Project for the Design and Construction of a Bridge across the Murray River

Introduction Project Aim The aim of this project is to provide an alternate route from South Wales to Victoria for pedestrians, motor vehicle users, and cyclists through the Murray River.Advertising We will write a custom assessment sample on Project for the Design and Construction of a Bridge across the Murray River specifically for you for only $16.05 $11/page Learn More Project Objective The principle objective of this project is to enhance travel to and from South Wales across the Murray River using the easiest and cheapest option. Project Background and Rationale XYZ Infrastructure Engineering Group Inc. has been awarded with a Design and Construct Contract from Federal Government of Australia to construct a multi-purpose bridge across the Murray River from and to South Wales. The bridge is to be named the â€Å"The Murray River Bypass†. The proposed new only multipurpose bridge across the Murray River will greatly reduce traffic from the exi sting Victoria Bridge. The bridge will greatly enhance efficiency of delivery of goods and services between the two cities. This proposed bridge will provide safe crossing for local commuters, encourage walking and cycling as an alternative option of transport. The project has been commissioned following extreme pressure from local residents, businesspeople, and politicians regarding too much time taken to make trade across the two towns. The distance between the two towns using the Victoria Bridge is twice as much as the â€Å"The Murray River Bypass† which will cut through the river almost at the mid level. Pundits reckon that business between the two towns will increase two folds and there is likely to be increased tourism. The latter is because of the scenic nature the new way will create interest from commuters. Hence, landowners along the new route will most likely come up with ways to shore up tourism attracting residents of the two towns. Bridge Specification and Desi gn Bridge Dimensions Central Span: 100 metresAdvertising Looking for assessment on project management? Let's see if we can help you! Get your first paper with 15% OFF Learn More Deck Spans: 50 metres Deck Widths: 8 metres Entrance/ Abutment Lengths: 15 metres either side Construction Materials/ Specification Component Description Drilled Bored Piers – 5 off 50 MPA cast in situ concrete, steel reinforcement Piers above 8 off 50 MPA cast in situ concrete, steel reinforcement Masts/ Towers 10 off 50 MPA pre-cast concrete towers, steel reinforcement Headstock 10 off 50 MPA cast in situ concrete, steel reinforcement Cables 200 mm Steel Conduits with internal steel cables, which comprise of steel rods/ wires within. Concrete panels/ decking 8 off pre-cast concrete panels 25 metres in length 300 mm thick with 60 MPA concrete, with steel reinforcement The bridge must have permanent metal decking with interlocking joints. Line-marking Yellow painted mark ing on concrete to distinguish between oncoming and outgoing motorists. The bridge must have white markings on either to mark bridge edges. Bridge Design How cable stayed bridges work A cable-stayed bridge consists of one or more pre-cast towers. The outgoing cables support the deck of the bridge. Just above the deck are inclined cables that provide intermediate support for the bridge. The cables are anchored into these pre-cast concrete towers located above the piers. All of the weight of the bridge goes to the top of the towers through the cables, which kills off tension. The weight is then transferred and supported by the ground through a combination of forces. Other bridge specifications deal with type of materials used in construction. The bridge functionality section defines the usage of certain materials that are part of the main elements selected and their purpose in the general design.Advertising We will write a custom assessment sample on Project for the Design and Construction of a Bridge across the Murray River specifically for you for only $16.05 $11/page Learn More SWOT Analysis Project Strengths The extensive experience of XYZ Infrastructure Engineering Group Inc in construction XYZ excellent relationship with potential partners in materials and expertise XYZ Previous engagements with the Australian Government (commissioner of the project) The project is independent and virgin in nature, hence no disruptions to anyone No interference with waterways Potential tourist attractions Project Weaknesses Possibility of negative environmental impact since some trees may be uprooted Noise, vibration and dust during construction Complaints from animal conservationists that will claim that the road in wild animals habitat Project Opportunities Boost economy through increased business operations and tourism attractions XYZ can improve on its already good reputation with Australian Government hence possibility for further business Provide alternative routes for motorists, pedestrians, and cyclists across Murray River Increase in value to the area due to increased amenities and appreciation because of accessibility Likely Improvement of the landscape of Murray River Project Threats Continued opposition from conservationists High inflation may increase cost of materials, labour, etc over the period of the project Economic Analysis Outline of costs/Budget The following are the main cost/budget areas and their respective amounts in Australian Dollars. The total cost of the project will be Australian Dollars $6,600,000 (Ahrens Chapman, 2007). The project that will take approximately 1.5 years will cost the following in specific areas: Preliminaries Site Sheds (Office, Lunch Room, Amenities and Storage) 500000 Site Manager/ Foreman 100000 Laborers 900000 Design Architectural, Structural, Civil and Services Engineers Fees 1000000 Construction Foundations 1500000 Substructure 600000 superstructure 1000000 Earthworks 1000000 Total $6,600,000.00 Economic Analysis Since