Griffith University

Nathan Parer
2761243
Peter Honeyman
Ellyn Dorman
Ryan Lewis
Benjamin Spek
Samuel Monaghan
Anna Dorocinski

2717143
2759989
2761516
2759401
2726472
2755427

LOGAN BUS REPAIR

FACILITY
3109ENG Construction Project Management

Exe
cutive Summary
This report contains a project construction plan in regards to the construction of a bus
repair facility located at 68 Chetwynd Street Loganholme. The project is estimated to
take 149 days and is intended to start on the 6 th of January 2014 and finish on the 30th
July 2014. A costing analysis demonstrates the project to amount to $864,382.41; this
value includes the 15% contingency value.
The report was undertaken firstly, with project plan to identify resources needed to
complete the project. Secondly, a cost estimate outlined the financial expense
required to for project completion. Finally, a risk management plan was implemented
to identify possible risks that will impact the project.

| Page

Table of Contents
TABLE OF FIGURES......................................................................................................... 4
TABLE OF TABLES........................................................................................................... 4
1.0

PROJECT REVIEW.................................................................................................. 5

1.1 PROJECT SCOPE..................................................................................................... 5

1.2 PROJECT PLAN REVIEW.......................................................................................... 6
2.0

ITEMISED LIST OF TASKS...................................................................................... 8

3.0

WORK BREAKDOWN STRUCTURE.........................................................................9

4.0

REQUIRED RESOURCES...................................................................................... 12

5.0

PRECEDENCE DIAGRAM METHOD (PDM)............................................................13

5.1 MANUAL DIAGRAM.............................................................................................. 13

5.2 MS PROJECT....................................................................................................... 14
6.0

PROJECT TIME ANALYSIS..................................................................................... 14

7.0

NETWORK CRASHING......................................................................................... 17

8.0

GANTT CHART.................................................................................................... 20

9.0

RESOURCE ANALYSIS.......................................................................................... 21

9.1 MATERIAL ANALYSIS............................................................................................. 21

9.2 LABOUR ANALYSIS............................................................................................... 21
9.3 WORKPLACE HEALTH AND SAFETY (WHS) ANALYSIS...........................................22
9.4 MACHINERY ANALYSIS.......................................................................................... 22
9.5 RESOURCE HISTOGRAM....................................................................................... 23
10.0

COSTING ANALYSIS............................................................................................. 24

10.1 CASH FLOW ANALYSIS....................................................................................... 25

11.0

RISK MANAGEMENT PLAN...................................................................................30

11.1 IDENTIFY RISKS................................................................................................. 31

11.2 RISK MITIGATION............................................................................................... 33
12.0

CONCLUSION...................................................................................................... 34

REFERENCES................................................................................................................ 35
APPENDIX 1:................................................................................................................. 36

3 | Page
3

Table of Figure

FIGURE 1: AERIAL IMAGES OF SITE......................................................................................... 5

FIGURE 2: PDM MANUAL DIAGRAM...................................................................................... 13
FIGURE 3: MICROSOFT PROJECT PDM DIAGRAM.....................................................................14
FIGURE 4: TIME ANALYSIS DIAGRAM..................................................................................... 16
FIGURE 9: ACTIVITY ON ARROW NETWORK............................................................................ 18
FIGURE 5: GANTT CHART DIAGRAM...................................................................................... 20
FIGURE 6: RESOURCE HISTOGRAM....................................................................................... 23
FIGURE 7: COSTING FOR TASK............................................................................................ 24
FIGURE 8: PROJECT COST/EXPENDITURE GRAPH.....................................................................24
FIGURE 10: RISK MANAGEMENT PROCESS............................................................................. 30

Table of Table

TABLE 1: PROJECT PLAN................................................................................................. 6

TABLE 2: LIST OF PROJECT TASKS...................................................................................8
TABLE 3: WORK BREAKDOWN STRUCTURE.....................................................................9
TABLE 4: REQUIRED RESOURCES.................................................................................. 12
TABLE 5: COST ANALYSIS.............................................................................................. 25
TABLE 6: PROJECT COSTINGS....................................................................................... 26
TABLE 7: CRASHING THE CRITICLE PATH.......................................................................17
TABLE 8: IDENTIFIED INTERNAL RISKS..........................................................................31
TABLE 9: RESPONSIBILITY ABBREVIATIONS...................................................................31
TABLE 10: IDENTIFIED EXTERNAL RISKS.......................................................................32
TABLE 11: RISK MATRIX................................................................................................ 32
TABLE 12: LIKELIHOOD DEFINITION..............................................................................32
TABLE 13: SEVERITY DEFINITION..................................................................................33
TABLE 14: RISK MITIGATION.......................................................................................... 33
TABLE 15: RISK RESPONSE DEFINITION........................................................................34

