Project Evaluation

Prepare By Nusrat Jerin

5th August 2022

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Table of Contents
Executive Summary ................................................................................................................................ 3
1. Introduction to Project....................................................................................................................... 3
1.1 Project Brief .................................................................................................................................. 3
1.2 Site Characteristics ...................................................................................................................... 4
1.3 Site Surroundings ........................................................................................................................ 4
1.4 Project Overlays .......................................................................................................................... 6
2. Project key drivers:............................................................................................................................. 7
3. Project Scope ...................................................................................................................................... 7
4. Project Stakeholders .......................................................................................................................... 7
4.1 Key Stakeholder List ..................................................................................................................... 8
4.2 Stakeholder Organization structure ............................................................................................ 9
4.3 Stakeholder Influence/Interest Chart........................................................................................ 10
4.4 Stakeholder Engagement Matrix ............................................................................................... 11
5. Key Timelines.................................................................................................................................... 12
5.1 Proposed Construction Program................................................................................................ 12
6. Project-specific risks and challenges ............................................................................................... 13
7. Appendices: ...................................................................................................................................... 13
7.1 Assumption ................................................................................................................................. 13
7.2 Planning Clause .......................................................................................................................... 13
7.2 Risk Management Tool .............................................................................................................. 16
7.3 Risk Matrix .................................................................................................................................. 17
7.4 Risk Register ............................................................................................................................... 19
8. Reference:..................................................................................................................................... 24
9. Self-Assessed Rubric ..................................................................................................................... 25

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Executive Summary
The subject site is in 297-307 Roslyn Road, Highton with approximate overall area to be 8248sqm in
high profile suburb, close to CBD Geelong, shops, community facilities, kinder garden, church, and
bowling club. The client Dianella and Plenty Valley (DPV) Community Design propose to build two
storied community medical facility – Hume GP Super Clinic II with maximise parking facilities. The
client felt the necessity to facilitate rapid population growth of disability, aged care, and chronic
disease. The site is a vacant land with substantial vegetation and variety of large non indigenous tree
planted in site, few to be removed. The design proposal opposes Planning Scheme as this is
neighbourhood residential with immediate smaller lot of single dwelling which will create lot of traffic,
noise, and parking hazard. Additional, issue of proposing double storied building into the site which
contrary to planning scheme. Neighbourhood arose major concerns related to traffic, noise, and
impact local amenity. Despite of planning and local strains, there is potential opportunity for
continuing care for Geelong Community.

1. Introduction to Project
1.1 Project Brief
The proposed project is to develop a new 2 storey community medical centre (Hume GP Super Clinic
II) at 297-307 Roslyn Road, Highton, Geelong. The client merger of Dianella and Plenty Valley
Community Health, DPV Health with their long-lasting history serving community and represent strong
force in health care. After their success and growth in the Northern Growth Corridor of Melbourne,
now they intending to expand and offer more accessible and responsive services. The design intention
is to provide more onsite parking and make sustainable building design.

Project Name Hume GP Super Clinic II

Client DPV Health
Address 297-307 ROSLYN ROAD HIGHTON 3216
Land Area Apprx. 8248m2
Site Frontage 82 metres to Roslyn Road
24metes to Remony Avenue
Easement Drainage easement to the south side of the lot
Proposed Use Development of the Land for Community Medical Centre
Building class Class 9a – Healthcare/Medical Facility
Lot and Plan Number: 1 & 2 LP 095724
Local Government Area (Council): GREATER GEELONG
Planning Scheme: Greater Geelong
Planning Zones Neighbourhood Residential Zone – Schedule 8 (NRZ)
Subdivision application required accompanied by
development application or Planning permit for new
construction
Planning Overlays Design & Development Overlay – Schedule 14 (DDO14)
Applicable - Permit is required for buildings and works a
dwelling construct more than 7.5m
Special Building Overlay Schedule (SBO)
Applicable

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 Heritage Overlay (HO)
Not Applicable
Designated Bushfire Prone Areas Not Applicable

1.2 Site Characteristics

The site is located to the south of Roslyn Road with an approximate area of 8248m2. The site is
currently vacant and contains wide variety of mature nonindigenous ornamental trees. The site
slopes eight metre from south west to north east. Potential except to consider there is dual access
on site which can be beneficial for medical facility. The current vehicle crossover is norther boundary
which requires to be increased to suit public access to the site. The site frontage is 82 to north
boundary, Roslyn Road and 28m to south of Remony Avenue. Drainage Easement exists in south
boundary of the lot.

