The table below provides a breakdown of the various sources of project benefits. The reduction in road infrastructure costs due to the diversion of freight from to rail is the next major benefit source.
Sensitivity Analysis: A number of sensitivity tests were conducted and the results shown in the following able.
Moreover, the internal rate of return IRR ranges from 7. Inability to acquire the lands needed for the rail as planned. Lack of cash. Subcontractor failure bankruptcy. Insufficient raw material mainly sleepers, steel rail and ballast 6.
Opposition of the public due to environmental damage. While the Northwest Territory is projected to be a fast growing economy in comparison to the rest of Australia, its small size and resource strengths also point to it being a more volatile one. As a consequence, its past may not accurately reflect its future. Process Approach to Project Management 6 7. High maintenance costs. This would have the effect of making some projects uncompetitive, putting at risk the strong investment outlook, and weakening the outlook for tourism and education exports.
Darwin's proximity to potentially unstable Asian trouble spots of terrorist activities. This has diverted tourists from the Asia-Pacific and may continue to do so. The global recovery stuttering. Environmental and heritage issues had to be addressed and fencing the corridor was required. A draft environmental impact statement was released in and updated with a new environmental management plan in At that time, the project received environmental approval from the Northern Territory and from the commonwealth governments.
The Northern Territory obtained Sacred Sites avoidance certificates in accordance with the Northern Territory Aboriginal Sacred Sites Act for an area of extending meters on either side of the railway centre line and for the identified ballast sites outside the corridor.
Various reports were commissioned to determine the likely impact of the railway on sites of archaeological and historical significance. The Aboriginal Areas Protection Authority has pegged all Aboriginal sites of significance and good working relationship between the Authority, Adrail and Aboriginal organizations is ensuring close cooperation throughout the project.
The area of the Gouldian Finch Wet Season Feeding Habitat affected by construction of the railway has been reestablished using plants from a nursery set up prior to the construction.
Adrail, with assistance from Greening Australia and the Kybrook Farm community at Pine Creek, have completed the required rehabilitation on the site at Yinberrie Hills.
The railway will have no impact on the heritage values of any declared heritage site; however, certificates have been obtained where the railway passes close to three declared heritage sites on the route of the old North Australian Railway line. The government's funding approach to the project was to provide an up front payment to ensure the railway is commercially viable and then let the private sector take over and bear the construction and the operating risks. The Austral Asia Railway Corporation was established in by the South Australian and the North Territory governments after several failed attempts to have railway fully funded by the commonwealth government or a private company.
Once government support had been affirmed, the corporation took the project to the market. In , the Asia Pacific Transport APT Consortium was selected as the preferred tenderer and negotiations began on contractual details. The model of BOOT build, own, operate, transfer was chosen and the ownership period set to 50 years — making it so affordable that 30 tenders were received from 60 national and international companies submitting expressions of interests.
High speed trains, particularly for passenger service, are very effective for moving large numbers of passengers in congested, densely populated areas, but require a wider corridor than conventional systems. In addition, electrification is generally feasible only in cities or heavily populated rural areas, while the need to connect older rail lines designed for slower trains cannot accommodate high speed lines without extensive upgrading.
The design chosen allows freight trains to travel at a maximum of kph, although they operate most economically at 90 kph. Each train will be able to handle double stacked containers, will be meters long, and will be powered by hp locomotives. Initially, there will be one train in each direction only. Still an upgrade will be needed for the older part of the rail. Organizationally, the project was divided between many subcontractors and suppliers mostly according to their expertise and location so if one supplier failed for any reason another could take his place.
Difficulties may still arise from suppliers such as Whyalla who is the sole source of steel rails, but precautions were taken to minimize them. In the case of Whyalla, payment was made in advance allowing it to pay it's big suppliers in advance Some suppliers such as Austrak built special factories for this project the sleeper factories in Katherine and Tennant Creek and ballast quarries were also built in several locations near the rail's corridor.
Above all, a tight but feasible schedule was set for each subproject. Moreover, additional ballast site were identified and built along side the rail's corridor. For transshipment purposes, a logistics centre was built in Roe Creek — about 20 km south of Alice Springs, where the materials sent from south were concentrated and shipped north.
To reduce the maintenance costs, the rail was constructed using a continuous weld line process so there are no joints to maintain. The strength and the quality of the welds are sufficient to hold the tracks together and prevent expansion or shrinkage of the steel. The cement sleepers are stronger and long lasting in comparison to those constructed from wood. The rails are held to the sleepers by heavy-duty spring clips, which prevent the rail from moving along the track.
The weight of the sleepers and the friction of the ballast prevent any movement. The company expects the rail to create new opportunities and thus enlarge its transportation capacity.
Since the start of the global recession, the eastern markets which are the main clients of the Darwin Port have been growing rapidly. They have one of the lowest paid workforces in the world so as recovery takes hold, these markets will improve along with the economic outlook for the project.
The entire infrastructure was built on schedule and the rail is ready to be used earlier than expected. At the end of June , the company met its last financial commitment.
