
• In consultation with Aboriginal communities, recognition of the significance of the Airport

Site to Aboriginal stakeholders
• Develop a consistent knowledge and understanding of WSA and the airport
• Ensure that the management and communication activities of stakeholders are aligned with
the issuing of notices and feedback to inquiries and complaints within the specified
timeframes
• Follow a collective approach to stakeholders and communities, and to be a good neighbour

• Ensure that the outcomes of the project satisfy the needs and desires of the public.
• Tracking and assessment of communication activities, including identifying opportunities

for performance development and lessons learned;
WSA and its shareholders are committed to keeping the community proactively aware of the
construction projects, significant accomplishments, input opportunities and other concerns
that may impact or concern the community and stakeholders.
The main goal of this Stakeholder Engagement Plan is to provide a transparent
communication process that ensures that the problems are dealt with in a timely and
professional way regardless of which organization represents WSA Co or which contact
method a stakeholder uses.
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11. Project Communication Management

Plan
Project communication management plan aims to show the detail of the
communication requirements for the project, then using some tools or technologies
to solve the issue. Then, the project manager did the circulation of the
communications-related deliverables and receiving feedback from the stakeholders.
Project communication management includes the processes that must make sure
the effency of planning, collection, creation, distribution, storage, retrieval,
management, control, monitoring and ultimate disposition of project information. The
plan should include communication output requirement, tools and technology, matrix
and performance.
11.1. Communication Requirement
The communication is the analysis of the communication requirements is the

information needs of the project stakeholders and what we need to discuss with the
stakeholders. In addition, these requirements can be defined by combing different
type and format of information.
activity description
Briefings and meetings Meetings will occur with government agencies,
businesses, local councils and community
groups.
Community events Total of 20 community events were held in
2020.
Information sessions Total 10 information sessions will exhibit the
draft of airport plan.
Focus groups The groups were to understand and explore the
existing their ideas and thinking toward a
western Sydney airport.
Surveys Online surveying was used to find the problems
and give some good ideas from community to
western Sydney airport
Community newsletters The community newsletters will be sent to
around 7,500 households near the airport site
per month.
Fact sheets Document, such as western Sydney airport
infrastructure plan
Website content and updates provide useful source of information for the
community and stakeholders to check the
update of the western Sydney airport
Information line and email to project team A project specific free-call phone number and
email were set up for people to talk with project
team directly
Media releases provide updates on project progress and
events.
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11.2. Communication tools and technology
An efficient communication can develop the sustainability of the project. There are
the project communication methods relevant to sustainability, shown below:
1. Project organization chart is essential in the process for project managers to
clarify people who are running the project and the part belonged to them.
2. Circle of communication chart will be used if the stakeholders do not accept
the organization chart with the project manager on the top. Besides, some
organizations are not willing to let the project managers create a project
organization chart, so the circle of communication chart is useful.
3. Communication requirements matrix is a tool of communication. It is used to
record the conversation where the project manager set up the various roles of
the project.
4. Project meeting and report schedules will be used in this project as well, it is
shown to the community the project target of every meeting and report.
5. A tool of communication that related to the project team and communities is
the Project newsletter. There is also the information line and email for
stakeholder to discuss with the project team individually.
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11.3. Communication Matrix

Communication Audience Purpose Project Frequency
method phase
Sustainability WSA EMS To make sure the whole Design and Monthly
steering and project is under sustainable construction
committee committee standard
meeting members
Design Design Team To review what they did Design Fortnightly

Coordination during this period then give
Meetings some feedback, thus make
some change for the plan
Sustainability WSA and its To make sure the whole Design, In line with
workshops service project is under sustainable construction appropriate
providers standard and milestones of
operation each project
phase
Sustainability WSA, To review sustainability Operation Quarterly

internal forums developers performance, to test is the
and tenants, construction process in under
airport sustainable requirement
operators
Performance Department Give a report for stakeholder Design,

reporting of to show the level of construction
Infrastructure, sustainability of this project and Monthly
Regional operation
Development
and Cities
Compliance To show all of the process Annually,

reporting Public during construction is under Construction available online
Australian standard for 12 months
Sustainability External Give a report for outside Design, monthly

external stakeholders community to show the level construction
outreach and of sustainability of this project and
community operation
groups
Complaints and External To make sure there is nothing Available

enquiries stakeholders wrong or mistakes give to Construction throughout the
and community such as nosie and relevant project
community operation phase(s)
groups
Publicly Public Give residents in Sydney a All project Available

available basic idea and information of phases throughout all
information airport project project phases
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11.4. Project information management systems
The project information management systems are a part of the enterprise

environmental factors, which can be used during project process to manage the
information. It is a system use to collection and distribution; thus, it can be used
during the project execution, monitoring and control and closing phases.
This project will use PMI standards these information and technology may need to
use:
• The requirements of information from the structure of project’s governance
structure
• The requirements of information from project stakeholders
• The way that use to collect and manage the whole information from outside
• The frequency of the project team needs to give whole process to the key
stakeholder
• The types of visual reports that will use in this project
• The way of the security and controls to manage the communication information
Then use the software to complete the project information management systems.
11.5. Project performance

