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(2) Li Hanyu 3510622

(3) Du Menglin 3596287

(4) D'angelo Elliot 3600293

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Cover sheet for submission of work for assessment 1111 page 1 of 1

AU STAR RAILWAY PROJECT

Project Management Concept

Mini PMP – AU Star High-speed Rail

Author
Christian Biffi – s3723442
Menglin Du – s3596287
Elliot D’angelo – s3600293
Hanyu Li – s3510622

Document No: 1 Document Title: Mini PMP

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Table of Contents
1. Scope statement and WBS ........................................................................................ 2
1.1 Scope Statement.......................................................................................................... 2
1.2 Work Breakdown Structure .......................................................................................... 4
2 Time Management ................................................................................................... 5
2.1 Time estimation method .............................................................................................. 5
2.2 Activities ..................................................................................................................... 5
2.3 Network Diagram......................................................................................................... 5
2.4 Gantt Chart .................................................................................................................. 6
3 Cost Management ....................................................................................................... 7
4 Procurement ............................................................................................................ 9
4.1 Procurement needs ...................................................................................................... 9
4.2 Procurement strategy .................................................................................................. 9
5 Human Resource .....................................................................................................10
5.1 Organisational Chart of AU Star Project ...................................................................... 10
5.2 Internal Team Roles ................................................................................................... 10
5.3 Strategy for Recruitment, Motivation and Training ..................................................... 11
6 Stakeholders & Communications .............................................................................12
7 Risk .........................................................................................................................14
8 Quality ....................................................................................................................15
References......................................................................................................................16

Document No: 1 Document Title: Mini PMP 1

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1. Scope statement and WBS

1.1 Scope Statement
Project objectives
The development of AU Star high-speed rail is to promote a new type of track
transportation, while it can remit the pressure of passenger flow volume in the airline and
save much more time than conventional rail lines. AU Star project will cover four cities,
Melbourne, Sydney, Gold Coast and Brisbane because these cities have the largest people
flow in Australia. The rail can carry high-speed express train which the train speed is
greatly faster than the any of the conventional trains in Australia, that is of the first
importance goal that AU Star project needs to achieve, and to be the first electricity high-
speed rail line and the most efficient domestic public ground transport that Australia has.
Also, AU Star will have four stations, Melbourne, Sydney, Gold Coast and Brisbane. Even
though it is designed a single-track railway, but it daily operates 2 set of trains departure
from Melbourne and Brisbane separately and arrives each opposite departure station at
a different time.

Deliverables
Star Construction is selected to collaborate with Metro, Sydney Trains and Translink to
conduct AU Star project, they put in charge of the different cities at each phase of
delivering the project. The project deliverables are listed as ordered as showed in below:
Item Deliverables
1 Design drawings and specification of the high-speed railway and train stations are delivered
2 Successful completion of tendering selection, each contractor understands their
responsibilities for different aspect during each phase of the project
3 Establishment of the perfect management systems for AU Star project
4 Submission of project documentation and applications to clients and related department
5 Utility service relocation and works to prepare construction sites (incl. Site establishment)
6 Full construction of 4 train stations in Melbourne, Sydney, Brisbane and Gold Coast as
specified in the plans
7 Full construction of the railway from Melbourne to Brisbane including tunneling works as
specified in the plans
8 Installation of the building services and facilities in 4 train stations on the schedule
9 Installation of the contact line and traction system for the railway as specified in the plans
10 Monitoring and reviewing of AU Star project, complete construction phase
11 Completion of railway test, start trial operations of stations and high-speed rail
Table 1.1 – Project Deliverables
Milestones