(Reference: City of Greater Geelong Planning Committee Report)

Fig: Ariew view of the subject site Fig: Lot Dimension of the subject site
(Source: nearmap) (Source: Geelong Planning Committee
Report)

1.3 Site Surroundings

The immediate neighbourhood comprised smaller lot of single residential development which is 100m
proximity of Highton Primary School and kindergarten. This might trigger safety risk to children and
create parking hazards for residents and parents. Proposed design needs to reduce safety risk while
construction and allow adequate on-site parking.

The site is less than km to CBD Geelong, waterfront and located near Highton Reserve and Highton
Village. Deakin University Waurn Ponds Campus and Epworth Geelong are five minutes’ drive away.
Site also surrounded by local church, pubs, bowling club and retail shops are in walking distance.

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 Fig : Site Surroundings (Source: realestate.com.au)

Number of private and public clinics are very near close proximity to the subject site. Roslyn Medical
practice is opposite eastern side and near to Highton village. This is a threat, can be turned into
opportunity by focusing on providing health services for mental illness and aged group. Figure below
shown, nearby medical clinics and distance from subject site.

Clinic
600m
away

Medical Private
Proposed practice clinics
site 1km away

Fig : Nearby Medical Facility (Image extrapolated from Google Map)

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The key benefit of the site is it has immediate access to public transport. Bus stop is in walking distance
and close to C136 main route.

C136 Main
Road

Freeway
Bus Stop

Fig : Transportation (Source: google map)

1.4 Project Overlays

Zone/Overlay & Clause:

• Plan Permit is required to construction medical centre as per Schedule 8 to Clause 32.09
Neighbourhood residential zone. In accordance to Clause 32.09-2, as medical centre gross
floor area exceed 250sq metres and not located in existing buildings.
• Plan Permit is required to construct and carry out building and works as per Special Building
Overlay.
• Current design contradicts to height requirement as it is more than 7.5 metres above natural
ground level as per Schedule 14 to Clause 43.02 Design and Development overlay.
• The design proposal contrary to Clause 65 as the proposed built form and scale increase
traffic and will effect on-street carpark for surrounding neighbourhood.
• The property trees are protected under Australian Standard 4970-2009 Protection of
• Trees on Development Sites (Reference: Reference: City of Greater Geelong Planning
Committee Report) and can not be removal or damaged above or below ground. Conditions
applicable to remove tree and stump and replant and re-established as per the Responsible
authority.
• The client will be responsible for the maintenance and operation of stormwater
infrastructure as per the stormwater management plan as per Special Building Overlay.

Attached appendices with highlight the clause as per Geelong Planning scheme to elaborate the
restrictions.

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2. Project key drivers:
To obtain both community and client benefit, there are few factors that will drive both parties’
motivation and acceleration. Provide long term growth facilities, few key drives listed below which
encourage both client and users.

• Mental illness or Anxiety: Recent survey from Salvation Army and Health and Wellbeing Status
of City Greater Geelong, “32.3% of Greater Geelong adults have anxiety or depression,
compared to 24.2% for Victoria (VPHS 2014). 6.9% of Greater Geelong adults report they have
'very high' levels of psychological distress, compared to 3.9% for Victoria (VPHS 2014)”.
Proposed Hume GP Super Clinic II will focus those group of people and provide them regular
service.
• Median age resident: In last 40 years, significant number of increase (12.2%) between age 40-
49 and which is pressure for public hospital. After this medical clinic, those residents will be
taken care in good hand.
• Retirement age resident: Statistics shown, population of retirement age increased by 34.6%
and require prolong medical and rehabilitation support.
• DPV goal and success: Client’s history providing services to chronic care, mental health,
wellbeing, and social support particularly Northern Region of Melbourne, they are now
growing in larger entity and capacity. They would be offering greater technology and
infrastructure for City of Geelong Community.