11.5.1 Project report schedules
The report schedules shown below:
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11.5.2 project meeting schedules
The report meeting shown below:
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12. Project Change Management Plan

To mitigate the negative influence of a scope creep or contingency, a project
change management plan should be drafted in the initiation stage of a project. It
aims to provide a guidance on frameworks when there is an unexpected change
on cost, time and scope.
In this section, core elements for the plan will be introduced. They are listed as
followed:
• Purpose of a change management plan
• Process about how to implement this plan in the execution stage
• Review on the change request
• Change control board
A well-documented Change Management Plan can establish a proactive and
flexible responses in the execution phase. Because it can provide a framework
about processing each change. Change request form is a key document in the
change management plan. It will be approved if this change will bring an
acceptable benefit by the Change Control Board. This procedure can be
illustrated in the Figure 12.
Figure 12: Framework of the change management plan
12.1 Purpose of Change Management Plan
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The purpose of change management plan is to provide a standard process to deal

with any unexpected changes during the execution phase. It is a control action which
ensures the project will compete with in the budget and time by responding on
changes immediately. Additionally, it allows minimum efforts required by informing
changes to the right people.
The term ‘change’ is ambiguous and may result in miscommunication. In this plan,
change is defined as unexcepted events which will harm benefits for any
stakeholders. For instance, a wrong location for the installation of fire hydrants may
cause catastrophic disasters on the properties during firing. So, a change on the
original design must be undertook as soon as possible.
12.2 Change Management Processes

This process will follow the framework introduced by the exhibit 5 addressed by
Wanner, Markus. F in 2013. There are four phases of change management process.
They are prepare, plan, manage, reinforce and sustain the change .
Prepare for the change
The phase should be addressed on the following topic:
• Clarify scopes for the change into a necessary work package, which
motivates people to spend efforts on it.
• Conduct necessary analysis on the power and interest of stakeholder groups.
• Provide information and effective supports on stakeholders which may subject
to the change.
• Quantify and prepare for relevant resources which consumes during the
change.
• Build effective networks to assure that all possible stakeholders recognise the
change.
Plan for the change
In the second phase of this framework, it targets on documenting a formal plan and
strategy for implementing the changes. It includes the following elements:
• Address on possible consequence if no change has been made.
• Deciding who need to be informed and responsible for the change.
• Plan on how to reassure stakeholders group after the change.
• Undertake change impact analysis to figure out the influence of the change.
• Determine the methodology on how to communicate the change to
stakeholders from different background.
• Collect sign-off and agreement from up-stream sponsors.
Manage the change
A flexible management on the change should be implemented during the application
of the plan. It involves the following attributes:
• Cope with conflicts between people during conversation with sub-contractors.
• Inform and mentor employee on the content of the plan.
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• Inspect and monitor the change is on the right track.

Reinforce and sustain the change
The goal of this phase is to strengthen the positive impact of the change. It is
comprised with the following points:
• Collect feedback on the performance of the change
• Assure that all work packages related to change has been finished without
any gaps.
• Reflect on the entire process and avoid future non-compliance and
underperformance.
• Conclude the procedure as a system or methodology and ready to repeat it in
the future.
• Measure the outcomes to make sure that it reaches desired goal.
12.3 Change Request Review
Change request review details steps from the change management process. It
includes valuable demographics to guide employee how to operate this routine task.
In the following contents, it introduces a flow chart about the step of change request
review and how to get approved from upstream stakeholders. Besides, the worst
cases are also included which are rejecting or even enforced action.
12.3.1 Change Request Review Flow Chart
Change request review can be breakdown into the following steps:

1. Identify a change
2. Complete a change request form
3. Hand the form to project manager to evaluate the importance of change.
4. Define the scope with inclusion, constraint and resources.
5. Priority importance of changes.
6. Accept or reject the change based on advices from change control board.
7. Make amendment on the plan and undertake change management process.
These steps are illustrated as a demography, which can illustrated in the figure 12.3
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Figure 12.3: Flow chart about change request form
12.3.2 Required Actions for Change Request Approval
Getting approval is important for a change request. Because it will be a waste on