Technical requirements

Document No: 1 Document Title: Mini PMP 2

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Technical requirements of AU Star project are formulated and issued by technical
engineers, which is to ensure the project that is able to achieve the desired outcome.
Firstly, high-speed rail infrastructure must be designed, inspected and maintained in
optimum quality conditions. Secondly, construct the slab track instead of the ballasted
track as it can be permanently operated with reduced maintenance frequency. Thirdly,
special catenary system and power-supply system are required to cover the whole rail,
and the signalling system must be automatic systems with manual procedures and specific
rules. Besides, dual power trains are appointed to be the practical trains upon the rail.
Fourthly, it is of the first importance to maintain and renew all components and their
interfaces involved in a high-speed system for ensuring the main operational parameters
at the optimum level, at any moment and under any condition. Inspection, monitoring,
current maintenance and major renewal must be compatible with current operations. All
the applied techniques must meet the related legislation of local government including
Rail Safety National Law National (Queensland, VIC, NSW)

Limitation and exclusion

The project must be commenced after the governments have promulgated the new
related legislation, standards or requirements in view of the states have different policies
to manage local rail operations. Once the legislation, standards and requirements are
issued, all the agreement of the project shall be reviewed by clients (governments) and
contractors to ensure the feasibility and safety. AU Star project is predicted to spend
approximately ten years to complete, with put efforts into each aspect of the techniques
and industry practice. The entire high-speed railway will reach a length of 1830 km, that
is designed to be able to operate the high-speed train with sixteen carriages including one
of the carriages as the train head as the control room, and each of the rest of fifteen
carriages will be set to accommodate maximum 80 people. Depending on the
functionality of the line, they can have the movable or fixed crossing, limit of the trains
for the maximum speed on AU Star is 400 km/h, and minimum speed at 250 km/h
otherwise the train speed cannot be lifted. For the selection of stations site, that shall be
considered as if the new stations can be built compatible based on the extension of
existing stations.

Client review
Items
Obtain the technical and

during the construction

drawings are approved
Design documents and

Effective management
legislations, standards

Services and facilities

Cost and Time within

of railway and trains

Effectively land use
Risks are identified
and requirements

Quality assurance
Compliance with

covers all aspect

by stakeholders

building permit

Successful trail
Environmental
are installed
the budget

protection

operation

Status √ √ √ √ √ √ √ √ √ √ √
Clients are responsible for monitoring and reviewing the whole project
Responsible progression, and inspect if the project achieve the desired outcome after
completion

Document No: 1 Document Title: Mini PMP 3

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1.2 Work Breakdown Structure

1 PLANNING 2 IMPLEMENTATION 3 HANDOVER

1.1 Tender Selection 2.2 Substructure & 3.1 Railway Test

Superstructure of
Stations and Railway

1.2 Time and Cost 3.2 Service/Facilities

estimated Test
2.1 Apply renewable
energy technology
3.3 Stations and
1.3 Design & Plan
Railway Clean up
approved/Building
permits 2.3 Services/Facilities
1.3.1 Plan resources Installation
3.4 Handover to
1.3.2 Design
Client
1.3.3 Consultation
1.3.4 Requirements 2.4 Installation of
specification Signage & Contact
line

1.4 Project scope –

Four stations and
Railway of 1830 km

1.5 Project Plan

Permission

1.8 Human Resources &

1.6 Procurement 1.7 Environment and 1.9 Stakeholder 1.10 Risk, Quality and
Procurement
Options Traffic Management Management OHS Management
Management 4
Document No: 1 Document Title: Mini PMP
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2 Time Management
2.1 Time estimation method
A Parametric Time estimate is used in the planning of the “AU Star Railway”, because it
delivers the most accurate and confident estimate possible. Due to the characteristics of
the project having such unique features and requirements, the use of an analogous
estimation method would provide unreliable and inaccurate results because of the
shortage of past examples. The AU Star Project is estimated to take around 10 years to
complete. This estimation is based on contributing factors such as geographic features,
surrounding environment, Urban city planning and experience from other countries.