4 | Page
4

1.0 Project Review

1.1 Project Scope
Contractors in partnership with Raunik Design Group are proposing to build a bus
repair facility on 68 Chetwynd Street, Loganholme in South East Queensland. The
project site (Lot 57 RP130121 and Lot 58 RP130121) is assumed to have been granted
approval for reconfiguration by Logan City council due to earthworks already
completed of the site. The site is located in an industrial land use area and is in close
proximity to the Pacific Motorway making it ideally located for the servicing and repair
of busses (refer to Figure 1)
Figure 1: Aerial Images of Site (Source: Google Earth 2013)

The site area as identified by the plans provided by Raunik Design Group is 2,169 m 2

and a building footprint of 657 m2 with a site cover of 30% which is acceptable under
Logan City Council planning scheme. The site has already been subjected to
earthworks which have recently been completed. The project requires the construction
of a two storey structure that includes three work bays, an office and reception area,
amenities block and a drivers lounge at the ground level and a storage area on the
second floor that is accessed by two sets of staircases and a roller door from the
workshop.
The workshop is to be constructed using concrete tilt-up wall panels and is sheltered
with zincalume roof sheeting and flashing. The main entrance (South-side) of the
workshop consists of three electronically operated roller doors for bus access to the
workshop bays and pedestrian access through a single door to the reception area. The
Eastern side of the workshop wall includes three smaller manually operated roller-door
access points and a single door pedestrian access point. The internal workshop wall
includes three windows from the work bay areas to the second storey storage area, a

5 | Page
5

single window in the drivers lounge and a manually operated roller door to access the
storage area.

1.2 Project Plan Review

In review of the preliminary project plans received from the client, it is highlighted that
there are a number of queries and inconsistencies in the plans. Due to this reason, the
project may be subject to additional consultancy costs. The review of the plans can be
seen in Table 1. Raunik Design Group is required to revise preliminary plans to include
the following requirements/recommendations in order for the project to be approved
by council.
Table 1: Project Plan

Topic
Site Plan
Plan
Specification
s

Existing
sewer line

Sewer Man
Hole

Problem

Requirements/Recommendation

The legend provided in

the plan lacks key
components
mentioned in the
drawings.
Existing sewer line on
northern boundary of
site runs under the
structural foundation
of the proposed
workshop

North-East
Car parks

Under Logan City

Council, any
maintenance sewer
man holes located
within a property
requires permanent
access to the road
frontage via a 2.5
metre corridor (Logan
City Council 2010).
Plans lack 90 stud
wheel stops

Site water
run-of

Pooling of bio-retention
ponds causing site

Raunik Design Group is to review the

plans and resolve the legend
inconsistencies that exist.

The project will be required to submit a

Build near/over sewer line application
form and provide the relevant material
(see Appendix 1) to Logan City Council for
assessment under Section 192 of the
Water Supply Act 2008 and the Build Near
Sewer Technical Guidelines 2010 for
development approval (Logan City Council
2010).
Raunik Design Group will be required to
rectify the plans to include a 2.5 metre
open corridor on the eastern boundary of
the property to access the sewer man hole
in order to meet council regulation. It is
likely that a new boundary fence along the
eastern boundary will need to be
constructed. The car parks on the eastern
side reconfigured and moving the eastern
driveway to meet council regulations.
Due to the close proximity of the car parks
to the bio-retention pond, wheel stops are
to be added to the plan.
Due to the levelled site, provide an
engineering report of water shed to
6 | Page
6

