brisbane infrastructure transport planning & strategy strategic...

Project Management Plan

Brisbane Infrastructure

Transport Planning & Strategy

Strategic Transport Planning

SOUTH WEST CORRIDOR STUDY (OXLEY ROAD)

PROJECT OWNER: GRAEME READ

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BRISBANE CITY COUNCIL

South West Corridor Study: Project Management Plan

PMT106 Project Management Plan of 50

Document Change History

Document Control Sheet

Contact for enquiries and proposed changes. If you have any questions regarding this document or

if you have a suggestion for improvements, please contact:

Project Manager Stephen Blore

Phone 3403 4633

Version History

Version Author Issue Purpose Date

0.1 Stephen Blore Prepared with Business Case 23/01/12

Delivery Divisional Manager or delegate Approval

The following officers have approved this document.

Name Graeme Read

Position Manager, Strategic Transport Planning

Signature Date

Distribution List

Name Position/Function

Barry Broe Manager, Brisbane Infrastructure

Sherry Clarke Manager, Transport Planning & Strategy Branch

Graeme Read Principal, Strategic Transport Planning

Damian Burke Senior Planner, Strategic Transport Planning

Rob Knottenbeld Principal, Integrated Transport Planning

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TABLE OF CONTENTS

1 DOCUMENT PURPOSE ............................................................................................ 5

2 GOVERNANCE.......................................................................................................... 6

2.1 PROJECT GOVERNANCE CHART ........................................................................... 6

2.2 GOVERNANCE TERMS OF REFERENCE.................................................................. 7

3 SCOPE MANAGEMENT............................................................................................ 7

3.1 SCOPE STATEMENT............................................................................................. 8

3.2 SCOPE MANAGEMENT PLAN................................................................................. 8

4 COST MANAGEMENT............................................................................................. 11

4.1 GENERAL.......................................................................................................... 11

4.2 COST MANAGEMENT PLAN................................................................................. 11

4.3 PROJECT COST SUMMARY................................................................................. 12

5 SCHEDULE MANAGEMENT................................................................................... 12

5.1 GENERAL.......................................................................................................... 12

5.2 SCHEDULE MANAGEMENT PLAN ......................................................................... 12

5.3 PROJECT SCHEDULE SUMMARY ......................................................................... 14

6 PROCUREMENT AND CONTRACT MANAGEMENT ............................................. 14

6.1 GENERAL.......................................................................................................... 14

6.2 PROCUREMENT STRATEGY ................................................................................ 14

6.3 DESIGN ............................................................................................................ 15

6.4 COMMUNICATIONS............................................................................................. 15

6.5 PROJECT PROCUREMENT REQUIREMENTS.......................................................... 15

7 RISK MANAGEMENT.............................................................................................. 15

7.1 GENERAL.......................................................................................................... 15

7.2 RISK MANAGEMENT PLAN .................................................................................. 16

7.3 RISK SUMMARY................................................................................................. 16

8 COMMUNICATION AND ENGAGEMENT MANAGEMENT..................................... 19

8.1 PROJECT STAKEHOLDERS ................................................................................. 19

8.2 STAKEHOLDER MANAGEMENT ............................................................................ 20

8.3 EXTERNAL COMMUNICATIONS AND COMMUNITY ENGAGEMENT ............................ 20

8.4 INTERNAL COMMUNICATIONS ............................................................................. 20

8.5 STATUS REPORTING.......................................................................................... 21

8.6 PROJECT ISSUES MANAGEMENT ........................................................................ 22

9 QUALITY MANAGEMENT....................................................................................... 22

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9.1 GENERAL.......................................................................................................... 22

9.2 PROJECT QUALITY MANAGEMENT ...................................................................... 22

10 RESOURCE MANAGEMENT .................................................................................. 22

10.1 GENERAL.......................................................................................................... 22

10.2 PROJECT RESOURCE REQUIREMENTS ................................................................ 23

10.3 PROJECT RESOURCE MANAGEMENT .................................................................. 23

11 PROJECT INFORMATION MANAGEMENT............................................................ 23

11.1 GENERAL.......................................................................................................... 23