the nature of this project does not make it possible to undertake an NPV analysis, the following parameters best capture the economic performance of the project (Manfredonia, Majewski Perryman, 2010). Aesthetic appeal/tourist attraction The new bridge will open up tourist attraction areas in the areas it will pass. Tourists will generate revenue for the locals as well as the government. Although conservationists rue the animals and environmental impact such as trees, the environmental impact assessment carried out by a task force selected by the government arrived at more positive results than negative results. Reduced costs for motorists/efficiency Motorists cost of fuelling and mileage will drastically reduce as the distance from South Wales and Victoria reduce significantly. This will have a positive impact on the economy, as these people’s disposable incomes will increase. Dispo sable incomes are a source of great purchasing power. Expensive materials The materials used for the construction of this bridge are unfortunately expensive. In this aspect, the bridge cost increases significantly. Concrete is way expensive than other materials such as steel metal which may be used to construct footbridges. Project Initiation, tender preparation, tender analysis and subcontractors Project Initiation The Australian government issued a contract to XYZ Infrastructure Engineering Group Inc after an intensive tendering process. The process involved background checks capability analyses and submission of estimates of various variables for the project. These include costs, schedule, and possible sub contractor partnerships (AGCA 2003). Tender Preparation The tender was prepared in accordance with Australia’s tendering rules. All conditions such open tendering process were met. Through competitive bids, the government engaged all the representatives of the companies and finally settled on XYZ Infrastructure Engineering Group Inc.Advertising Looking for assessment on project management? Let's see if we can help you! Get your first paper with 15% OFF Learn More Tender Analysis/ Evaluation and Subcontractor Selection Process For a tender to be valid, careful selection of subcontractors is vital. Through this process, all possible partnerships are duly indentified and vetted to ascertain their capability to enable the main contractor to complete the project on time. Additionally, peripherals terms such as possibility for extensions, budget increments, among others are discussed and agreed. Project Schedule and General Resource Requirements for Main Elements Project Schedule Project scheduling, estimating and cost controls are the main factors of a project management system. For companies engaged in future construction, the right forecast of the future project cost is very significant (AGCA 2003). The Murray River Project Plan, mentioned above, is the basis of the project scheduling and cost control. Once the prospective subcontractors have been informed of the deadline for completion of their subcontracts, they submit their bids. Those, whic h fit within the WIL project plan parameters of time cost and quality, are selected and given permission to proceed. This is carried out at the specification phase. However, this is an ongoing process, as a subcontractor may go over budget. This is the responsibility of the particular subcontractor involved, who will cover all extra costs. Scheduling often begins in a tentative manner, with more detailed schedules being developed as the process proceeds. This requires consistent communication between the project manager and project stakeholders, as they will need to be informed of scheduling changes or delays in implementation. It is due to the tentative nature of scheduling that cost control is also a dynamic process. The initial schedule and cost estimates need to be revised in the light of new information acquired during the project lifespan. This means that scheduling and cost control will fluctuate during the project, as the project manager adjusts to changing circumstances (Ha ezendonck, 2007). General Resource Requirements Excavator/ Pile Rigs 2 Excavators/ Piling Rig 8 off Operators 20 off labourers for preparation works Bore Piers with concrete Boom Pump 12 off Concreters for cage reinforcement and pouring Form, Reo and Pour column piers and headstock 12 off Carpenters for forming of column piers and headstock 12 off Concreters to install pier reinforcement Crane Headstock and Decking into place Mobile crane Operator + Dogman 10 off Labourers for preparation works Import fill material, and compact in 200 mm layers 2 Bobcats Compactors Operators for above 20 off Labourers for spreading and preparation works Form, Reo and Pour Entrance Path to Bridge Boom Pump 15 off carpenters/ concreters for forming Edge board and spreading and finishing concrete (Haezendonck, 2007). Risk Management Technical Risk Technical risks may be occasioned by: Errors occasioned by design and construction Poor planning is the main reson for the occurrence of previou s technical risk Quality assurance checklists are an important to curb technical risks (CEDD 2009) Control point Identification charts are also crucial tools. A project specific Control point Identification chart is outlined below. Project Implementation Control The project manager at Murray River project controls and coordinates the project through the managerial actions of planning, organizing, and leading, among others. Project managers’ actions are constantly aimed at change, while other managers’ jobs involve maintaining a stable working environment (UWSA 2005). Thus, the Murray River project manager has to be a team manager, by interacting with project members, from the General Manager, Construction Managers and Engineers to the builders, drillers and technicians at the site. As the Murray River project involves international expertise, the project manager has to build team ethos in a multicultural and multilingual