time and efforts when the form is rejected. A series of action should be undertook by
the change control board to get a permission or approval on the change. These
actions are pointed as below:
• Inform to all stakeholders on the negative impacts due to the change request.
• Prove the change is valuable and predominant. For instance, completed
control request form and relevant numerical analysis on its impacts.
• Ensure the engagement of stakeholders to improve the feasibility of change
request.
• Solution or decision action addressed in change request form is the best, no
further actions required to detail it.
• Solution should be deemed to satisfy regulatory frameworks such as Airport
act, regulation and subsequent code from Australian building code board.
12.3.3 Change Request Rejection
When a change is ambiguous, infeasible and irrelevant to the tactical goal of this
project. It should be rejected by change control board. This section also provides a
determinate boundary between approval and rejected change request. This is helpful
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for the people who draft change request to avoid mistake on miscommunication. A
poor change request has the following attributes as demonstrated below:
• Exaggerate on the negative impact when no change has been done.
• Decision actions addressed on the change request is unfeasible, non-
measurable, ambiguous and ineffective.
• This change will only benefit a small group of stakeholders. It is unfair for
other stakeholders.
• There is better decision action exists.
• Request of change is in a low priority which is neglectable.
12.3.4 Enforcement of Decisions
Enforcement of decision is the most non-derisible outcome during the execution

phase. In these cases, a change must be undertook without the agreement of
change control board. These change made basically after a non-conformance with
the regulatory requirement. Due to this, the standard change management process
should be amended. In this case, the priorities of the change should be level up to
critical and a decision action should be proposed as soon as possible.
According to the guide to enforcement of judgement from Australian government, the
following enforcement will be subject on project planner or builder by a judgement
dept. They are listed as followed:
• Enforcement hearing subpoena
• Seizure and sale orders
• Redirection orders
12.4 Change Control Board

Change control board is established by a variety of stakeholders or representatives
of their industries. Members in the change control board are affected significantly by
the success of the Western Sydney Airport. The role of this board is to make
decision on approving or rejecting a change request form. A frequent used
methodology is voting based on the extensive knowledges and experiences of these
representatives. An approve on the change will be made when most of
representative agree for the request. In a case when the vote in a tie or clutch, the
chairman of the board should make and responsible for final judgement. The control
board is a planned meeting which schedule in a 2-week interval. Its role and
responsibility are tabulated in table 12.4.
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Table 12.4 Role and responsibility for change control board.

Role Responsibility
• Provide advices and leadership on
the project team
• Sign-off any critical and important
WSA executive manager (Chairman change control requests.
of board) • Decide decision action which
maximize benefits of different
stakeholders.
• Provide decision action based on
change.
WSA board design and construction • Undertake technical analysis on the
committee influence of the change
• Ensure compliance to avoid
enforcement change.
• Converse with upstream sponsors on
the change of the project
WSA CEO & board • Fill the gaps in resource due to the
change.
• Embed the tactical and strategic
goals in the change
• Ensure information about the change
are available to external stakeholders
• Reassure concerns and complaints
from external stakeholders.
WSA Stakeholder and community • Develop and ensure engagement of
manager stakeholders .
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13 Project Health, Safety, and Security

Management Plans
The Project Health, Safety and Security Management Plans outline the health and safety
policies and priorities for the Western Sydney Airport project guided by the framework of
Work, Health and Safety Act 2011 (WHS).
13.1 WHS Value and Goals

The values of goals of WHS are to provide for a fair and nationally appropriate system to ensure
the welfare and wellbeing of employees and workplaces through:
• Protecting workers and others from harm to their health, safety and welfare by
eliminating or minimizing work-related risks.
• Providing equal and secure employee access, mediation, collaboration and work-
related health and safety problems resolution.
• Encourage employers and workplace associations to play a proactive part in fostering
changes in industrial health and safety policies, and support persons operating
companies or undertakings and employees in ensuring a safer and more efficient work
environment.
• Fostering the delivery of work health and safety guidance, knowledge, skills and
training.
• Ensuring compliance with WHS Act 2011 by efficient and sufficient implementation
and security initiatives.
• Ensure proper inspection and review of acts of individuals possessing powers and
conducting duties under WHS Act 2011.
• To establish a basis for quality development and increasingly higher occupational
health and safety standards.
• Developing and improving the harmonization of health and safety at work laws and
promoting a clear regional commitment to health and safety at work under the
authority.
13.2 Health and Safety Approach

The approach of health and safety is one in which the inclusion of health and safety into wider
management processes and procedures is promoted and a high degree of workplace
participation. The project management is committed to conducting work operations efficiently
136
and with all practicable steps taken to minimize or mitigate threats to the health, protection and
welfare of employees, vendors, approved guests, and personnel or clients who may be impacted
by the operations of the project. Prevention of injuries, health and well-being of staff,
subcontractors and consumers, as well as avoiding inefficient processes, and harm to properties
and facilities are a core concern for our project management team. Adequate coordination of
job events with appropriate monitoring mechanisms for each practice. Moreover, make sure
that all people that participate in the business understand the WHS risk and overall working
procedures.
13.3 Safety Policy and Checklists

Safety Policy
The Safety Policy is compulsory for all company workers. The manager of construction site
should be responsible for enforcing this safety procedure. A copy of this Safety Policy is to be
made available to all staff for use and reference. The approach extends to all projects and
activities and all necessary off-site jobs.
• Be aware and follow the WHS plan.