11.2 PROJECT DOCUMENT CONTROL......................................................................... 23

12 BENEFITS MANAGEMENT..................................................................................... 24

12.1 GENERAL.......................................................................................................... 24

12.1 ROLES AND RESPONSIBILITIES ........................................................................... 24

12.2 BENEFIT REGISTER ........................................................................................... 24

12.3 BENEFITS MANAGEMENT AND REPORTING .......................................................... 25

13 PROJECT COMPLETION........................................................................................ 26

13.1 GENERAL.......................................................................................................... 26

13.2 COMPLETION ACTIVITIES .................................................................................... 26

13.3 PERFORMANCE MEASURES................................................................................ 26

14 APPENDICES .......................................................................................................... 29

14.1 APPENDIX A – PROJECT SCHEDULE ................................................................... 29

14.2 APPENDIX B – RISK REGISTER ........................................................................... 29

14.3 APPENDIX C – STAKEHOLDER REGISTER ............................................................ 29

14.4 APPENDIX D – ISSUES REGISTER ....................................................................... 29

APPENDIX A – PROJECT SCHEDULE.............................................................................. 30

APPENDIX B - RISK REGISTER ........................................................................................ 37

APPENDIX C – STAKEHOLDER REGISTER ..................................................................... 42

APPENDIX D – ISSUES REGISTER................................................................................... 48

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Project Management Plan of 50

1 DOCUMENT PURPOSE

The Project Management Plan defines the detail of how the project will be managed. It defines the processes

to be applied through planning, monitoring and implementation: i.e., the who, what, where, when and how.

Details of the project, including cost forecasts, schedule, risk management plans etc, should be attached to

this document.

The PMP is used as a management tool for the Project Manager and Project Owner and as a reference for

the project team and project stakeholders. The key audience for this document is the project team, including

the project owner and project manager, as well as the Project Control Group and Divisional Manager.

The Project Management Plan is used, in conjunction with the Business Case and other relevant deliverable

documents, to support the Divisional Manager in making informed decisions for the project.

Figure 1: Project Lifecycle for PM2

This document is the third formal deliverable document for approval in the life of a project, and occurs at the

end of the Initial Design & Planning phase of a project (phase 1).

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2 GOVERNANCE

2.1 PROJECT GOVERNANCE CHART

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2.2 GOVERNANCE TERMS OF REFERENCE

The PM2 methodology will be adopted for this project. Oxley Road is a Tier 2 project. The project manager

will report monthly to the Project Control Group (PCG) to ensure high level governance is maintained and the

project fits with the corporate and business objectives of the Transport Planning & Strategy Branch and

ultimately Brisbane Infrastructure Division.

2.2.1 Roles & Responsibilities

Name Role Responsibilities

Sherry Clarke Project Sponsor Responsible for overall project governance.

Graeme Read Project Owner Achieving project outcomes.

Stephen Blore Project Manager Achieving project objectives and completing all the activities

necessary to deliver the project.

Damian Burke Team Leader, Corridors

Team

Achieving project outcomes. Ensuring project is in line with

Councils strategic outcomes, on time, and of a suitable

quality.

Matthew

Lederhose

Consultant – transport

modelling & engineering

Undertake transport modelling. Provide planning and

engineering advice.

Al Milvydas Advisor – development, land

acquisition and engineering

Provide advice relating to land acquisition, engineering,

development applications and processes

Yvonne Douglas Advisor – Engineering

design and constructability

Provide advice relating to the constructability of the preferred

corridor design

3 SCOPE MANAGEMENT

The scope management plan establishes how scope management will be carried out in the project. It serves

as guidance for scope process and defines the roles and responsibilities for stakeholders in those

processes. It does not provide detailed requirements and information, but instead explains how that scope

information will be captured, expressed and modified.

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3.1 SCOPE STATEMENT

The scope of this project is to identify and assess a range of corridor upgrade options to support the function

of Oxley Road within Brisbane’s road hierarchy up to the year 2031. Requirements will be identified to

achieve a high level of connectivity, safety and efficiency for all modes while addressing the social,

environmental (built and natural), and political issues relating to Oxley Road.