3. Project Scope
With the proposed development of Hume GP Super Clinic II, its response to future communities
through provision of medical support for particularly mental illness and aged group population. The
clinic will also facilitate land for employment, recreation, and open space for commercial and
community facilities.

• Prioritising health, wellbeing, and safety: of Geelong, Victoria’s fastest growing city, which
involve both public and private development.
• Diversity of choice – Having multiple nearby public and private clinics and hospital, proposed
Hume GP Super Clinic II will offer flexibility to general population.
• Ideal development: As market research indicates ideal future development suites either
medical care or residential townhouse, going for medical care will be capital gain for client. As
due to current housing market has fluctuated and prices are going down, clinic facility will be
beneficial for client.
• Effective standard of urban design: To ensure high standard of urban planning by providing
safe and functional good quality environment.
• Sustainable Design Solution: Proposed design to imply extensive sustainable design solution,
will not only reduce cost, also increase the life cycle of building.

4. Project Stakeholders
Stakeholders are those who are involved, interested, and contributed to this project. It is important
to identify the objective and characteristics of stakeholder and present assessments in a way that
help project team develop and understand their engagement and planning in different stages. In this

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report, we list the stakeholder in hierarchy power and their interest and involvement into this
project.

4.1 Key Stakeholder List

The List below has included all the relevant personnel relevant to building this clinic facility based on
to their interest and involvement to this project.

Primary Stakeholder Client – DPV Health

Health Authorities
Human Services
Builder
Designer – Billard Leece Partnership Pty Ltd.
Other Consultant
Civil & Structural Engineer – Irwin Consult
Electrical, Mechanical & Hydraulic – Waterman
AHW (VIC) Pty Ltd.
Landscape – LBA Design
Project Manager
Construction Manager
Subcontractors
Labor
Medical staff
Patient
Finances
Secondary Stakeholder Neighbours
Local government
Social Services – school, hospital ets
Tertiary Stakeholder Labor Union
Users of road

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4.2 Stakeholder Organization structure
Stakeholder chart is a diagram of reporting responsibility structure and titles and the relationship
between all relevant parties. In this report, we have shown free-flowing illustration between
relationship arrows, words, and colours of hierarchy.

Financier Government
(Law & Policy)

Guarantor Local
Government
Client
Architect Consultant DPV Health
Human
Services
Quantity
Surveyor Contractor
Local
Authority
Engineers (Geelong)
Project
Manager
Land Users
Surveyor

Community
Building
Surveyor Union

Site
Manufacturer Sub- Construction
Inspector
& Suppliers Contractor Worker

Waterproofing Carpenter Carpenter Alum. Work Concreter Shelter Elevator Metal

Equipment Work

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4.3 Stakeholder Influence/Interest Chart
In this report, we have shown relationship between internal and external parties based onto their
power and interest that can influence the goal of this clinic facility. Stakeholders have been plotted
into this matrix which will help us classify their contribution into this project.

Keep Satisfied Manage Closely

• Health Authorities • DPV Community Health
• Government / Local • Financer
High Authorities – Geelong • BLP Architects
Council • Civil & Structural Engineer
• Media – Irwin Consult
• Services – Waterman AHW
(VIC) Pty Ltd.
• Project Manager
• Construction/Site Manager
Power
Monitor (Minimum Effort) Keep Informed
• Neighbourhood • Sub Contractors
• Staff/Facility users • Site workers
• Social and political • Local Community
organisation

Low

Interest High
Low

Fig : Matrix – based stakeholder map (Deakin Source)

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 4.4 Stakeholder Engagement Matrix
Based on the stakeholder interest map, we have prioritized stakeholders and how a project manager
not only should engage also limit control over the project lifeline. Having clear set of objectives and
monitoring and reporting make it possible for project manager to keep track of a multi-person team
as well individual into multiple location.