2.2 Activities
• Identify scope and objectives • Construction of 4 stations
• Identify stakeholders • Tracks laid
• Tender selection • Signage installation
• Time & cost estimate • Power supply installed/connected
• Draft Design and plans • Services/facilities installation
• Design and plans approved and receive • Railway test
permits • Service/facilities test
• Site preparation • Stations/railway clean up
• Substructure developed • Handover to client

2.3 Network Diagram

Draft Construction Power Railway
Design of 4 stations supply test
and installed/
plans connected

Identify Tender Time & Site Substructure Tracks laid Stations/ Handover
Scope and selection cost preparation developed Railway to Client
Objectives estimate Cleanup
Identify Design Signage Services/ Service/
Stakeholders and installation facilities facilities
plans installation test
approved
and
receive
permits

Table 2.3 -1 Milestones diagram

5
Document No: 1 Document Title: Mini PMP
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2.4 Gantt Chart

ID Activity Pred Lag Time (months)

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 / 100 102 103 104 105 106 107 108 109 110 111 112 113 114 115 117 118 119
1.0 Planning - -
1.1 Tender selection -
1.2 Time and cost estimate 1.1 -
1.3 Design plans approved / 1.3 -
Building permits
1.4 Project scope established 1.0 -
1.5 Project Plan Permission 1.4 -
1.6 Procurement options 1.5 -
1.7 Environment and traffic 1.6 -
management
1.8 Human recourses & 1.7 -
procurement management
1.9 Stakeholder Management 1.7 -
1.10 Risk, Quality and OHS 1.7 -
Management
2.0 Implementation 1.10 -
2.1 Substructure & 2.0 -
superstructure of stations
and railway
2.2 Implementation of signage 2.0 -
2.3 Services and facilities 2.2 -
installed
3.0 Handover 2.3 -
3.1 Railway test 3.0 -
3.2 Service/ facilities test 3.1 -
3.3 Stations and railway clean up 3.2 -
3.4 Hanover to client 3.3 1
Milestone:

Document No: 1 Document Title: Mini PMP 6

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3 Cost Management

The construction of major transport infrastructure is a complex work. Therefore, there

are many variables must be considered when estimating the cost of a long high-speed
railway. The critical point of transport infrastructure is accurate cost estimation. Both of
under or over-estimates the cost of estimating will affect a lot to project, such as they may
delay the project, not have enough money to finish the project or reduce other projects
to be funded. The cost management will help manager control the expenses of the project.

The top-down approach usually used when you do not have much details of materials,
equipment, etc. But our project already moves into the planning phase. That means we
have enough detail to estimating, it’s better to use the bottom-up approach. A bottom-
up approach is an approach to estimating of each WBS work package directly and then
add those costs together in the WBS sections. Then they need to add up all direct cost,
indirect cost, contingency and profit to get a total cost. The benefit of the bottom-up
approach is easily audited, sensitive to labour rate and time honoured. But it is a little bit
slow, laborious and cumbersome.
Table 3.1 – Cost Management Table

Estimated cost
WBS Cost Code Item Note Categories
(AU)

Design and plan Building permit fee/

1.3 approved/ design fee Direct cost $250,000
building permit /consultation fee
Procurement/
environment / traffic /
1.6-1.10 Management human resources / Direct cost $2 billion
stakeholder / risk/
quality /OHS
Substructure
and Sup 4 stations, $0.2
2.1 Direct cost $0.8 billion
structure – billion/station
stations
Substructure
Total length is 1830km
and Sup
2.1 and every 1 km will Direct cost $311.1 billion
structure –
cost $0.17billion
railway
installation of
2.3 signage and Direct cost $100,000
contact line
Service /
Electricity, water,
2.4 Facilities Direct cost $100,000
plumbing and gas,
installation

Document No: 1 Document Title: Mini PMP 7

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3.1 Railway test Direct cost $0.1 billion

Service/
3.2 Direct cost $50,000
Facilities test

Station and
3.3 Direct cost $550,000
railway clean up

Project specific
Direct cost $39,800,000
salaries

Temporary office,
toilet, power poles,
Temporary transformer, Hydrant
facilities and meter, temporary Direct cost $100,000
utilities water, heat,
electricity, generators,
fuel