• Full risk analyses and Secure Process Statements for all project tasks delegated.
• Identify any potential injury / emergency cases and prepare responses to these
incidents across all work tasks.
• Provide appropriate and effective insurance that prior to commencement.
• Make sure that all construction workers, and suppliers, are easy to access at the
construction management Office.
• Make sure that only approved individuals access the construction site and that a sign-
in / out system is maintained at all time to track on-site staff.
• Make sure that health and safety inductions and orientation training will be available
for all site workers.
• Ensure that all construction site workers are adequately qualified and have sufficient
qualifications; if there is a high-risk work, professional license or special permission
will be required.
• Ensure that all site staff are knowledgeable and educated in safety protocols and
compliant with WHS Program specifications.
• Keep good housekeeping levels, and on-site cleanliness all the time.
• Make no smoking allowed in the construction site.
• An advisor that are responsible for health and safety management shall be appointed
to integrate and inspect site work in accordance with the requirement of WHS.
Safety Checklists
The safety checklists given in the following are part of the operational process tools established
for safety purposes by WSA project management. Such checklists are available for enterprise-
wide web portal access.
137
Which include but limit as following:
• PPE
• Personal hygiene things
• Supporting systems (shoring or trenching)
• Ground-level penetrations
• Dismantling
• Transport
• Strong Vehicles and excavators
• Pedestrian safety
• Power control (electricity)
• Fire risk control
• Machines and devices
• Chemical materials
• Emergency plans
• Workers induction
• Heavy materials
• Road access safety
13.4 Safety Requirements and Acceptance Criteria

This section outlines key regulatory and project protection criteria for project security
monitoring and management.
Meeting WHS regulations
In addition, all work shall be done in compliance with the state of New South Wales Health
and Safety regulations, codes of conduct of Safe Work, building practices and procedures, and
worker safety, construction activities, and municipal property insurance provisions.
A copy of the Work Health and Safety Plan must be forwarded for review to the site
construction manager at least one week prior to the expected on-site start of construction work.
The Work Health and Safety strategy would need to outline the roles, positions and duties of
staff in the administration of Work Health and Safety, security procedures and explain the plans
in effect should an event involving Work Health and Safety occur on site.
Construction induction card
Staff working on site would need to have a construction induction car in their pockets. Any
employee would require presenting the card in order to enter the site and start working.
Professional licence and special permission
138
High risk jobs: Employees or companies must be certified so they can conduct a variety of
risky activities on site. The contractor would provide proof of valid permits before construction
begins on risky operations including crane handling, digging, fencing and scaffolding, pressure
devices, and excavating.
Destruction operations: Employees or companies must be approved to dismantle or remove
any building that includes prestressing or post-tensioned structural elements requiring the use
of load moving machinery such as the operations of crane, excavator, steer loader as well as
destruction utilizing explosives or any driven collapse process.
Registration
Higher risk plant processes, use and inspection are expected to be registered with Safe Work
New South Wales. The registration contains proof that the product has been checked and has
been certified as secure to perform. The list plant which must be registered includes:
• Elevator (lift)
• Cranes that have loading capacity more than 10 tonnes
• High-rise cranes
• Concrete pouring machine
• Maintenance of building
• High pressure pipe
• Pile driver
13.5 Safety Hazard Risk Analysis

In line with the Health and Safety Management Plan phase, high-risk activities will be
handled during the building. The main concern in all of Stage 1 development
construction projects must be health and safety. Building activities which pose a
specific risk to health and safety include:
• Operating around and in mobile plants.

• Working at heights.
• Working near live traffic.
• Working with live services.
• Mobile cranes and lifting operations.
• Electrical work.
• Working with temporary works
• Disturbance of asbestos
All works will be carried out in accordance with WSA’s Work Health and Safety
Policy.
139
Table 13.5 below presents the preparatory risk assessment and safety hazard matrix
established for this project. The risk management procedures and reviews will be
periodically evaluated during the project to confirm the authenticity of the
assessments and to confirm that the safety measures imposed are appropriate and
effective in mitigating the safety risks.
Table 13.5: Safety Hazard Risk Analysis Register
13.6 Staffing Training and Safety Induction

Training can include practising evacuations, finding emergency vehicles, identifying
assembly points, plans for first aid and how machinery can be safely shut down. The
followings are considered to be training requirements:
• Give refresher training to current staff