This was agreeable because its primary expertise is in railway operations. As a result, virtually all of the infrastructure associated with the project, such as buildings, fueling stations, carts, the port, quarries, and sleepers, was outsourced. This led to significant cost savings. Process Approach to Project Management 10 2. Stohr and J. In general, workflow systems can help businesses reduce costs and streamline operations. By using the correct process modeling technique and by defining detailed routing and processing requirements for the workflow, automation of the work process is enabled.
As a result, human mistakes are minimized, work hours are saved, and operations flow smoothly. Simulation, prototyping and piloting — some systems have these options to allow testing before production begins ii. Improved efficiency — mostly through automation of business processes and work lists iii. Improved customer service — through consistency in the processes iv. Improved process control — helps management to better understand processes and improve the quality of outcomes vi.
Flexibility — software control over processes enables the redesign of workflow as business needs change, thus creating opportunities for organizational change vii.
Business process improvement — through focus on business processes b To be able to use a workflow management system in a project the following conditions must be present. Each action and resource involved must be identified and the information flows defined ii.
The start and end of each process must be clearly specified. Process Approach to Project Management 11 c Of the nine process knowledge areas defined in the PMBOK, the oned best suited for workflow systems are in the procurement area.
Purchasing functions tend to be project independent so the same process can be used repeatedly for different projects. Automated systems are designed to work in a static environment with permanent well-structured processes where the input data rarely change. In a dynamic, stochastic environment, the rigidity introduced by a workflow system may hurt the flexibility needed in the project environment while at the same time reducing the effectiveness of the workflow system.
The problem is exacerbated by the fact that projects are, by definition, different from each. Process Approach to Project Management 12 2. The learning organization is, in many ways, a natural evolution of older participatory management themes of the s with recent emphasis on empowerment and self-managed work teams. It is not so much characterized by its altered structure flatter and less hierarchal and team emphasis, but by the transformation of the relationship of the organization to the individual and increased capacity for adaptation and change.
Concise, focused, and practical, this Third Edition of Project Management: Processes, Methodologies, and Economics presents the tools and techniques that are most suited for modern project management.
The authors show the relationship between project planning and implementation, from budgeting to scheduling and control. The text aims to identify the components of modern project management and show how they relate to the basic phases of a project, with a focus that prioritizes integrated concepts over isolated methodologies. Intended for undergraduate and graduate students in engineering or business, this text is also a thorough reference for practitioners, managers, engineers, and technology experts.
The Third Edition includes a new section on Lean project management, a new chapter on simulation, and more. Pearson offers affordable and accessible purchase options to meet the needs of your students.
Connect with us to learn more. He has a B. He was a faculty member of the department of Industrial Engineering at Tel Aviv University from to , where he also served as a chairman of the department — He has been a consultant to industry in the areas of project management, training by simulators, and the design of production—operation systems. Moshe Rosenwein has a B. He has worked in the industry throughout his professional career, applying management science modeling and methodologies to business problems in supply chain optimization, network design, customer relationship management, and scheduling.
He has served as an adjunct professor at Columbia University on multiple occasions over the past 20 years and developed a project management course for the School of Engineering that has been taught since Rosenwein has published over 20 refereed papers and has delivered numerous talks at universities and conferences.
In , he led an industry team that was awarded a semi-finalist in the Franz Edelman competition for the practice of management science. We're sorry! We don't recognize your username or password.
Please try again. The work is protected by local and international copyright laws and is provided solely for the use of instructors in teaching their courses and assessing student learning.
You have successfully signed out and will be required to sign back in should you need to download more resources. Avraham Shtub was awarded the PMI Teaching Excellence Award, which recognizes an individual faculty member for sustained excellence in teaching project management, and to their strong commitment to improving and enhancing project management curricula in higher education. Description For courses in project, production, and operations management.
A concise and focused text on modern project management with a practical approach Concise, focused, and practical, this Third Edition of Project Management: Processes, Methodologies, and Economics presents the tools and techniques that are most suited for modern project management.
About the Book NEW! An expanded section in Chapter 8 discusses Lean project management, a Quality Management initiative that focuses on maximizing the value that a project generates for its stakeholders while minimizing waste.
An all-new chapter , Chapter 16, discusses the use of simulation and the Project Team Builder software, which is available directly from the authors. A detailed discussion of activity splitting, and its advantages and disadvantages in project management, is included. Descriptions and examples of resource-scheduling heuristics, such as the longest-duration first heuristic and the Activity Time ACTIM algorithm, have been added.
Examples that demonstrate the use of Excel Solver to model project management problems, such as the time—cost tradeoff, have also been added. A description of project management courses at Columbia University and the Global Network of Advanced Management have been added.
The PMBOK reflects the tools, techniques, and processes that have gained widespread acceptance by the profession because of their proven value and usefulness.
Case studies build on the material and enhance learning with continuing compounded information. Discussion questions and exercises reinforce key issues in each chapter. New to This Edition. About the Book An expanded section in Chapter 8 discusses Lean project management, a Quality Management initiative that focuses on maximizing the value that a project generates for its stakeholders while minimizing waste.
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