Total Direct
$313,940,950,000
Cost
Telephone
Indirect cost $10,000
expense

Travel insurance Indirect cost $4,320,000

Depreciation Equipment
Indirect cost $200,000
expense management
Total Indirect
$4,530,000
Cost
Contingencies 5% from total budget
Contingencies Contingencies $15,697,274,000
and risk of project
Profit Profit 10% Profit $31,394,548,000

Grand Total
$361,037,302,000
Project Cost

Document No: 1 Document Title: Mini PMP 8

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4 Procurement
4.1 Procurement needs
1. AU Star project needs two sets of high-speed trains instead of conventional trains to be
exchanged for daily operating with maximum 400km/h speed between those four cities;
the construction of the high-speed train needs with considering of power-to-weight ratio
various other technical reasons such as aerodynamic, reliability and safety constraints.
2. AU Star project will have four stations locating in Melbourne, Sydney, Gold Coast and
Brisbane, each of the stations needs the advanced and efficient communication service
system which shall be provided differently with ordinary buildings. Commercial
operations in stations require having all relevant facilities such as machines, lifts and
service spaces that the staff to work, maintenance services, the building safety
protections and the utilities.
3. Signalling and communication systems would need to be twin tacked by the particular
network with full bi-directional signalling throughout the length of the route. Steady and
high-quality signalling and communication systems provide the ability for trains to
operate safely in either direction of the track at all the time, and it also ensuring the
applied signalling systems can incorporate among other characteristics and onboard
signalling devices. The line side signals are not required to be useable above 320 km/h
because they may not always be observed in time by the drivers, but the in-cab signalling
and communication devices are definitely provided as the solution.
4. AU Star, as a 100% electrified rail system is immediately compatible with renewable
energies. Renewable energy technology is required to be applied throughout the rail
operations as to achieve the goals of maximum energy savings and the purpose of
recyclable long-term using. AU Star project is a long-distance journey, so the renewable
electricity sources have to be useable and sufficient to support the long-distance between
those cities as driving energy to move the two sets of high-speed trains every day.
4.2 Procurement strategy
This procurement strategy is established for procuring all above-mentioned needs. Before the
procurement, clients or principals will engage consultants to prepare a detailed project brief
defining the scope quality and functionality requirements, and the contractor needs to
complete the design of the project, prepares construction documentation and provide the
estimated cost that clients or principals can accept. The procured services and products need
to be in place before the projected commencement date that is agreed by both clients and
suppliers, and the supplied services or products must meet the requirements and the
standards that the clients or contractors have given. The procurement procedures will start
with tendering, our organisation will advertise on newspaper and AU Star official website,
and the tender selection will use the open tender method. The tender will be opened on the
6th February 2019 while the final design of the project is approved, and the tender will close
on 15th August 2019. Each interested company must apply from AU Star official website and
fill out the required details then submit the application on the website. The invitation to the
selected tenderer will release on 16th September 2019. The type of the contract agreement
is Firm Fixed-Price Contract. This type of contract is used when there is no indeterminacy in
the scope of procurement. Once the contract is signed, the supplier is contractually bound to
supply the stipulated goods or services within the agreed amount of money and time.

Document No: 1 Document Title: Mini PMP 9

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5 Human Resource
5.1 Organisational Chart of AU Star Project
BOARD OF
DIRECTORS

GENERAL
DIRECTOR

PROJECT PURCHASING MARKETING

MANAGER MANAGER DIRECTOR

ASSISSTENT
PROJECT
MANAGER

RISK MANAGER/ HUMAN ARCHITECTURE

ENVIRONMENT CONSTRUCTION FINANCIAL QUANTITY
OHS MANAGER QUALITY RESOURCE IT MANAGER AND
MANAGER MANAGER MANAGER SURVEYOR
MANAGER MANAGER ENGINEERING
DESIGN
MANAGER
SITE
SUPERVISOR

SITE WORKER

SUPPLIERS

5.2 Internal Team Roles

Board of directors The board of directors is a recognised group of people who jointly monitor the activities of the organisation.