• Inclusion of emergency response training for new staff in induction courses
• Training for short-term contractors or on-the-job guests (this may not need to
be as comprehensive as the workers might need)
• Relevant instruction for people who have a specific position in an emergency,
such as fire departments, floor wardens, first aid officers.
All staff are required to facilitate induction unique to WHS General and Site. This is
the responsibility of the site supervisors to ensure new workers accept this training
on their first day of work. Both the supervisor and the new staff member will sign the
induction checklist, and the supervisor shall hold a copy for audit purposes.
Besides, WSA Co is committed to preventing workers from injury and illness and will
strive through effective reintegration and injury management processes and
programmes to achieve the quick and efficient and enduring return to work of the
injured worker.
13.7 Safety Assurance and Improvement

• Safety Assurance
140
WSA Co's Work Health and Safety (WHS) will develop a Health and Safety
Management (H&SMS) system to assist the physically and psychologically safety
and quite well-being of workers and to continuously enhance the work environment.
The H&SMS offers a structured and documented strategy for systematic and
comprehensive management and progress in health & welfare.
The company undertakes to:
• Maintain an H&SMS compliant with AS / NZS 4801 specifications:

Occupational Health and Safety Management Systems-Implementation
Guidance Specification, AS / NZS 4804:2001 Occupational Health and Safety
Management Systems-General Instructions on Principles, Frameworks and
Enabling Techniques.
• Provide a standardised strategy for incident management, including
formulating an incident management process that focuses on prevention and
corrective actions.
• Review the H&SMS efficacy against market norms, regulatory criteria, and
applicable standards on a regular basis.
• Establish and continuously develop management processes of WSA Co
Contractor to facilitate a healthy working environment for all staff involved in
project delivery.
• Establish a risk-based audit system for determining compliance with H&SMS,
industry standards and for improving quality.
• Improvement
The work environment and conditions are supposed to be improved. In order to
ensure healthy worker and other behaviour patterns, WSA Co would establish and
inspire effective health and safety approaches, including at the office and then on-
site. WSA Co will also carry out job-fitness programmes to support the staff in their
place of work. Contractors will be expected to follow the fitness requirements of WSA
Co for the work-test.
In addition, it is important to support and improve the team leaders and workers.
Ongoing performance enhancement and successful execution of H&SMS demand
effective leadership. Leader and employee behaviour include:
• Supporting and directing employees in their understanding and complying

with WHS laws.
• Ensure the WSA Co Executive is aware of and takes steps to comply with
WHS legislation.
• Build a strong atmosphere of empowerment and responsibility at WHS
• The acknowledgment of team members of excellence in health and safety
results.
141
13.8 Emergency Response

If an emergency happens, health at life is always the first priority. The second priority
is incident stabilisation. The Emergency Response and Incident Management Plan
(ERIMP) document will be drawn up with the aim of ensuring effective control of
accidents preparation and reaction procedures during construction and identifying
procedures for initiating an emergency rescue associated with construction work or
natural occurrences.
The ERIMP would detail all protective actions for life safety and it concludes:
• Evacuation
• Sheltering
• Shelter-In-Place
• Lockdown
Moreover, the ERIMP must concludes all approaches for stabilizing an emergency.
These activities including firefighting, medical care, rescue, preventing a spill of
hazardous materials, or coping with a hazard or misuse.
The Site Safety Director should also assemble an Emergency Response Team
(ERT) composed of volunteers from project team. They will be responsible for
implementing the emergency response, coordinating staff and providing guidance in
the event of an emergency.
13.9 Safety Monitoring and Control
Safety monitoring and control is the last step of the risk management plan, also the
most important part of the plan. It is included the risk response plan, tracking the
existing risks, identifying and analysing the new risk. Also, evaluating the efficiency
of process of dealing with existing risks is another object.
When a new risk is occurred, the project safety managers should identify the risk
first, which level of the risk and what should this new risk should belong to.
Moreover, evaluating the effectiveness of the risk response plan, how the project
managers do to reduce the probability of the risk will occur. Then, update this in risk
report, which show the level of the risk and its classification. Closing risk that is no
longer applicable is the optimise results of dealing with a risk task. After doing all of
the task, update the risk to risk status report for project managers to review the
watch-list.
These elements should include in safety records:
1. Safety hazard risk register
2. Register of injuries
3. Risk level of accidents
142
4. Incident investigation reports

5. First aid report
6. Risk status report
7. Control method record
143
14. Project Environment Management Plan

Sustainability is a long-term expectancy and tendency of the future megaproject. It consists of the
environment, economy and society. Among them, the environment is the most critical factor which
can dominate the success of the project. Environmental issues can occur during the development
and operation of the project. In addition, it can present into different mediums such as noises,
chemicals and lights.
A project environment management plan is prepared to prevent any foreseeable damages in the
environment.
The objectives of this plan are summarized as demonstrated below:
• Prepare associative regulatory framework

• Propose a proactive control on potential issues related to environments
• Effective measure and control if an issue occurs
• Mitigate the adverse effects of this project on climate change
This content includes the attributes as shown below:
• Compliance Requirement
• Environmental Baseline
• Environmental Risk Assessment
• Environmental Management and Control
• Environmental Contingencies
• Training and Implementation
• Compliance
• Incidents Management
• Non-Conformance Strategy
14.1 Compliance Requirement

