Woolworths Wyong Regional Distribution Centre at the South East Coast of Australia - Case Study Example

Running Head: Report on Project Management Analysis Student’s Name: Instructors’ Name: Course Code: Date of Submission: Table of Contents Table of Contents 2 1.0 Executive summary 2 7.0 Recommendations 8 References 9 Appendixes 10 1.0 Executive summary The purpose of this report is to critically analyze the concept of project with special attention to the construction of Woolworths Wyong Regional Distribution Centre at the South East Coast of Australia in order to review key specific areas underlying the concept. This was a project that was initiated by the government in partnership with the local government of the coastal region in order to create one major centre for collection, processing and distributing wool to various factories across the country. The project was completed in 2005 and had cost the government approximately 5 billion dollars. However big the project was it was completed successfully and on time. This analysis report has taken a very closer look on the current situation of the centre, the objective of commissioning the project, the key stakeholders to the projects who include the government, the local authority, and the contractor who was Litchfield Roofing Australia Pty Ltd, the architects, the engineers, the community and the suppliers and their specific roles. The project has further analyzed the project management process that was used by looking at specific management strategies that were applied. Finally, the report has analyzed specific factors that contributed to the success of the project after which conclusions were drawn as lessons learnt and thereafter recommendations made. 2.0 Introduction Project management concept is both a science and an art whereby various components which entail the development of a new product, service or refurbishing the already existing product or service. The project is subject to consuming resources such as human resources, cash, materials, and time and it has also time limits. This project analysis will critically evaluate the project of constructing the Woolworths Wyong Regional Distribution Centre by the Litchfield Roofing Australia Pty Ltd at the South East Coast of Australia. This is by looking typically what the project was all about, the reasons as to why the project was commissioned, the various stakeholders to the project, how the project was managed by analyzing the strategy, key events and tools that were used throughout the project, the implementation process and the benefits realized through project planning by the project manager according to Frame (2003). The analysis will further analyze the ways in which project deviations were prevented, the factors that led to the success of the project, the lessons learnt from the project and thereafter pose some recommendations that will ensure success of future projects is sustained and enhanced. 2.1 The project overview and scope The Woolworths Wyong Regional Distribution Centre project was commissioned in May 2001 at the South East Coast of Australia and completed in 2005. The project was done by the Litchfield Roofing Australia Pty Ltd. The project mainly involved Colorbond Cladding and covered approximately an area of 65,000 square metres. The project was a government initiative in partnership with the local authority of the South Coast region that was aimed at developing a large wool collection and distribution centre at the Coast region (Cynthia, 2009). 2.2 The project objective The primary objective of the project was to ensure efficient and adequate supply of wool as an important resource for use in factories established at the coastal region and other parts of the country through the creation of project management techniques that apply all key initiatives that are in alignment with corporate framework of ensuring social equity and delivery of services to all residents. 3.0 Project stakeholders’ analysis As discussed earlier, the proect was an initiative of the government in partnership with the local authority. Ideally these were two major players in the project; however, there are other several stakeholders to the project who include: the architecture, the engineers, the project management and the community as a whole who form large part of the end user of the project. The role of teamwork and clear distinction of functions played an important role in executing this project. The role played by the government involved provision of funds for the construction project. Adequate funding was very vital provided the size of the project was very big in that it costed approximately 5 billion dollars. These funds were chanelled through the local government who apart from being the contract employer and the project manager also ensured that land resource was available for the construction project as argued by Cynthia (2009). The local government of the coastal region did establish very clear link with the construction company which in this case was Litchfield Roofing Australian Pty Ltd that show easy flow of information and coordination between the employer and the company. This is very important in the fact that it helped easy flow of material resources, fund resources and human resources which are key factors in executing the project. The other stakeholders who played part in the project include the employees who actually most of them were from the community and thus explaining the reason as to why the community was a key stakeholder by providing manpower resource. In addition, as matter of fact, many of the suppliers to the project were from the region. Availability of materials and tools is an important factor that attributed to the continuity of the project as argued by Cynthia (2009). The architectures, engineers and the project managers together designed the project in such away that it could meet the required standards and be able to serve the functions it was meant for. 4.0 Management of the project In totality, the management of the project entailed several activities running from the strategies, events, tools, materials and human resources. This part of the analysis of the construction of the Woolworths Wyong Regional Distribution Centre will critically analyze strategies that were used by the project managers to make it a successful. To briefly analyze how the project was managed; the report will look into three critical factors that were employed by the project management team namely training and capacity building, use of project action plan and project and programme governance as stated by Larson & Richard (2009). 