Topic

Problem

Requirements/Recommendation

flooding
Tilt Panel
Fencing

Building
Setback

Water
Storage

Floor Plans
Disability
Compliance

Plumbing &
mechanical
vent stacks

The plans show that

the new tilt panel does
not sit flush with the
existing fence line.
The proposed structure
is situated on the
property boundary.
Under Schedule 3 of
the Logan City Council
Planning scheme 2006,
the development
requires a minimum
building setback of 10
metres from the
boundary of adjoining
properties and
conservation areas.
No details have been
provided in relation to
the underground tank
in regards to
connections, usage
and additional
equipment required for
operation.
The PWD water
closet does not
meet Australian
disability standards.
Also the Tactile
Ground Strip
Indicator (TGSI) at
the top of stairs two
is absent.
The location of the
plumbing and
mechanical vent
stack is inconsistent
in ground floor and
1st floor plans. A
plumbing and
mechanical vent
stack is required for
the female/PWD
water closet in order
to meet Australian

ensure adequate drainage of water runoff

from the site exists.
Ensure the specifications of the new tilt
fence will be flush to the existing fence to
maintain the quality of the project.
Due to the proposed structure located on
the boundary of the property and due to
the neighbouring propertys conservation
area at the rear, the plan will need to
incorporate a building setback of 10
metres on the North and West boundaries
to comply with Schedule 3 of the Logan
City Council Planning Scheme 2006 (Logan
City Council 2006).

Raunik Design Group is to review plans

and provide details on the underground
tanks operation and the location of
associated equipment (e.g. pumps).

By Reviewing Australian Standards AS1428.1

PWD standards, Raunik Design Group is
required to modify plans to include handrails
on either side of the female/PWD toilet and
in the shower and a TGSI at the top of stairs
two as required under AS 1428.4.1. Door
accesses appear to meet the minimum
850mm Australian PWD standards
(Standards Australia 2009)
It is acknowledged to be a design error and
will require Raunik Design Group to make
changes to the plans to include appropriate
locations and dimensions of the plumbing
and mechanical vent stack. Raunik Design
Group is required to include an additional
plumbing and mechanical vent stack for the
female/PWD water closet to meet Australian
standards.

7 | Page
7

Topic

Problem

Building Standards.
Elevation and Section Plans
Roof
Dimensions of roof
Penetrations penetrations are not
included in the
provided plans.
Drainage
The plans do not
provide any detail to
the drainage of
water from the roof
of the structure.

Requirements/Recommendation
Raunik Design Group is required to provide
relevant specifications of the roof
penetrations along the flashing.
Raunik Design Group is required to review
the plans and provide specifications of how
water drainage from the roof will occur and
the location of discharge.

2.0 Itemised List of Tasks

The itemised list of tasks represents the whole duration of the project which includes
the following stages: design, project tender, final costing, initial preparation,
construction, and project termination. Contractors are required to complete the tasks
identified in each of the project phases (see Table 2).
Table 2: List of Project Tasks

Design
Review Plans
Architect revises reviewed plans
Project Tender
Assign construction company
Agree on date of commencement
Final Costing
Propose final expected costing
for project materials
Initial Preparation
Site Survey
Inspect site
Site set-out
Public Utilities
Locate existing utilities
Final Preparation
Establish site construction access
Installation of safety fencing
around perimeter of site
Construction
Foundation
Installation of concrete slab
formwork
Pouring of concrete footings
Installation of drainage
Ground Floor (Offsite Construction)
Delivery and installation of
concrete tilt-up panels
First Floor (Offsite Construction)
Delivery and installation of

Receive revised plans from architect

Agree on expected timeframe

Propose final expected costing for

project labour
Finalise Earthworks

Amend existing utilities if required

Installation of temporary site power
Establishment of on-site temporary
office and amenity block
Pouring of concrete slab
Remove formwork
Waterproofing

8 | Page
8

concrete tilt-up panels

Car park/Driveway
Installation of concrete slab
Delivery/installation of car park lineformwork
paint and car park stoppers
Pouring of concrete driveway
Main Structure/Installation
Delivery and installation of
concrete tilt-up panels, structural
steel and stairways
Roofing
Delivery/installation of metal roof
Delivery/installation of metal roof
truss supports
sheeting
Main Structure Openings (windows, doors etc)
Delivery/installation of window
Delivery/installation of roller-doors
fittings and pedestrian access
doors

Table 2 Continued 1: List of Project Tasks

Essential Services (plumbing/electric)

Connection of main-structure
Delivery/installation of electrical
electrical services
fittings
Delivery/installation of plumbing
Testing of electrical fittings
fittings (i.e. WCs, URs,
Installation communication outlets
and HVAC
Internal Fit out Works
Delivery of office
Testing of electrical fittings
furniture/workshop benches
Tile bathrooms
Fit out and finish office, and
workshop
External Works
Finalisation of earthwork
Final site cleanup in preparation for
drainage
handover
Finalisation of on-site
landscaping
Project Termination
Removal of site office and
Site orientation
amenities
Site handover and final sign-off
Final defect
inspection/amendment