A detailed list of compliance requirements to avoid the occurrence of non-conformance. The key
regulatory material is the Environmental Protection and Biodiversity Conservation Act. This act is
the minimum expectancy of the deliverables in the aspect of environments. In addition to this,
there are other supportive compliance requirements for development of WSA in the aspect of
environments. They are tabulated in Table 14.1 and this table is reproduced from Table 7 of the
Construction Environment Management Plan conducted by WSA co.
144
Table 14.1: Supportive compliance requirement
Act Relevant sections or requirements

Section 3.1: Objective
Section 4.3: Airport Plan Conditions
Section 4.4: Environmental Impact Statement
Requirement
Airport Act 1996 Section 5.9: Risk Assessment
Section 6: Environment control measure
Section 7: Role and Responsibilities
Section 8: Environmental Inspection,
Monitoring and Auditing
Section 11 – Environmental incidents, non-
conformance and improvement opportunities
Section 12 – Review and improvement
Hazardous Waste Act 1989 Section 5: Management of waste materials
National Greenhouse and Energy Reporting For the purpose of sustainability by
Act 2007 optimising energy efficiencies
Work Health and Safety Act 2011 Section 5.8: Management on the treatment
of asbestos
Biosecurity Act 2015 Section 6: Management of weed on site
Contaminated Land Management Act 1997 For the purpose of remediating a
contaminated land
Environmental Planning and Assessment Act For the purpose of environmental mitigation
1979 measures and controls
Environmentally Hazardous Chemicals Act For the purpose of environmental mitigation
1985 measures and controls
Protection of the Environment Operations For the purpose of environmental mitigation
Act 1997 measures and controls
Protection of the Environment Operations For the purpose of environmental mitigation
Regulations 2014 measures and controls
Waste Avoidance and Resource Recovery Act Section 5.3: Waste and resource
2001 management
14.2 Environmental Baseline

In the section of Environmental Baseline, current potential issues related to the environment are
introduced. This information can help audiences to establish a recognition on the environment so
that relevant control and measure can be undertaken.
Waste due to construction events will harm the environment significantly. For instance, improper
sediment control will cause contaminated stormwater flow to nearby rural systems. Ecosystems do
not have the ability to process contamination. So, a series of negative impacts can occur such as
saline water or cyanobacterial in the downstream. To avoid these, an effective treatment on the
waste is an important baseline of this project.
145
Proposing a recycle target for different wastes is a compelling method to manage the baseline. The
details of recycle targets for different wastes are tabulated in Table 14.2. This table is reproduced
from Table 6 of Construction Environmental Management plan drafted by WSA co.
Table 14.2 Targeted percentage of recycle for available wastes
Construction events Waste classification Targeted percentage of recycle

Earthmoving Spoil (topsoil) 100%
Contaminated soil 0%
Land clearing Green waste and associates 100%
(turf and general wastes)
Demolition Concrete and brick 95%
Steel 95%
Dewatering Fluid waste 50%-100% (Depend on the
purpose of water usage)
Maintenance Used oil or lube 80%
Administration Municipal waste 70%
14.3 Environmental Risk Assessment

A risk assessment is undertaken to reduce the potential impact on the wealth and health for
stakeholders. Risk is associative with issues so that potential consequences must be provided for
each risk. Additionally, risk has a likelihood to occur and different risk severities. The numerical scale
is between 1 (acceptable) and 5 (Catastrophic). The details of possible risks related to the
environment are tabulated in Table 14.3. ‘S’ column in the table represent a significance of this
impact. In comparison, ‘L’ represents the likelihood for a risk to be an issue.
Table 14.3: Risk assessment on possible wastes during construction
Construction Risk associate to events Impacts and consequences L S LS

Events
Site Excess waste (earth or Accumulation of wastes which result 2 2 4
establishment vegetations) than current in contaminated soils
capacity
Improper weed Harm local ecosystem 2 3 6
management
Landfill recyclable materials Fail to satisfy with sustainability 4 1 4
Bulk Dispose hazardous Harm benefits local residents 4 2 8
Earthmoving materials (fuels, asbestos)
in a not correct way
Does not ensure a proper Illegal pollution to rural system 3 3 9
sediment control
General Failure to track a waste Increase the occurrence of illegal 4 1 4
treatment dumping
Do not classify recyclable Miss the opportunity to recycle 4 2 8
materials and waste materials
146
In Table 14.3. If the product between ‘L’ and ‘S’ was greater than 15. This suggests the risk is critical
and a detailed plan must be prepared. Because they are highly likely to result in casualties or even
fatalities. Further explanation on the product ‘LS’ is illustrated in Figure 14.3.
Figure 14.3: Explanation on implication of ‘LS’ Product
14.4 Environmental Management and Control