The outcomes of the project will:

• Improve freight and general traffic movement

• Provide improved access to, and facilities for public transport

• Improve safety for all travel modes

• Improve the reliability of travel times for all modes

• Provide capacity to accommodate existing and future traffic demands for the upgrade design horizon

of 2031

• Reduce and manage traffic congestion

• Provide improved facilities for cyclists and pedestrians

• Improve access to the corridor

• improve the transport-related interactions between the differing land uses

• Address existing deficiencies in the existing local road network

• Minimise property acquisitions

• Minimise design, construction and operational impacts

• Maximise opportunities to “future proof” the corridor up to and beyond 2031

• Improve amenity and community outcomes

3.2 SCOPE MANAGEMENT PLAN

3.2.1 Scope Definition & Collection Process

The scope for the study has been defined by a range of stakeholders providing input. It has been

documented in the Project Proposal, Project Brief, Business Case and this Project Management Plan. These

documents will address the functional, technical, and the areas/ officers requirements during the lifecycle of

the project. All documents produced will be collected and managed by the project manager.

3.2.2 Roles & Responsibilities

Refer to Section 2.2.1 and the Stakeholder Register in Appendix C.

3.2.3 Specific Inclusions

• Identify a range of options to support the future function of Oxley Road up to the year 2031

• Boundaries of Moggill Road to the north, Ipswich Motorway to the south, Oxley Creek to the east,

and the Brisbane River to the west.

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• Modelling of future options to identify preferred option. This will define the future cross section for the

corridor, intersection upgrades, and other infrastructure upgrades to support the future function of

the corridor

• Detailed design and analysis to be undertaken by CPO or external consultant – overcome

constraints, incorporate public and active transport requirements, public utility upgrades/ relocations,

develop design options, identify preferred option, staging options, costing options

• Communications with a range of stakeholders

3.2.4 Specific Exclusions

3.2.5 Assumptions

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3.2.6 Constraints

3.2.7 Dependencies

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3.2.8 Scope Verification

The deliverables will be provided to stakeholders (identified in the stakeholder register) at key milestones

(identified in the project schedule) for comment, where it may be cross referenced with the original outcomes

of the project. Sign off of documentation will be required at key milestones by the project owner before

progression to the next phase of the project.

Once a general agreement on the preferred option has been made and the project owner has signed off on

the project outcomes, the project may proceed to E&C for formal signoff by Council.

3.2.9 Scope Change Control

Scope changes or change requests are assessed and approved by the Project Manager. A Change

Request Form must be completed, outlining:

• A written description of the process to change any aspect of the project

• Requirements, and what impact it will have on the project

• Details of the key decision makers that are authorised to make the changes

Prior to any changes occurring, the form must be signed off and supported by the Project Owner. If there are

any significant impacts on budget, time, cost or quality, the project manager must consult with the project

owner prior to approving changes. All changes will be recorded in a Change Request Log/ Register by the

project manager and kept as a supporting document to this plan.

The PCG will be informed of all changes and significant issues arising from changes to the scope of the

project. PCG meetings will continue to be held monthly.

4 COST MANAGEMENT

4.1 GENERAL

This section of the project plan is to guide the development of estimates and budget, while allocating

responsibilities for the activities. The cost management plan sets guidance, procedures and responsibilities

for expenditure, authorisation, cost monitoring, cost performance reporting and change control.

4.2 COST MANAGEMENT PLAN

A clearer indication of project costs can be outlined following proposals to undertake specific pieces of work

by internal and/ or external consultants.

Due to human resource limitations within the STP, the modelling and detailed design phases will be

outsourced to an approved consultant (internal or external from Council) following a detailed proposal from

the applicant. Funding limitations may restrict the scope of the modelling to be undertaken, but are yet to be

identified. Status updates by the consultants will monitor the costs, quality, timeframes and progress of the

works being undertaken and identify any issues arising.

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The project management plan will be continuously updated by the project manager to ensure that it is current

and relevant. Key information will be outlined in meetings with the project owner at milestones within the

project. Any change requested will be managed (and logged) by the project manager, through consultation

with the project owner.

Following any works being undertaken by consultants, the project manager will ensure that all financial

arrangements and outstanding payments have been completed prior to closing the accounts.