The general director is responsibility to overall project’s success. They guide project members’ activities and
General director
coordinate the project’s different part to achieve a unified goal.
The project manager oversees building projects. The part of this role need to quality control, estimating,
Project manager
prepare timeline and schedules, reviewing designs and prepare project management plan.
Purchasing manager need manage and direct employees involved in company purchases, sales or distribution,
Purchasing
manage the purchasing processes and delivery systems and negotiate procurement contracts and policies with
manager
suppliers.
Marketing Marketing director need supervise the marketing strategies and collect data to improve marketing
director performance.
Assistant project managers in construction are duty for communication with project team members and assist
Assistant project
project manager in developing project specific procedures and documents.
manager

The environment manager need to prepare an environment management plan to set up regulations, standards
Environment
and policies which can minimize environmental impact make the company environmentally sustainable (waste
manager
disposal, material use and so on).
OHS manager need to prepare health and safety plan and safety audits, ensure all staff satisfy health and
OHS manager
safety laws and identify hazards in workplace.
The risk manager will provide risk consulting to organization. Also, he/she needs to identify the risks and
Risk manager implement a risk management plan to minimize risks. The risk manager will carry out audits and spontaneous
checks to ensure project team members comply with standards and policies.
The quality manager need prepare quality plan to ensure the project satisfy the requirement of clients and
Quality manager related standard and laws. Also, the manager needs to train these team members to ensure the quality of the
entire process of project.
The responsibility of construction manager includes supervise multi-disciplinary works and personnel, develop
Construction targets, measure improvements, maintain strong relationships with all key working partners. The construction
manager manager need manage the planning, timeline, material and budget and supervise and train personnel working
in project.
The HR manager need manage all human resources initiatives include recruitment, compensation, benefits and
Human resources
training. And ensure human resources plan comply with professional standards, company policy and relative
manager
laws.
The financial manager need analyse the weaknesses and risks of company’s finance and provide finance to
Financial manager
achieve financial goals.

Document No: 1 Document Title: Mini PMP 10

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IT manager IT manager need to supervise their company's computer infrastructure and related fields.
Architecture and The architecture and engineering design manager need analyse technology, resource requirements and market
engineering requirements, plan and evaluate project’s feasibility and maintain communication with team members and
design manager upper management.
The quantity surveyor need most favourable balance of cost and quality to maximizing the value of the project.
Quantity surveyor
Also, she/he need manage material procurement schedules.
The site supervisor need to organize all site foreman, suppliers and subcontractors on site, order required
Site supervisor martials, ensure the project is delivered on time and on budget and record all staff materials, equipment and
activities on site.
Site worker Site worker do the technical tasks include form work, concrete laying and finishing work.

Suppliers Suppliers usually is a party to provide goods and services. (who provide specializes input and deliverables)

5.3 Strategy for Recruitment, Motivation and Training

Implement recruitment strategy will help manager faster to hire the great candidate with less effort.
The first step in recruitment is to identify hire needs which include open positions; benefits offered,
compensation package, schedule and their responsibilities. Then HR manager can use this information
to hire needed staff. The most common forms of recruitment include advertising in newspapers and
on the Internet, publishing internal announcements of promotions and personal referrals, recruiting
recruitment agencies, and using government job centres. Advertisement usually includes job title,
location, project type, responsibility, estimating salary, timeline and information on how to apply for
jobs. Hiring people from internal employees can save more time. The company can provide bonuses
for employees' recommenders. Recruitment agencies can save companies from the trouble of initial
screening of external resumes. Government job centres usually provide free advertising. Also, the
government has job training and a department that seeks work in concert with companies that require
employees.