Stakeholder Rate Rate Project Engagement approach Engagement Engagement Frequency

influence interest Phase Level Tool

DPV Community High High All Consult – High Face to Face Very
Health Sign off key decisions and Emails frequent
update with project status
in timely manner
Financer High High All Notify – High Face to Face frequent
Show considerable updates Emails
and provide clear project
status
Geelong - Local High Medium Planning Notify – Medium Information Occasional
Authority Explain project scope and
interest concern to
community and users
Dept of Health High Medium Planning Notify – Medium Information Occasional
Authority Explain how clinical services
benefiting society and
program is current health
procedure
Consultants High High All Consult & Involvement - High Face to Face Very
Ensure all projects follow Emails frequent
time schedule and meet
quality control and regular
involvement
Contractor High High All Consult & Involvement - High Face to Face Very
Ensure all projects follow Emails frequent
time schedule and meet
quality control and regular
involvement
Sub-contractor Medium Medium Construction Instruction & monitor – High Face to Face Very
require regular monitor by Emails frequent
quality control and
communicate
Site workers Medium Medium Construction Instruction & monitor – High Face to Face Very
require regular monitor by Emails frequent
quality control and
communicate
Neighbourhood Medium Low Planning Notify – Low Information Less
Respect neighbourhood frequent
objection and noise
reduction
Staff/Facility Medium Low Planning Notify – Low Information Less
users Update to current frequent
regulation & work progress
Community Medium Low Planning Notify – Low Information Less
Engage community the & Advertise frequent
benefit to the users

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Social / political Low Low Planning Notify – Low Information Occasional
organisation Inform project scope and & Advertise
interest
Media Low Low Planning Notify – Low Information Occasional
Inform project scope and & Advertise
interest

5. Key Timelines
Each construction projects are more successful if they follow its own construction timeline. It is
important to schedule and track work within team include contractor and sub-contractors. The
construction scheduling divided into separate sections for each phase of construction to ensure
important tasks have been taken care at along the way of start and beginning of design and
construction. Construction timeline helps engaging all the stakeholder and keep the update with
project progress in timely manner. They key timeline of the given project is listed below :

Phase Duration Tentative Completion Date

Request For Tender 30 days 30 September 2022

Interview Respondents 1 day 30 September 2022
Agreement 30 days 1 November 2022
Estimated Construction Completion 380 days 15 December 2023

5.1 Proposed Construction Program

Detail breakdown of main construction program has been shown below. This can be varied to internal
and external influence during the construction and contingencies to be considered otherwise.

Main Building 215 days 15 Nov 2022 – 20 Nov 2023

Start Date of Construction 0 days 15 November 2022
Site Establishment 25 days 10 January 2023
Concrete Work 20 days 30 January 2023
Steel Fabrication 30 days 1 March 2023
Concrete Slabs 25 days 25 March 2023
Wall/Roof Framing 25 days 01 May 2023
Metal Roof (Includ Roof Safety Access) 35 days 25 June 2023
Aluminium Door & Window 30 days 15 July 2023
External Cladding & Internal lining 25 days 15 August 2023
painting 20 days 15 July 2023
Floor & Wall Finishes + Joinery 30 days 30 September 2023
Loose Furniture 20 days 15 October 2023
Final Clean 5 days 30 November 2023
External Works 105 days 20 July - 14 December 2023

Inclement Weather Days 40 days 15 Nov 2022 – 1 Dec 2023

Hardstand Preparation 20 days 20 August 2023

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 External Fencing 20 days 25 September 2023
Soft landscape 30 days 5 October 2023
External pavement 10 days 5 November 2023
Estimated Construction Completion 380 days 15 December 2023

6. Project-specific risks and challenges

Construction projects are complex in nature, and which are uncertain to predict in advance. It not only
has impact on time, cost, scope, or quality which perhaps could be reason of fail to meet project
objectives. Though risk is a potential and ongoing event, either for external or internal to a project,
necessary measured to be considered to mitigate the risk occurred in the project. In this report, we
have identified and analysed possible risks as appendix and discussed major risks that might impact
this project. Attached risk register requires ongoing update throughout the project. Some project
specific risks are mentioned below:

• Inflation: Due to the recent country’s inflation rate is accelerating, it is alarming for both small
and large building companies. Insurance companies lowering their liability limit and offering
service at higher premium. Profit margin have also shrunk which impacting both commercial
and domestic builders.
• Supply chain disruption: Impact of COVID-19, major disruption occurred in supply chain for
the construction industry. Price increase in basic materials, lack of availably of alternatives,
delay on material delivery require additional attention on contract payment terms.
Contractors who locked fixed term construction fees, are collapsing day by day.
• Cost overrun: This has been considered one of the key risks of construction projects not
conducting appropriate cost analysis at earlier stage.
• Delay in permits: Current planning constraining building in residential zone and height
restrictions, might result project delays and can get media attention. Having regular council
meetings and the conveying the importance of the project can reduce the risk.
• Alter design change: It is ideal to restrict the design change at initial change and make client
aware of the cost and time impact of the project.