4.3 PROJECT COST SUMMARY

Summary Information – Project Estimates

Current Funding Current Cost Estimates

Capital Capital

Expense Expense

Subtotal Subtotal

Revenue Revenue

Net Total Net Total

Contingency Funding Contingency Funding

Cost Escalation Cost Escalation

TOTAL TOTAL

Cash Flow Estimates

Financial Year 2010/11 2011/12 2012/13 2013/14

Budget

Current Cost Estimate

Cumulative Cost Estimates

5 SCHEDULE MANAGEMENT

5.1 GENERAL

This section of the project management plan provides key information on how time and schedule will be

developed and managed across the life of the project.

5.2 SCHEDULE MANAGEMENT PLAN

The South West Corridor Study has been identified as an outcome of the Transport Plan for Brisbane 2008 –

2026 (TP4B), to be delivered during the 2008-2012 period. It aligns with the emerging communities in the

area to ensure the growth areas have adequate connections to the strategic road network. The South West

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Corridor Study

and will assess the long term transport planning needs to achieve a multi-modal transport solution for Oxley

Road while supporting future land use and community outcomes. The outcomes of the study will guide future

development and feed into the Indooroopilly, Sherwood/ Graceville, Oxley/ Darra Neighbourhood Plans and

the updated City Plan.

A clearer indication of project schedule can be outlined following proposals to undertake specific pieces of

work by internal and/ or external consultants.

Due to human resource limitations and a high workload within STP, shifting priorities of work may result in

timeframes being extended and/ or quality of the final product being reduced to meet deadlines.

The project manager will monitor the progress of the study and ensure it meets all deadlines and

requirements. The stakeholder register identifies the involvement, roles and responsibilities of individuals

involved in the project. Status updates along with any changes to the scope will be provided to PCG

members at monthly PCG meetings. The group will cross reference the baseline schedule and project

outcomes against the updated version, ensuring project governance, strategic advice and the delivery of the

project objectives will continue to be met. Any changes to the project should follow the Change Control

process outlined in Section 3.2.9. Prior to the meeting the project manager will be responsible for submitting

the following documentation to each member of the project control group:

• A monthly report including an updated Gantt chart, cash flow and risk status

• The most recent PCG Meeting Minutes

Standing agenda items for the project control group meetings shall include:

• Key Issues;

• Program;

• Budget;

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• Key Risks;

• PCG Decisions.

The critical path for the project aligns with the transport modelling for the study. The project manager needs

to manage and control the team assigned to undertake modelling closely to ensure that the modelling phase

of the project follows timeframes. However, due to shifting priorities by the project owner regarding modelling

requirements, it is highly likely that the project timeframes will be extended beyond the control of the project

manager.

A current copy (current as of 20/01/12) of the baseline schedule is attached in Appendix A. The project

schedule summary below identifies key milestones within the project including the forecast and actual

completion dates.

5.3 PROJECT SCHEDULE SUMMARY

Start Date End Date Key activity / milestone

Planned Actual Planned Actual

6 PROCUREMENT AND CONTRACT MANAGEMENT

6.1 GENERAL

Procurement and Contract Management includes the processes necessary to purchase or acquire products,

services or deliverables needed from outside the project team. The best value for money will be sought out

during the procurement process. The project procurement requirements table below identifies what work is

required to be procured by STP, and the type of work/ expertise required.

6.2 PROCUREMENT STRATEGY

The procurement strategy aims at ensuring Council obtains the best available delivery mechanism for

achieving the project goals at the best value for money. Contract administration, project management and

administration will be conducted internally within Strategic Transport Planning.

Project Briefs will be developed to outline work required that cannot be undertaken by officers in STP. The

briefs will be developed at the beginning of the phase (see project schedule – Appendix A) requiring

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outsourced works. The consultant will be required to provide the project manager with a Proposal outlining

the services, cost, and timeframes for the works they propose to undertake.

Traffic count surveys were awarded to Austraffic in 2011 after a range of quotes were obtained from traffic

survey companies.

6.3 DESIGN

Concept design of Oxley Road will be undertaken internally by STP. The detailed design and analysis phase

of the project will be undertaken by CPO upon completion of the Concept Design and handover from STP.

6.4 COMMUNICATIONS

All communications will be managed in-house by the project manager.