Motivation employees is an essential part to manage employees. It can improve employees’ work
efficiency and provide a happy and thriving working environment. Manager needs to prepare a
communication plan, which can help them establishing effective communication with each person
and fostering positive relationships. Also, manager and team members can go out together and
socializing can let the manager know more about team members. Listen to the viewpoint of
employees, give them feedbacks of work and share project goals, progress, and success with them can
give them a feeling of responsibility toward the success of the project. At the same time, A reward
system is an excellent method to increase productivity and motivation among employees. The reward
system can come in many forms, such as bonuses, paid time off, travel perks and promotion. Let your
team member know that she/he do the great work. It will let them know that they are recognized
which motivates team members to keep achieving and keep receiving recognition. Team norms can
also limit the behaviour of team members. But it is not the best method, because autonomy is the key
to making your work more efficient.

It is essential that all employees have trained to ensure they aware of responsibilities and had abilities
to work. They need to know about site induction, company policy, Australia standard, requirements
for carrying out construction work, risk mitigation plan, emergency response, individual
responsibilities and authorities and potential consequences of departure from rules. The organization
must identify their own internal needs to develop an effective training strategy. The manager needs
to prepare a training register to ensure all employees be trained. Verifying the number of workers
need be trained, finding an available time for every employee and make sure the room is reserved for
the class is also important. Try to know more about trainees to fit the training experience to suit their
needs. The meeting notification can send out via email, message, company newsletter or bulletin
board. Different people have a different learning style. It is a good idea to use several different training
techniques to express your one opinion in the meeting.

Document No: 1 Document Title: Mini PMP 11

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6 Stakeholders & Communications

Organization Role on the Contact Requirement Potential
Name Location Expectations Lifecycle phase Classification Information Needs When How
al Position Project Method s Influence
Information will be transferred
Victorian IT Services, Budget
between the project manager and the
Government Financial Control, high
Victoria, Email, Project Brief, Risk government representatives via
Developmen NSW Client/ team, quality Cancel the Entire Project Prior to Planning
NSW Telephone, Leading assessments, Tender phone call and email. Meetings will
t Victoria Government, Sponsor Contact with product, Project duration. Process
Queensland Meetings options also be a productive form of
Queensland project Reputable
communication in order to ensure full
Government. managers. Contractor.
understanding about certain issues.
Initially The necessary information will
As soon as the
Managing Slow the be provided to all tenders during the
Punctuality in tender selection
the site and Schedules, process of Project brief, tendering process. Once the
Victoria, Email, Timing, Pay on process begins,
Main organizing Work plan, the job, Construction Architectural plans, contractor is chosen, frequent emails,
TBA NSW, Telephone, time, Correct Supportive the tenders will
Contractors sub- budget to Speed the phase. Budget, Time frame phone calls and meetings will ensure
Queensland Meetings. Information receive all
contractors work from. process of estimate, the project manager, client and
and planning relevant
and trades the job. contractor are all clear on upcoming
information.
and past activities.
Office
Managing Facilities, IT
Efficient team, The project brief Meetings, Emails and phone calls
the progress Services, Planning and
Quality work Slow the from the client, all between the client representative and
Victoria, and timing of Email, Time, implementation, At the beginning
Project from process preferences/ the project manager will commence
TBA NSW, a project. telephone, Accessibility Construction Leading of the planning
Managers contractors, down expectations from the project’s planning phase in terms
Queensland Ensuring all meetings. to the client/ phase and phase.
motivated significantly. the client, all site of developing plans and organizing
activities are client closeout phase.
project team. plans. contractors.
on schedule. representati
ves.
Government Budget
funding + Victoria, Email, IT services, control, Risk Cease funds Project Brief, Risk
Financial Financial Entire Project Prior to the
Financial NSW, telephone, Financial assessment, towards the Leading assessments, Tender Meetings, Emails, Telephone calls.
Institutions investors. duration. planning process
Institutions: Queensland meetings. team Profit, Quality project. options
TBA product
Planning phase,
Slow down Phone call and emails will be the most
Victoria, Safe working Correct Time frame, Prior to
Company Sub- Trades, Email, the Construction effective form of communication
NSW, environment information for Supportive Location, Quality, designated
workers contractors Laborers. Telephone. construction phase between the contractor, sub-
Queensland . activities. Product. Construction
process. contractor and project manager.
time.