7. Appendices:
7.1 Assumption
• Vegetation - Assumption being made no local indigenous tress on site and large planting and
variety of ornamental trees located within site.
• Adequate health clinic - It has been assumed there are lack of mental care and age care
facilities in nearest private and private hospitals and clinic.
• Sustainable Design – It has been assumed that client primary focus to have sustainable design
solution serving community.

7.2 Planning Clause

Below figures are captured from Vicplan planning property report and Greater Geelong Planning
Scheme.

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 Fig: Planning zones (Source : Vicplan)

Fig: Design Development Overlay (Source : Vicplan)

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Fig: Special Building Overlay (Source : Vicplan)

Fig: Neighbourhood Residential Zone – Schedule 8 (NRZ) Page | 15

 Fig: Design & Development Overlay – Schedule 14 (DDO14)

7.3 Risk Management Tool

Above risks and risk register have been formulated in the basis of identifying types of risk and below
threat and opportunity matrixes. This risk management tools help to categorise risks and what sort of
impact is has on the project. Then determining the probability and consequences and action plan
accordingly. Approximate impact of cost and time delay in the project have been mentioned and
responsible parties also been identified.

Types of Risks:

• Design & Technical Risk

• Logistics & Contractual Risk
• Financial & Economic Risk
• Logistic & Contractual Risk
• Management Risk

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7.4 Risk Matrix
‘Risk probability and impact assessment’ tool is utilized for this proposed project to formulate the risk
register.

Consequences Likelihood or Probability

A B C D E
Alm ost Likely Moderate Unlikely Rare

Financial Impact

Reputation and
Certain
Labor Health

Environment

operation
>70% 50-70% 30-50% 10-30% <10%
(might o ccur (co uld o ccur
Time

(will pro bably - has - kno wn to (practically

(expected) o ccur) happened) happen) impo ssible)

Some Local
Media
No incident
Coverage
or Fist aid Minor on- 1 Day Fine $1K - High High Medium Low Low
or Minimal
Minor Medical site impact - 1 Week $10K
Impact on
Treatment
Asset
Service
Media
Coverage at
Alternate
Moderate State Level
Work or >1 Week - Fine $10K - Extrem e High High Medium Medium
onsite or Moderate
Moderate Lost Time < 1 Month $50K
impact Impact on
Injury
Asset
Service
Major
Minor Fine > $50K Adverse
Serious or
offsite or > 1 Month - or Legal Publicity or Extrem e Extrem e Extrem e High High
Permanent
Major Major onsite < 3 Months Proceeding Impact on
Injury
impact s Asset
Service
Extreme
Shutdow n
Adverse
Major of Project
Publicity or Extrem e Extrem e Extrem e Extrem e High
Fatality offsite > 3 Months Due to
Catastrophic Impact on
impact Regulatory
Asset
Breach
Service

Fig : Risk Control / Threat Matrix (Source: Deakin Source)

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 Fig : Risk Opportunity Matrix (Source: Deakin Source)

Fig : Semi Quantitative Assessments (Source: Deakin Source)

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 7.5 Risk Register
In the table below, potential risks are identified, and appropriate action plans are formulated for the
proposed clinic facility:

Risk Ranking Risk Mitigation Status

Ref Risk Category & Risk Impact Risk Action Owner Cost Time Open
No. Description Type on Respon For Closed
Oppor project se risk