group of project staff. Earning the respect of the team is crucial for the project manager; therefore, he/she must be a person of utmost honesty, integrity and vision (Gray Larson, 2008). The project manager shall control the project constraints to ensure that everything goes as planned. These constraints include time, quality, cost, and scope. The manager will do this by checking project specifications, schedule, and the budget allocations. The project manager will use the tools outlined previously for that purpose (Chase Aquilano, 2006). Some of them are discussed below (Control Point Identification Chart and Milestone Chart). Control Point Identification Chart The chart below will be useful for tracking areas that may go wrong and anticipating ways in which the project manager will solve the problems to avoid nasty surprises. Table 1 Control Point Identification Chart Control Parameter What is likely to go wrong? How and when to indentify The solution Quality There may be less qualified employees Personal inspection of every stage Substandard work to be redone Cost/Budget Cost of any sub-unit may exceed budget When sale deals are sealed Seek alternative partners, consider alternative materials’ input Time/Schedule Time to complete any sub unit may exceed schedule Monitoring progress along critical path of network diagram Improve efficiency, recoup time from other areas, consider overtime if within budget Milestone Charts This powerful implementation tool clearly summarizes the status of a project by highlighting key events. Milestone charts state what events in the project’s life have been completed. In addition, the chart states the duration it took to complete the events, and, whether this is the duration, the project manager had scheduled for the event (Chase Aquilano, 2006). Hence, the manager continually records the variance between the actual and scheduled times. In addition, it outlines the remaining events and the project manager’s anticipated completion time (CEDD 2009). Financial Risk The following cases may lead to financial risk: Understating the budget Multiple technical errors that make work to be repeated Underestimating the schedules, which leads to possibility for overheads To rectify and indemnify these financial risks on time the following technique may be used. Project and Budget Control Charts Project and budget control charts records cost, schedule performances to ascertain actual and planned performances of the project. Normally these are based on the nature of the work breakdown structure (Chase Aquilano, 2006). It makes use of the work packages. In this project, this may not be as applicable, but may be useful. The project manager will obtain cumulative amounts for the actual and scheduled performances and draw bar graphs for comparison. The above analysis may act as an early indicator as to whether the project manager will meet the parameters of the project (Reiss, 2007). Hence, it may be used as an effective tool to source for additional time or resources from management. If it is a strict-schedule project, this parameter may offer a way for the manager to organize for overtime and to crash the network diagram for a scheduled finish (Chase Aquilano, 2006). Environmental Risk and Controls The following may constitute the Environmental Risk and Controls: Noise – Plant and Equipment will be selected based on noise levels it emits, where possible. Ecology – Restrict clearing of trees as much as possible or re-use if possible. Ecology – Sediment controls to be fully installed at abutments to avoid soil contamination in waterways. Occupational Health and Safety While undertaking the project work some, risks associated with the site may occur (CEDD 2009). The following communication and a site management plan are the best techniques to cure this. Communications Matrix In order to keep the work going on smoothly, it is very crucial to maintain an organized workforce. The projec t manager is an expert in leadership qualities. He knows how to handle such a huge workforce. He addresses them sympathetically and asks for any problems that they might have. This behaviour of the project manager garners honour and respect for him. The workers come forward and express their problems and in turn, the project manager tries his level best to find solutions (Johnson, Whittington Scholes, 2011). Information Provider Recipient(s) Frequency Medium Location Status Report PM Project Directors Every 1.5 Months Presentation Government headquarters Report Engineer Project Manager 4 weeks Email Share point Budget Performance Accountant Project Manager 4 weeks Email Share Point Reference List AGCA 2003, Guidelines for a successful construction project, The Associated General Contractors of America/American Subcontractors Association, Inc. /Associated Specialty Contractors. Ahrens, T Chapman, C 2007, Management Accounting as Practice, Accounting, Organizations and S ociety, vol. 32 no. 1, pp 1-27. CEDD (Civil Engineering and Development Department) 2009, Enhanced use of Underground Space in Hong Kong, Feasibility Study (Executive Summary), Geotechnical Engineering Office, Civil Engineering and Development Department. Chase, B.R. Aquilano, N.J. 2006, Operations Management for Competitive Advantage, McGraw Irwin, New York. Gray, CF. Larson, EW 2008, Project management: The managerial process, McGraw–Hill Education, Singapore. Haezendonck, E 2007, Transport project evaluation, Edward Elgar Publishing, Northampton, USA. Johnson G, Whittington C Scholes, K 2011, Exploring Strategy Text Cases, FT Prentice Hall, New York. Manfredonia, B, Majewski, JP, Perryman, JJ 2010, Cost estimating, Reiss, G. 2007, Project Management Demystified, Routledge, New York, NY. UWSA 2005, Project Implementation Process Tools, This assessment on Project for the Design and Construction of a Bridge across the Murray River was written and submitted by user Rylee Sears to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.