6.5 PROJECT PROCUREMENT REQUIREMENTS

Type of good / service needed Source / Procurement type

Project management resources Internal – Strategic Transport Planning

Transport modelling expertise Internal – Transport Engineering

Project design & construction expertise Internal – City Projects Office

Traffic counts External – traffic surveyors (Austraffic)

7 RISK MANAGEMENT

7.1 GENERAL

This section of the project management plan identifies, analyses and provides mitigation strategies to

overcome potential risks that may arise as part of or resulting from the project. A Risk Register has been

developed and shall be updated regularly by the project manager as the project progresses. The main

elements of the risk management process are as follows:

• Communicate and consult;

• Identify risks;

• Analyse risks;

• Evaluate risks;

• Treat risks;

• Monitor and review.

The end result of the evaluation process is a prioritised list of risks for treatment and further attention. The

specific profiles and ranges for risk adjustment represent the views of the project manager. The project

manager can determine suitable contingencies on a case by case basis.

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7.2 RISK MANAGEMENT PLAN

A Risk Register has been developed and can be viewed in Appendix B. Each stakeholder has their

individual roles and responsibilities relating to project risk:

Project Control Group (PCG)

The Project Control Group shall ensure the project manager updates the risk management plan every

month. Subject to the Project Control Group reviewing the risk management, they shall endorse the study.

Project Owner

The Project Owner is accountable for overseeing the effective risk management of the project in accordance

with Council’s integrated risk management framework.

Project Sponsor

The Project Sponsor is accountable for achieving project outcomes and implementing the project

deliverables, through effective risk management.

Project Manager

The Project Manager is responsible for the execution of the risk mitigation strategies as defined in the risk

management plan. The project manager is also responsible for a monthly review of the risk management

plan and developing the associated risk mitigation strategies.

Any approved change requests will have an impact on the risk register. The project manager is responsible

for updating the register at the time of change request approval to reflect the changes to the project. These

risks need to be communicated to the key stakeholders to ensure that the new and changed risks are

brought to their attention by the project manager

7.3 RISK SUMMARY

A summary of the top risks, mitigation/ management strategies and responsible officers are tabulated below.

Risk Item Current Risk rating

Mitigation/Management Strategy Responsible Officer

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8 COMMUNICATION AND ENGAGEMENT MANAGEMENT

8.1 PROJECT STAKEHOLDERS

Stakeholders are those individuals or organisations who are impacted by, or who can impact the project.

Various internal and external stakeholders have been identified for the South West Corridor Study. Each of

these stakeholders will be impacted by and will influence the project. A number of key stakeholders have

been identified and consulted at early stages in the project (outlined below). The full Stakeholder Register is

attached in Appendix C.


Sherry Clarke Project Sponsor Responsible for overall project governance.

Graeme Read Project Owner Achieving project outcomes.

Stephen Blore Project Manager Achieving project objectives and completing all the activities

necessary to deliver the project.

Damian Burke Team Leader, Corridors

Achieving project outcomes. Ensuring project is in line with

Councils strategic outcomes, on time, and of a suitable

quality.

Matthew

Lederhose

Consultant – transport

engineering

Undertake transport modelling. Provide planning and

engineering advice.

Al Milvydas Advisor – development, land

acquisition and engineering

Provide advice relating to land acquisition, engineering,

development applications and processes

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Yvonne Douglas Advisor – Engineering

design and constructability

Provide advice relating to the constructability of the preferred

corridor design

8.2 STAKEHOLDER MANAGEMENT

Stakeholders will be classified into groups to allow for effective communication and engagement strategies to

be developed for like groups. Stakeholders and their classifications may change throughout the project.

When this occurs the changes will be documented within the stakeholder matrix which will be maintained by

the project manager.

Stakeholder management has been separated into internal and external. Communication strategies are

detailed below.

Any change requests that are approved need to be communicated to all of the stakeholders at an early stage

to ensure that that they are made aware of the impacts that the change request will have on the project

scope, time, cost and quality for the remainder of the project.