Consequence
tunity (Avoid

Risk Grade
Likelihood
/ Transfer
Threat Retentio
(O or n
T) Avoid)
Design & Technical
Risk
1.1 Project need and T Cost and Rare Major High Mitigate To understand Project <$100 1-4 Open
purpose not well- Time project brief Manager k weeks
defined Delay at earliest & Client
1.2 Design is not T Time Rare Major High Mitigate Set clear goals Consultan <$100 1-4 Open
suitable for client’s Delay between ts & Client k weeks
expectation client and
consultants
1.3 Frequent design T Cost & Likely Major Extreme Mitigate Minimise Project $100k
modifications Time modification Manager, - 500k
Delay and finalise all Consultan
changes prior ts & Client
to the
schedule of
work
1.4 Delay in the design T Time Unlike Mode Medium Mitigate Regular Project <$100 1 Open
delivery and Delay ly rate communicatio Manager k week
construction n with project &
documents delay of teams. Consultan
project progress Schedule ts
review
meeting in
timely manner
1.5 Uncertainty of T Cost & Likely Mode High Transfer Ensure Contracto $500k 3-6 Open
resources and Time rate alternative r - 1M month
availability of Delay resources s
materials
1.6 Inadequate Site T Cost Unlike Major High Mitigate Detail Project $500k 1 Open
investigation ly checklist Manager - 1M month
investigation
at early stage
of the project
1.7 Not enough time T Time Unlike Mode Medium Mitigate Submit permit Project <$100 3-6 Open
allowed to get Delay ly rate application Manager k month
permits before s
construction
commence

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1.8 Lack of new T Time Mode Mode High Transfer Hire skilled Project $100k 1 Open
technological skills Delay rate rate and industry Manager - 500k week
up to date
labour
1.9 Inappropriate T Time Unlike Major High Mitigate Ensure Project <$100 1 Open
design Delay ly maintaining Manager k month
specifications proper
checklist to
meet design
documentatio
n
1.10 Inadequate T Cost & Mode Major High Mitigate Thorough Project $1M- > 6 Open
contingency Time rate review of all Manager 5M month
estimate Delay possible s
contingency
and update
risk registers
in frequent
time
Logistics &
Contractual Risk
2.1 Consultant or T Time Unlike Major High Mitigate Conduct Project $100k 3-6 Open
contractor delay in Delay ly regular review Manager - 500k month
fulfilling project meeting and s
requirement put clause to
contract to
consultant/co
ntractor to
bear financial
responsibility
2.2 Estimating or T Cost & Unlike Major High Mitigate Closely Project $100k 3-6 Open
scheduling Error Time ly monitor work Manager - 500k month
Delay schedule in s
timely manner
and prepare
back up plans
to reduce time
delay
2.4 Inappropriate T Time Rare Mode High Mitigate Proper Project $100k 3-6 Open
Contractual Delay rate verification of Manager - 500k month
agreements all the s
agreement
between
client,
consultants &
subcontractor
2.5 Disruption of T Cost & Rare Minor Low Transfer Make Sub- <$100 1 Open
transportation Time alternative Contracto k week
facilities Delay option so r
work can still
progress
2.6 Construction T Cost & Rare Minor Low Transfer Make Sub- <$100 1 Open
Equipment not Time alternative Contracto k week
available – spare Delay option so r

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 parts, machinery, work can still
fuel, labor progress
2.8 Additional T Cost Likely Mode Medium Mitigate Minimise Project <$100 1 Open
works/variations rate changes in Manager k week
design
2.9 Claims & disputes T Cost Likely Mode Medium Mitigate Pay monthly Project <$100 1 Open
rate claims in Manager k week
timely manner
and maintain
good cash
flow in the
project
2.10 Differing site T Cost & Unlike Major High Mitigate Complete Project $100k 1 Open
conditions Time ly proper site Manager - 500k week
Delay investigation
and predict
possible
hazard
2.11 Injuries in T Cost Likely Major High Mitigate Ensure all Project $100k 1 Open
construction site workers Manager - 500k month
follow safety
requirement
procedure on
site
Financial &
Economic Risk
3.1 Unexpected T Cost & Likely Major Extreme Mitigate Careful Project $500k 3-6 Live
increase in material Time planning and Manager -$1M month
cost due to covid Delay allocating s
time for
contingency
3.2 Cost Overrun T Cost Unlike Major Extreme Mitigate Having proper Project $500k 3-6 Live
ly cost analysis Manager -$1M month
at the earlier s
and each
stage. Should
review past
and future
budget and
expenditure
3.3 Rising Inflation due T Cost & Likely Major High Mitigate Include clause Project $500k 3-6 Live
to current global Time in the contract Manager -$1M month
crisis Delay of increased & Client s
cost to ensure
profit margin
3.4 Fluctuations in T Cost Likely Major High Transfer All budget Client $100k 1-3 Open
currency exchange amount to be - 500k month
rate transferred s
for a
particular task
should be
notified in all
currencies.
Exchange rate