Document No: 1 Document Title: Mini PMP 12

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Not provide
Registered
electricity
Supply all and
and
construction approved
plumbing to
sites with power The utility companies will be
Victoria, the job site Time frame, Prior to the
Utilities necessary outlets. All necessary Construction organized during the planning phase,
TBA NSW, Phone, Email. which would Neutral Quantity, commencement
Organization electricity Approvals approvals. phase. and scheduled to set up at the very
Queensland slow the requirements. of construction.
and for all beginning of the construction phase.
entire
plumbing plumbing
construction
needs. throughout
process
substructure.
down.
To advertise Punctuality Accurate opening
All correct Failure to
the final Social media, with time date and completion
information inform the Beginning and
Victoria, product and signs, flyers, frame dates.
Marketing about the public about end of During the Via meetings, telephone calls and
Media NSW, inform the television estimates to Neutral Correct information
team final product the new construction. planning phase. emails.
Queensland public the advertisement advertise the regarding the details
of the transport Closeout period.
details of the s. correct of the new railway
project. system.
project. opening date. system.
Lack of use
Anybody may not
On-time, Train times, ticket Prior to Website, any form of advertisement
intending to Advertisement Functioning provide any
Public Final Users End user. comfortable After closeout. Neutral prices, journey purchasing their chosen by the government’s
travel of the s train. profit for the
train rides. information. ticket. marketing team.
railway. railway
project.

Document No: 1 Document Title: Mini PMP 13

Version No: 4 Date: 04/05/2018
AU STAR RAIL
 AU STAR RAILWAY PROJECT

7 Risk

Project Name: AU Star Project Number: 83726112

Developed By: Star Construction Pty Ltd, Melbourne Metro, Translink, and Sydney Trains Signature: Star Construction Date Signed: 04/05/2018
Risk Description & Impact on Project Likelihood Impact Rating Mitigation Measure Responsibility Cost $ Timeline WBS
1. Government legislation never coming Unlikely (2) Severe (5) High (10) Simply having to wait for Government/ 50 Planning 1.5 Project
through, project halted approval or lobbying the Project Million, plan
government again for managers design permission
approval. and prep
work
2. Miscommunication of various station Likely (3) Major (4) High (12) Managers providing a clear Project 1.5 billion Planning 1.3.3
providers on key elements (Metro, Sydney means of communication Managers Consultation
trains ect…). Project stalled or extended between managers in
different states and
organizing regular interstate
meetings.
3. Not reaching completion deadline. Public Possible (4) Severe (5) Extreme Closer attention paid to time Main 3 billion Handover 3.4
backlash, (20) management or proper contractors/ Handover to
public communication if Project client
project runs long. Managers
4. Difficulty in sub-contracting between Likely (3) Moderate Medium Those in charge of tendering Main 1 billion Implemen 2.1 Structure
states when considering quality and (3) (9) must layout specific criteria Contractors tation and
standards, tendering process extended for all sub-contractors and and superstructu
ensure their standards and Construction re of stations
methods are the same. manager and railways
5. Disruption to surrounding environment Possible (4) Moderate High (12) Environment manager must Project 1.5 billion Planning/ 1.7
during construction, public protest (3) create guidelines and Managers Implemen Environment
slowing project limitations for the project. (Environment tation and traffic
Along with monitoring each Manager) management
construction site and making
changes throughout