8.3 EXTERNAL COMMUNICATIONS AND COMMUNITY ENGAGEMENT

External communication is the process by which team members engage with parties outside of Council. The

project manager is IAP2 certified and is committed to quality communication with all stakeholders. As a result

of this being a strategic planning exercise, the general community will not need to be engaged as part of this

project. All project communication and documentation will be managed by the project manager to ensure it is

approved and within Council guidelines.

8.4 INTERNAL COMMUNICATIONS

Internal communications are those within Council and include the project team. Key internal communication

activities for this project will include:

Activity Frequency Purpose Responsibility

Project Control Group

(PCG) meeting Monthly

Meeting to present

monthly project

management report

Project manager, project owner, project

sponsor, team leader – corridors team,

design manager (as required)

Cost plan Updated as required

and reviewed at PCG

Document for

reporting Project manager

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Schedule Updated as required

and reviewed at PCG

Document for

reporting Project manager

Status Updates Fortnightly Document for

distribution Engineer – Transport Engineering

Briefing notes As required Document for

distribution Project manager

Modelling reports At key milestones in

modelling phase

Document for

reporting Engineer – Transport Engineering

Design reports Upon completion of

detailed design &

Document for

reporting Engineer - CPO

It should be noted that the transport engineering and detailed design team may need to engage with Public

Utility Authorities for the project and report to the project manager on progress.

Brisbane City Council’s quality system governs the processes and procedures for filing and other project

record keeping. Internal and external documents relevant for recording will be stored electronically as well

as, where required, kept in hard copy form in the project file folders.

All project meetings shall be managed by the project manager, with an agenda being prepared and

distributed prior to all meetings, and a record of meeting minutes being documented and distributed to the

attendees for action and / or information.

A detailed Communications Matrix defining responsibilities and roles for each person involved with key

documentation is included in Appendix C.

8.5 STATUS REPORTING

Formalised regular reporting on the status of the project is an integral part of the management of a project.

In order to make sound decisions, the Project Control Group (PCG) needs to be informed properly about the

status of the project. The project manager shall prepare a monthly project management report for review by

the PCG.

Standing agenda items for the project control group meetings shall include:

• Project Status;

• Key Issues;

• Program;

• Budget;

• Key Risks;

• PCG Decisions.

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8.6 PROJECT ISSUES MANAGEMENT

An issue is defined as a concern if it impedes the progress of the project if it is not resolved. If issues are not

addressed they may become a risk to the project, therefore issues need to be dealt with as quickly and

effectively as possible. Project issues are identified and documented in the Issues Register, and will be

addressed by the project manager, and escalated to the PCG meetings if required. The impact of the issue

on the project will depend on how high it is managed by the project manager. The current open issues for the

South West Corridor are documented in Appendix D.

9 QUALITY MANAGEMENT

9.1 GENERAL

The purpose of quality management in projects is to ensure that the projects outputs are delivered fit-for-

purpose. This is achieved through setting standards for the quality of the project outputs/ inputs through

setting measurable criteria.

9.2 PROJECT QUALITY MANAGEMENT

The methodologies, standards and guidelines for meeting quality requirements of the project are as follows:

• The project must follow PM2 project management methodology

• Austroads Guidelines

• TransLink – Public Transport Infrastructure Manual

• Meeting design standards - UMS 141 & 142

• Streetscape Design Guidelines

• Marketing and Communication Guidelines

The project manager will be responsible for managing and controlling the quality outcomes of the project

throughout the project lifecycle. Additionally, the project manager needs to manage the stakeholders

expectations throughout the project lifecycle through clear and concise communication. Where quality

outcomes are not adhered to, the project manager needs to address the issue with the project owner, and

potentially escalate it with PCG members.

10 RESOURCE MANAGEMENT

10.1 GENERAL

Where resources are not available for key roles within Strategic Transport Planning, the project manager

may use internal providers or external panel contract consultants. These resources shall be procured as

required during the project lifecycle.