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 should be
verified on
day-to-day
basis.
3.5 Non-availability of T Cost & Unlike Mode Medium Mitigate Budget and Project $100k 1 Open
funds Time ly rate expenditure Manager - 500k month
Delay to be & Client
reviewed in
timely manner
and allocate
resource
efficiently
3.6 In frequent T Cost Mode Mode Medium Mitigate Send payment Project $100k 1 Open
payment rate rate reminder Manager - 500k month
before due
date and have
additional
funds to
maintain good
cash flow
Management Risk

4.1 Incapable/wrong T Time Rare Major High Transfer Careful CEO $100k 1 Open
selection of project Delay selection of - 500k week
team project &
construction
managers and
review
performance
yearly basis
4.2 Lack of experienced T Time Rare Major High Transfer Ensure all CEO $100k 1 Open
persons in the Delay contactor - 500k week
project team have
insurance and
include
financial
liability in
initial contract
4.3 Poor T Time Unlike Major High Mitigate Regular Project >$500 1 Open
communication Delay ly updates Manager k month
between consultant between all
and sub-contractor stakeholder
4.4 Poor quality control T Time Rare Mode Medium Mitigate Ensure risk Project >$500 1 Open
Delay rate register to be Manager k month
update in
timely manner
between all
stakeholders
4.5 Unsatisfactory T Time Likely Mode Medium Mitigate Necessitate all Project $100k 3-6 Open
outcome from Delay rate stakeholders Manager - 500k month
project meetings meet and s
conduct
follow up after
meeting
reviews

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 External Risk

5.1 Political influence T Cost Unlike Mode Medium Transfer Update client Client >$500 1 Open
ly rate with any k month
political
obligation
impacting
project cost
and duration
Not allowing T Time Almos Major High Mitigate Ensure all Project >$500 3-6 Open
adequate time for Delay t required Manager k month
permits/approval certai approval to be s
n obtained
before
construction
commence
5.2 Natural disaster – T Cost & Unlike Mode High Accept Accept as act Project $1M- >6 Open
Flood, earthquake, Time ly rate of God and Manager $5M month
Epidemics, Delay take & Client s
pandemics necessary
steps
5.3 Extreme weather – T Cost & Unlike Minor Low Mitigate Allow Project <$100 1 Open
heavy rainfall, Time ly Contingencies Manager k week
unsafe working Delay for weather
conditions delays while
scheduling
5.4 Fire risk from arson, T Cost Unlike Major High Avoid Take Project & $500 k 1 Open
construction ly necessary Site month
technique precautions of Manager
site safety
requirement
and site
manage to
monitor safe
workplace to
be maintained
5.5 Hazardous Wastage T Cost Unlike Mode Medium Mitigate Ensure Site >$100 1 Open
found onsite ly rate minimal Manager k week
amount of
water to be
produced and
reuse material
5.6 Theft of material, T Cost Unlike Mode Medium Mitigate Site manage Site >$100 1 Open
intellectual ly rate to ensure Manager k week
property or construction
equipment. site is locked
after hours
5.7 Unidentified utilities T Cost & Unlike Major High Mitigate Include Project $100k 1 Open
found in site after Time ly contingency Manager - 500k month
excavation Delay plan and allow
provisional
sum in the
contract

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5.8 Water level found T Cost Unlike Major High Mitigate Include Project $100k 1 Open
higher than ly contingency Manager - 500k month
expected plan and allow
provisional
sum in the
contract
5.9 Presence and T Cost Unlike Major High Mitigate Ensure Project $100k 3-6 Open
participation of ly workers are Manager - 500k month
union labor safety and CEO
payment on
timely manner
5.10 Change in laws and T Time Unlike Major High Accept Allow Project $100k 3-6 Open
regulations Delay ly sufficient fund Manager - 500k month
in the
contingency
and source
alternative
solution
5.11 Media attention T Time Unlike Mode Medium Mitigate Track and Project $50k- 3-6 Open
Delay ly rate consider Manager 100k month
community
opinion and
oppositions
and take
necessary
actions

8. Reference:
Vicplan. Generate a Planning Property Report, <https://mapshare.vic.gov.au/vicplan/> [Accessed 20
July 2022].