A reliable environmental management can avoid the occurrence of a risk. This process conducts a
sustained monitoring on the site conditions. For instance, the amount of illegal dumping can be a
key performance index to represent the level of management. In some cases when risks have turned
to be an issue, an engineering control must be implemented to mitigate its impacts. Engineering
control should be proactive. Due to this, a plan of environmental management and control is
introduced in this section. They are tabulated in Table 14.4 and the solution of implementation
source from Table 19 of Construction Environmental Management Plan drafted by WSA co.
147
Table 14.4 Target and suggestion of a control action
Target of an action Suggestion on Implementation

Achieve energy efficiency in the aspect of Redesign site to minimize unnecessary vehicles
sustainability movement
Consider the factors of local availability and
energy efficiency in design
Regular maintain or replace a low efficiency
machinery
Include the best energy efficiency practices in
the induction
Minimize occurrence of illegal dumping Plan for a waste register to track the treatment
for a specific waste
Label and store hazardous waste properly
Ensure subcontractors are licensed so that they
can treat the waste
Provide surveillance and luminance for places
where illegal dumping occurs frequently.
Minimize waste generation during construction Minimize the packages of a delivery when
possible
Reused of topsoil or asphalt from the removal
of existing structures
Utilise low embodied energy and local materials
when possible
Procure an flexible shape of material to avoid
unnecessary cutting
Additionally, a framework about how to treat a waste is provided in this section. It is demonstrated
in Figure 14.4 and reproduced from Appendix B of Construction Environment Management Plan
published by WSA co. This framework starts at a classification of the waste based on its natures.
Then, a detailed processed method is proposed.
148
Figure 14.4: Classification and treatment of available wastes on site
(POEO stands for Protection of Environment operation which is a guidance on the practice of a waste
treatment)
14.5 Environmental contingencies

The environmental contingencies plan will indicate potential hazarders that may
influence construction environment including soil, water and air quality. The
contingencies are only relevant to small possibility events that are not predicted.
The table below has listed the relevant hazard types and corresponding measures of
environmental contingencies.
149
Events Measures
Fire i. Enough Fire extinguisher should
be prepared on site.
ii. All the construction works should
follow the standard.
iii. Fire risk training
iv. Security team should be
responsible to those
emergencies.
Floods and sediments i. Equipment for drainage should
be well prepared before
earthwork. e.g. water pump
ii. Plan for floods event which allow
workers to deal with the disaster
safely and reasonably.
leakage i. A certain group of employees
should check frequently to avoid
material spills.
ii. Use proper container to fix the
hazardous material
iii. Prepare equipment like absorber
plant to ensure the environment
quality.
storms i. Plan for storm emergency to
allow people on site shut down
electrical plant and ensure the
safety.
ii. Check all the container or
equipment to ensure all the
equipment and materials on site
are stable.
14.6. Training and implementation

All the employees should be familiar with plan, statement and other document that
relevant to environment. They will be trained by professional environmental team to
learn about their responsibilities and coping approach for hazardous.
The training is shown as following:
1. Operation standard
2. Environmental protection
3. Responsibilities for environmental emergencies
4. Requirements and methods when emergency happen
Training documents on site are including as following:
i. Name
ii. Training duration
iii. Training level
150
iv. Training description

v. Training examines
14.7. compliance
Monitoring
The hazardous will be monitored by project team frequently. Once there is a hazard
trend, the employees should report the condition as soon as possible. Then, the
project team must deal with the hazard if it is easy to solve.
Inspections
Site inspections are supposed to carry out frequently to check compliance with
environmental plan. The inspections will be reported and analysed. The site
inspections will be more frequent during the dangerous period such as rainy days
and windy days.
Environmental site inspection
project Western Sydney airport
location Sydney
date 2020/5/27
weather cold
Inspection items Implement N/ Remarks
ed? A
yes no
1. Air pollution
1.1 All the equipment is shut down
after using.
1.2 The site and road were watered

to minimize dust
Air pollution control of plant

2. Noise
2.1 Are noise barriers used during
construction?
2.2 Are plant stopped after

construction?
2.3 Does Noise gauge indicate

small enough noise?
3. Resource conservation
3.1 Is resource used reasonably and
properly?
151
14.8. Incidents management

The relevant incidents events will be recorded by safety manager. Then the
description and suggestions will be delivered to project team. The risks and solutions
will be analysed by project team and manager before implement.
The diagram below has indicated the process for incident management strategy.
14.9 NON-CONFORMANCE STRATEGY