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10.2 PROJECT RESOURCE REQUIREMENTS

Resources required Key activity / milestone

Type (role etc) Source Duration Approved

Project Management Project Manager Internal - STP All Phases Yes

Professional Services Modelling & Engineering Internal – Transport

Engineering

Modelling

Phase

Yes

Professional Services AutoCad Concept Design Internal - STP Concept

Design Phase

No

Professional Services Detailed Design & Analysis Internal - CPO Detailed

Design &

Analysis

Phase

No

Professional Services Traffic Counts External – Austraffic Existing

Condition

Report

Yes

10.3 PROJECT RESOURCE MANAGEMENT

11 PROJECT INFORMATION MANAGEMENT

11.1 GENERAL

Information management is the collection and management of all project documentation. It also deals with

the distribution, recording of decision making and assumptions throughout the project lifecycle.

11.2 PROJECT DOCUMENT CONTROL

The project manager is responsible for document management on the project. All project documentation will

be stored electronically in a dedicated project directory within the Brisbane Infrastructure Division network

(G:\BI\Shared\Strategic Transport Planning\Corridors\006_South West), and in Council hard copy files. All

versions of documents and comments will be collated and stored electronically at the above mentioned link.

A project file will be maintained throughout the life of the project and will mirror the above structure.

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12 BENEFITS MANAGEMENT

12.1 GENERAL

Benefits management identifies and structures benefits throughout the project to support the definition of the

project. The benefits assist in identifying the value of a project, which is captured in the Business Case. The

benefits are refined and rechecked throughout the project to incorporate changes and new information.

12.1 ROLES AND RESPONSIBILITIES

Role Name Responsibility

Project Owner Graeme Read Accountable for the success of the project outcomes where Benefits Management within the project requires the same level of strategic guidance that is provided to all the project functions

Project Manager Stephen Blore Responsible for the management of all activities necessary for the delivery of the project to the customer

Benefit Owner Damian Burke Required to assist and support the project , while identifying and managing alignment between corporate outcomes and requirements and outputs of the project. Final accountability remains with the benefit owner.

Asset Owner Asset Management Branch The branch that will be responsible for the ongoing management and maintenance of the asset or business change over the course of its life. The person/ branch will need to be consulted as benefits are defined, as they need to be aware of the benefits after the project has been finalised

12.2 BENEFIT REGISTER

The table below outlines the benefits identified in the Benefits Register.

Benefit Classification Benefit Description Ranking

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12.3 BENEFITS MANAGEMENT AND REPORTING

The benefits register will be reviewed and updated monthly by the project manager throughout the lifecycle

of the project to ensure that the benefits are realistic and achievable. Superseded versions of the register will

be documented and stored in the file path in Section 11.2. Any significant changes to the benefits register

will be discussed at PCG meetings. Once all benefits have been agreed to by PCG members and signed off,

changes may only occur by undertaking a change request which will be managed by the project manager.

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13 PROJECT COMPLETION

13.1 GENERAL

The project completion is the final step in the project lifecycle. It occurs once all the work has been

completed and accepted by the organisation. This section outlines the evaluation of the project relating to its

outcomes and success. It reflects upon decision making and lessons learnt that can be carried over into

future projects.

13.2 COMPLETION ACTIVITIES

On completion of the project the following activities will be undertaken:

– Project review in accordance with PM2: Council’s Project Management Methodology

– Financial review and contract close-out

– Project Evaluation Report

– Handover Reports

– Lessons Learnt review

– Team debriefing and disbanding

– Governance requirements

13.3 PERFORMANCE MEASURES

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Achievement of project objectives and critical success factors will be assessed during the project evaluation

report.

Achievement of the following project objectives will be assessed:

Project Objectives Performance Measure

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The following critical success factors will be reviewed:

Critical Success Factor Measurement

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14 APPENDICES

14.1 APPENDIX A – PROJECT SCHEDULE

14.2 APPENDIX B – RISK REGISTER

14.3 APPENDIX C – STAKEHOLDER REGISTER

14.4 APPENDIX D – ISSUES REGISTER

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APPENDIX A – PROJECT SCHEDULE

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APPENDIX B - RISK REGISTER

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APPENDIX C – STAKEHOLDER REGISTER

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RTI Rele

ase

44




RTI Rele

ase

45




RTI R

eleas

e

46




RTI R

eleas

e

47




APPENDIX D – ISSUES REGISTER

RTI Rele

ase

48



RTI Rele

ase

49




RTI Rele

ase

50

brisbane infrastructure transport planning & strategy strategic...

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