4.1 Training and capacity building Through training and capacity building, the project had made significant advances in developing skills, knowledge and experience. The training by the project management team followed certain methodologies which enhanced capacity project recovery processes thereby transforming into modernization per individual output. Capacity development was achieved through adequate funding to acquire more advanced technology and facilities. Refer to appendix 1, 2 and 3. 4.2 Project action plan The action plan developed by the employer in collaboration with the project management team and the contractor created a platform where specific activities for improvement were outlined with respect to the stated objectives which clearly specified individual roles and how resources including human resources, financial resources and material resources were to be mobilized and utilization. The activities under the project action plan were all done in consideration with the budget allocated for the project in order to ensure room for value for money is created according to Larson (2009). 4.3 Project and programme governance It is notable from the project that one of the core values by the project management was continuous improvement of project programme management capabilities by focusing more on culture and dynamic in delivering towards ongoing change. Regular proposals and revision of project governance structure in order to develop and improve project stakeholders’ involvement through strategic Project and Programme monitoring board as argued by Meredith (2008). 4.4 Benefits of project planning Project planning is an important element in ensuring that the project moves on as planned by putting in place structures that define step by step how different functions within the project will be performed according to Kerzner (2009). In reference with the Woolworths Wyong Regional Distribution Centre construction project, a number of benefits have been identified to very eminent when proper project planning is done and they include: 1. Provision of complete project requirements 2. User involvement in project development process 3. Proper resource allocation 4. Provision of room for adjustments incase the project requirements change 5. Developing technical competence 6. Clear responsibilities and accountability 5.0 Project success factors In my view with reference to the project under consideration a number of factors have been attributed as to why the project was managed and completed in a more successful way. However, it is important to note that success will only be realized if proper project management strategies are well designed and clearly described in the project action plan. Factors that contribute to success or failure of projects include: Good planning whereby the project plan should always be future oriented, more forward and above all it must be well detailed by giving attention to every activity to be performed, clear distinction of functions and responsibilities in order to make sure that every member of the team is aware of his/her responsibilities and tasks. Finally, schedule control also plays an important part in making projects a success by monitoring the time that has elapsed, the amount of the project that is remaining and the advances that have been made in order to adjust schedule on real time basis as argued by Larson (2009). 6.0 Lessons learnt 1. Project management is a process that comprises five important steps namely; Definition, Planning, Execution, Control and Closure. 2. Project management is an all inclusive process where all stakeholders such as the directors, the managers, the contractors, the employees and the community have to be involved. 3. Project success or failure depends greatly on the commitment of individuals to their duties and responsibility and how well the project management team prepares their action plan which should be followed in execution of different project activities. 7.0 Recommendations With regard to the Woolworths Wyong Regional Distribution Centre construction project and how project management teams should manage different projects, several recommendations have been made. In my view with reference to the project, these recommendations are very important in ensuring that projects do not fail according to Lewis (2006). The recommendations include: 1. Development of a project ‘Terms of Reference’ to help settle disputes and disagreements incase there is one. 2. Planning the project with consideration to time, resources, team, activities and finances by using proper project management tools to make the process more precise and understandable. 3. Development of clear communication channels and structures to help disseminate any important information a timelier manner. 4. Manage and motivate the project management team to make it more committed to their responsibilities. 5. Finally there is need to ensure that continuous evaluation and monitoring is done to review the project progress for the purpose of reporting to the respective authorities. References Cynthia, S 2009, Project Manager's Book of Forms, Pittsburgh, University of Pittsburgh Press Frame, J 2003, Managing Projects in Organizations: How to Make the Best Use of Time, Techniques, and People, Jossey-Bass, Sydney. Kerzner, H 2009, Project Management: Project Management: A Systems Approach to Planning, Scheduling, and Controlling, Wiley & Sons, Inc, New York. Larson, E & Richard, H 2009, Managing Small Projects, University of Pittsburgh Press, Melbourne. Larson, E 2009, How to Create a Clear Project Plan. Aldershot, Ashgate Larson, E 2009, Requirements Management, Part 1: Requirements Planning, Watermark Learning, Inc, London. Lewis, J 2006, The Project Manager's Desk Reference, 3rd edition, McGraw-Hill, New York. Meredith, R 2008, Project Management: A Managerial Approach, 7th edition, Wiley & Sons, Inc, Michigan. Appendixes Appendix 1. The photograph of the project Appendix 2. The photograph of the project roof Appendix 3. The photograph of the machinery to used at the site Read More