The environmental non-conformance will also be examined and analysed by project
team. The relevant information will be reported every month to ensure the process is
on track.
The non-conformances will include actions as shown below:
i. Non-conformance will be recorded by construction manager frequently.
ii. As environment plan indicate, the relevant project members will deal with the
problem as soon as possible.
iii. The incident will be investigated in detail.
iv. All the employees will be trained to ensure they are familiar with their
responsibilities.
v. All the work should be standard, and CEMP should be obeyed.
152
15. Conclusion and Recommendation
This project management plan aims to provide a whole construction plan of western
Sydney airport. The cost of the total project is approximately $210 million. The
project management plan includes the explicit illustration of the baseline which are
the scope baseline and the schedule baseline. Besides, this plan demonstrates
detailed management plans from each aspect. The project cost and financial
management plan shows how the whole project cost will be planned, set up and
controlled. The project resource management plan combines each resource of
human resource and natural resource. The project delivery system and procurement
management plan include the procurement methodologies and procurement process
design. The project quality management plan provides a guidance of quality
planning, quality assurance and controlling so that the deliverables meet the
customers’ expectancy. The project risk management plan shows the means of
controlling the risk of the western Sydney airport project. The project stakeholder
management plan demonstrates the stakeholder's management process and
analysis as well as the stakeholder's engagement plans. The project communication
management plan shows the detail of the communication requirements for the
project, then use some tools or technologies to solve the issue. The project change
management plan provides a guidance on frameworks when there is an unexpected
change on cost, time and scope. The project health, safety and security
management plans outline the health and safety policies and priorities for the
Western Sydney Airport project. Lastly, the project environment management plan is
prepared to prevent any foreseeable damages in the environment.
To achieve the objectives of this project, there are several recommendations:
1. regular check the process of every elements in this project, to avoid negative
impact of the project.
2. Set up a supervise organisation to avoid corruption and make sure every step
is under national standard.
3. Confirm and use the method that the document mentioned.
153
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156

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WESTERN SYDNEY AIRPORT

Group Members and SID:

Figure 1: phases of work

The airport site layout is shown in figure 1.

Figure 2: airport site layout

1.2 Table of information

3.4 Scope Validation and Verification Process ........................................... 41

6.13. Compliance, Equality, Diversity and Inclusion........................... 71

9.1.3. Timing.......................................................................................... 104

12.3.4 Enforcement of Decisions........................................................... 134

2.1.1 INSUFFICIENT CAPACITY

figure 3: the air passenger movements through Sydney Airport

resolve the long-term aviation capacity constraints in the Sydney basin is

2.2.2 DEVELOP THE WESTERN REGION OF SYDNEY

Another main justification of building the western Sydney airport is to develop

Figue.4: western Sydney infrastructure and planning

2.2 MAIN OBJECTIVES

1. improve access to air service in Western Sydney

4. to optimise the benefit of western Sydney airport on employment and

2.3 EXPECTED BENEFITS

1. improve access to aviation services to solve the growing population

2.4 HIGH LEVEL REQUIREMENTS

2.5.2 CRITICAL SUCCESS FACTOR

· Completion of the airport includes a single 3700m runway and

2.5.3 MAJOR DELIVERABLE

The information of major deliverables is tabulated in Table 1.1.

Figure 5: timeline of project

2.6.1 KEY MILESTONES

Key Milestones Time Frame

Draft of airport plan 19 Oct 2015

Revise of airport plan 15 Sep 2016

TransGrid relocation works Jan 2018 - Aug 2019

Early earthworks Sep 2019 - July 2020

Materials Importation Mar 2019 - June 2022

Experience centre and site office Oct 2018 - Sep 2019

Bulk earthworks Sep 2019 - Sep 2022

Runway pavement June 2021 – Aug 2025

Passenger terminal complex June 2022 – Aug 2025

Landsite civil and Utilities Aug 2022 – Aug 2025

Completion of project 2060

2.7 BUDDGET ESTIMATE

The Australian Government has committed up to $5.3 billion in equity over 10

2.8 ASSUMPTIONS, CONSTRAINS, RISKS AND

Throughout the design process, stakeholder approvals are necessary and

· Animal Research Act 1985

The major risks identified are as indicated in the Table below.

Construction · Control of temporary and permanent road closures within the

Site · Security personnel posted at the main entrance to the site

Environment · A systematic approach (SEMF) will be applied to manage

advantage of the required material produced from other major

Ethical and · The Whistle-blower Policy (Policy) complements and

Complaints · Build a trained and competent community involvement team.

Inclement · It can be minimised by reducing activities along the critical

Unknown · Flexible system scheduling to allow re-scheduling of float

Figure 6: Environmental management system structure

2.9 TEAM ORGANIZATION

Student name Student number Email

RONGCHENG QUE 470002364 rque3049@uni.sydney.edu.au

ZEYU XU 470018701 zexu4645@uni.sydney.edu.au

NINGFAN CHEN 480167187 nche9575@uni.sydney.edu.au

SCOTT LIN 480403225 wlin5304@uni.sydney.edu.au

HANXIA CAI 470464551 hcai2854@uni.sydney.edu.au

Table 4: Team members