Mayne Nicole, Highton aged care development to proceed after site sells for $3.6m, Available at:
https://www.news.com.au/finance/real-estate/melbourne-vic/highton-aged-care-development-to-
proceed-after-site-sells-for-36m/news-story/6134d58020dcbb748329899e924b13d0 [Accessed 04
August 2022].

Wood Daniel, How is rising inflation impacting construction?. Available at:

https://www.insurancebusinessmag.com/au/news/construction/how-is-rising-inflation-impacting-
construction-414706.aspx [Accessed 01 August 2022].

Rick Barton, A., 2021. 4 Elements of a Successful Health and Safety Program. [online] Hausmann-
johnson.com. Available at: https://www.hausmann-johnson.com/blog/4-elements-of-a-successful-
health-and-safety-program [Accessed 30 July 2022].

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 9. Self-Assessed Rubric

HD D C P N TOTAL
Understanding of The report The report The report Use, importance Insufficient 40
Project provides high provides includes the and limitations of development of
Background awareness of the awareness of the use, material are facts relating to
and Material use, importance, use, importance, importance, noted. Basic use, importance,
and limitations and limitations and analysis and limitations of
of the material. of the material. limitations of that doesn’t lead the material.
Recommendations Recommendations the material. to appropriate Recommendations
and discussion are and discussion are Some recommendations. are not clear.
based on analysis based on discussion is Basic
of facts. Full and analysis of facts. not development of all
rich development Full development supported by relevant matters.
of all relevant of all relevant the analysis
matters without matters without of facts. Good
too much too much development
elaboration. elaboration. of all relevant
Minor errors or matters.
omissions.
Structure and The report is The report is The report is The report offers There is no clear 10
Formatting structured to structured to structured to basic support for purpose in the
comprehensively clearly support support the the purpose structure of the
support the the purpose purpose of of the assignment. report. The
purpose of the of the assignment. the The sequence, sequence,
assignment. It is It is assignment. language and language and
written in a written in a The presentation are presentation need
concise, logical concise, logical sequence, basic with some improvement.
manner with manner with language referencing. There are errors in
appropriate and appropriate and referencing.
correct and correct presentation
referencing. The referencing. are
sequence, The sequence, satisfactory
language and language and with mainly
presentation are presentation are correct
compelling. compelling. Minor referencing.
errors or
omissions.
Project Drivers An exceptional A comprehensive Sufficient Some project No mention of 10
discussion discussion discussion on drivers are project
on project drivers on project drivers project mentioned. drivers.
and their and their drivers and
implications. implications. their
implications.
Project Scope An exceptional A comprehensive Sufficient Vague and No mention of the 10
discussion discussion on discussion on clueless project scope.
on project scope project scope project scope discussion on
showing addressing the addressing project scope.
the current and current needs. some of the
future needs. current
needs.
Key Stakeholders Detailed Detailed Sufficient Vague No mention of 10
identification of identification of identification identification of project
Project Project of project project stakeholders.
stakeholders with stakeholders with stakeholders stakeholders.

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 an organizational an organizational but no
chart and a chart and a organizational
detailed basic stakeholder chart or/and
stakeholder analysis. stakeholder
analysis. analysis.
Key Timelines Very well sourced Very well sourced Sufficiently Incorrectly No mention of 10
Secondary secondary sourced sourced project timelines.
information and information and secondary and/or incorrect
highly reasoned sufficiently information secondary
assumptions on reasoned on project information
project timelines. assumptions on timelines. on project
project timelines. timelines.
Risks and An exceptional Effective Sufficient Vague No mention of 10
Challenges identification of identification of identification identification of project risks and
project risks and project risks and of project project risks and challenges.
challenges along challenges along risks and challenges.
with sufficient with basic challenges
assessment to assessment
propose response to propose
options. response
options.

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