The paper "Millennium Train Project in New South Wales " is a great example of a management case study. This report analyses the Millennium Train project that was initiated in New South Wales in 1998. The project consisted of two main phases with the first one on 8th October 1998 and the second phase in 2002. The project experienced problems when it became beyond the schedule and surpassed the estimated budget. The project lacked well-organized project risk management as there was no risk management plan. This led to the government is in a weak negotiating position as the supplier had a monopolistic power.
The contract did not offer risk-sharing leading to the government bearing the risks alone. The outcome of the project was delayed schedule, increase in cost and technical problems. The project serves as a lesson that adequate measures must be taken to ensure there is risk management in a project. This could have protected public interests. Brief introduction The millennium Train project was initiated in October 1998. The New South Wales State Rail authority signed a contract allowing the designing, construction and the maintenance of the electric Millennium Trains.
The trains were to be 81 suburban double-deck passengers’ trains in the first phase. The second stage of the contract which involved an additional 60 cars and a period of 15 years maintenance was signed on 5th December 2002. The first set of the vehicles entered into service on July 2002. Objectives The project was initiated to help in providing clean, accessible, reliable and punctual train services for the passengers. According to the State Rail and City Rail commitment, the main objectives of the project were to enhance the quality of the city rail system.
The system was set to increase the suburban fleet to ease the transport problems. There was need to improve on the capacity of the rail system especially during the peak hours (New South Wales, 2003). Scope The scope of the project was to replace the aging Tulloch trains in the Sydney New South Wales with modern trains and also to expand the railway network in the city. The railway system in Sydney was old since it was laid in 1855. The project was expected to take two phases with the first phase taking off on 8th October 1998 and the second phase in 2002.
The area of the training coverage was supposed to be exclusively in the suburban network (New South Wales, 2003). Project stakeholder analysis Stakeholder’ s management is a vital aspect of successful projects. The analysis helps the project managers to win the support from the stakeholders during project implementation. The stakeholders should be communicated with regularly and updated on the project progress. Millennium Train projects main stakeholders were the government and the public who are the taxpayers.
The public had financed the project and the government was the initiator of the project. Project success was meant to help public transport. The designed system had to ensure that it was compliant with the set standards by the authorities and stakeholders. The process of managing the stakeholders is very crucial as it also helps in identifying the reaction of the people during the project implementation. The government kept the public informed on the project development and challenges (Prabhakar, 2008). This was done to ensure that there was support for the project.