Document No: 1 Document Title: Mini PMP 14

Version No: 4 Date: 04/05/2018
AU STAR RAIL
AU STAR RAILWAY PROJECT

8 Quality
The quality of this project and any project is measured through the ability to achieve the projects
main deliverables. This allows for a correctly executed and high standard project.
Relatives Standards and Criteria in Australia
- ISO 45001:2018 Occupational health and safety management systems
- AS 4292.2—2006 Railway safety management
- National Standard for Health Assessment of Rail Safety Workers
- ISO 10005:2005 Quality management systems
- ISO 9000 Quality management

Quality Criteria and Standards:

Innovative and practical railway design
After an initial final design has been completed, it will be reviewed once again by each individual
member of the design team. These members will then communicate findings with each other and
communicate the logic of the design to project managers. The design will also need government
approval. This needs to be obtained shortly after a design is agreed upon, to allow time for
changes and minor redesign.
Responsibility: Architecture and engineering design manager

Successful tendering of the right contractors

This is a highly important quality criteria because it sets tone of the project. Managers in charge
of tending will need to search for the right contractors based on the high-level needs of a railway
this size. They will need to monitor and communicate with contractors in different states to ensure
that standards are the same across the board. This may include rail quality or station facilities
Responsibility: Project Manager/HR Manager

Construction of the railway network according to standards

Construction managers will need to be constantly visiting the various main sites and monitoring.
This will involve ensuring that construction includes all correct OHS standards and that each site
is being constructed correctly according to design. Bathroom facilities, information desks and
correct platform markings are just some of the many requirements that each station must contain.
Responsibility: Construction Manager/OHS Manager

Complete monitoring of the project process

It’s important that project managers keep track of the project step by step to make sure it doesn’t
become unmanageable. The client also important, they require constant feedback and progress
reports throughout the duration of the project. The client needs to be confident in the project.
This criterion is managed through project managers attending frequent meetings with the client.
In terms of the project steps, each manager from the OHS manager to the engineering design
manager needs to be on contact. This will allow them to make changes to quickly solve problems
that will arise.
Responsibility: Project Manager

Functional railway in trial operations stage

The way the project is presenting to the public is pivotal. This will be the joint effort of
operational employees and service employees to deliver the intended service. Managers
should still be monitoring the project at this stage. This could involve reviewing stats,
measuring intended commute times or motivating employees.
Responsibility: All managers

Document No: 1 Document Title: Mini PMP 15

Version No: 4 Date: 04/05/2018
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AU STAR RAILWAY PROJECT

References

AECOM Australia Pty Ltd, 2013, High speed rail study phase 2, Department of Infrastructure
and Transport, viewed 25th April 2018, <https://infrastructure.gov.au/rail/publications/high-
speed-rail-study-reports/files/HSR_Phase_2_Appendix_Group_1_Travel_markets.pdf>

George N. Root III, 2018, Motivational Strategies in Business, Hearst Newspapers, viewed 27th
April 2018, <http://smallbusiness.chron.com/motivational-strategies-business-4636.html>

Kimberlee Leonard,2018, How to Develop an Effective Training Strategy, Hearst Newspapers,

viewed 29th April 2018, <http://smallbusiness.chron.com/develop-effective-training-
strategy-17943.html>

Mark H. Stromme ,2006, Keys for conducting a safety meeting on the construction site, viewed
22nd April 2018, <https://www.ishn.com/articles/86156-training-strategies-keys-for-
conducting-a-safety-meeting-on-the-construction-site>

Metro, 2014, Procurement Standard, Metro, viewed 27th April 2018,

<http://www.metrotrains.com.au/wp-content/uploads/2013/07/L1-CPO-STD-0021-Metro-
Procurement-Standard.pdf>

UIC, 2015, HIGH SPEED RAIL – Fast track to sustainable mobility, International union of
railways, viewed 17th April 2018, <https://uic.org/IMG/pdf/high_speed_brochure.pdf>

Simplilearn, 2017, Quality Management in Project Management, viewed 28th April 2018,
<https://www.simplilearn.com/quality-management-in-project-management-article>

Document No: 1 Document Title: Mini PMP 16

Version No: 4 Date: 04/05/2018
AU STAR RAIL