The paper "Description of the Management of Hallett 4 Project " is a perfect example of a management case study. Hallett 4 project is a project which is situated about 220km North of Adelaide. This wind farm was commissioned in the year 2008. The scope of the project is about 13 kilometers which spread across the Brown Hill ranges. This wind farm project comprises of 63 turbines and the turbines model are S88 (AGL Hallett 4 wind farm 2010). The project commenced in the year 2008 and was completed successfully in the year 2010 and the wind farm became operational in the same year 2010.
Hallett 4 is among the numerous projects of the AGL renewable energy company and this project aims to increase the supply of renewable energy so that the non-renewable sources of energy cannot be exploited (AGL Hallett 4 wind farm 2010). The project was estimated to cost $341 million. The contractor of the project was Suzlon who had the responsibility to supply and install all the turbines until the energy is produced. In this effect, the main responsibilities of the contractor were; to design and produce the turbines, ensure accurate in the house, maintenance of the access roads, design and lubricate the turbines and design installation of the electronic system.
In appendix 1 below is the picture of the project. The main objectives of the project were to increase the supply of renewable energy starting the year 2010 To ensure an adequate supply of renewable energy to the people of North Adelaide To reduce the cost of energy to the Australian people by supplementing non-renewable energy with renewable energy Finally, the project aims at improving the utilization of underlying resources to sustain the energy demands in Australia (AGL Hallett 4 wind farm 2010). 2.
Project stakeholder analysis Project stakeholder analysis is very important in the success of any project. This is because failing to consider the expectations and value of the stakeholders, the project will not be coordinated well. The following are the key stakeholders in the Hallett 4 project; The contractor is one of the key stakeholders in the project. The contractor in this project is Suzlon Company. The contractor determines the success of the project depending on its competency and knowledge in the same field.
Suzlon has competent project managers with required qualifications hence they applied their skills to ensure the project was a success (Kerzner 2003). In addition, the company offered their services at cost-effective prices which imply that the cost was not too high or too low but was effective. The company expected cooperation from the client and provision of relevant support when needed. Top management of AGL is also key stakeholders of the project. The success of the project also depends on the policies and expectations of the top management.
In order for Suzlon to perform its tasks effectively, there has to support from top management of the client so that activities can be coordinated well to ensure the success of the project failure to which there will be a negative relationship between the contractor and the client (Kerzner 2003). The employees are also the main stakeholders in the project. They help to implement the policies and procedures which have been designed by the management (Kerzner 2003). Motivation is the key factor in ensuring the effective performance of their tasks.
The employees should be motivated so that they can offer their best skills to ensure the success of the project. The employees expect better remuneration from their employer.