3.0 Work Breakdown Structure

The work break down structure (Table 3) provides a detailed evaluation of tasks
required in order to complete the project, identifying the duration (start and finish) and
the predecessors for every required task.
Table 3: Work Breakdown Structure

No.
#

Task Name

Durati
on
(DAYS
)

Project Start

148.5

Start

Finish

Mon 6/01/14

Thurs

Predeces
sor

9 | Page
9

3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19

Design
Review plans
Architect revises reviewed plans
Receive revised plans from
Architect
Project Tender
Assign construction company
Agree on date of commencement
Agree on expected timeframe
Final Costing
Propose final expected costing of
the project
Initial Preparation
Site Survey
Inspect site
Site set-out
Finalise earthworks
Public Utilities
Locate and amend existing utilities

4.5
3
1

Mon 6/01/14
Mon 6/01/14
Thu 9/01/14

07/08/14
Fri 10/01/14
Thu 9/01/14
Fri 10/01/14

0.5

Fri 10/01/14

Fri 10/01/14

1
0.5
0.5
0.5
2

Fri 10/01/14
Fri 10/01/14
Mon 13/01/14
Mon 13/01/14
Mon 13/01/14

Mon 13/01/14
Mon 13/01/14
Mon 13/01/14
Mon 13/01/14
Wed 15/01/14

6
8
8

Mon 13/01/14

Wed 15/01/14

10

3
3
1
1
1
2
2

Wed 15/01/14
Wed 15/01/14
Wed 15/01/14
Thu 16/01/14
Fri 17/01/14
Wed 15/01/14
Wed 15/01/14

Mon 20/01/14
Mon 20/01/14
Thu 16/01/14
Fri 17/01/14
Mon 20/01/14
Fri 17/01/14
Fri 17/01/14

12
15
16
12

Table 2 Continued: 0 Work Breakdown Structure

20
21
22

Final Preparation
Temporary fencing around site
Temporary office and amenity

8
2

Mon 20/01/14
Mon 20/01/14

Fri 31/01/14
Wed 22/01/14

19

Wed 22/01/14

Tue 28/01/14

21

23
24
25
26
27
28
29
30
31
32
33
34
35
36

block
Utilities and services installation
Construction
Foundation
Drainage installation
Install underground water tank
Formwork installation
Pouring concrete footings
Pouring concrete slab
Concrete curing
Remove formwork
Waterproofing
Main Structure
Ground Floor
Install temporary supports
Install premade concrete tilt-up

3
120
58
4
1
10
3
6
28
2
4
31
15
2

Tue 28/01/14
Fri 31/01/14
Fri 31/01/14
Fri 31/01/14
Thu 6/02/14
Fri 7/02/14
Fri 21/02/14
Wed 26/02/14
Thu 6/03/14
Tue 15/04/14
Thu 17/04/14
Mon 28/04/14
Mon 28/04/14
Mon 28/04/14

Fri 31/01/14
Thu 24/07/14
Mon 28/04/14
Thu 6/02/14
Fri 7/02/14
Fri 21/02/14
Wed 26/02/14
Thu 6/03/14
Tue 15/04/14
Thu 17/04/14
Mon 28/04/14
Mon 30/06/14
Mon 19/05/14
Wed 30/04/14

22

37

panels and groundfloor

Wed 30/04/14

Wed 7/05/14

36

38
39
40
41
42
43
44
45
46
47
48
49
50
51
52
53
54
55
56
57
58
59
60

plasterboard lining
Install supports
Installation of structural steel
Install stairway's
First Floor
Formwork installation
Pouring concrete slab
Concrete curing
Remove formwork
Waterproofing
Plasterboard lining installation
Install structural steel
Carpark/Driveway
Formwork installation
Pouring of concrete driveway slab
Concrete curing
Remove formwork
Waterproofing
Roofing
Install roof sheeting
Install insulation
Install awnings
Install drainage
Install capping

2
4
2
22
3
3
7
2
1
2
4
27
12
4
7
3
1
5
3
2
2
2
2

Wed 7/05/14
Fri 9/05/14
Thu 15/05/14
Thu 15/05/14
Thu 15/05/14
Tue 20/05/14
Fri 23/05/14
Tue 3/06/14
Thu 5/06/14
Fri 6/06/14
Wed 11/06/14
Tue 17/06/14
Tue 17/06/14
Thu 3/07/14
Wed 9/07/14
Fri 18/07/14
Wed 23/07/14
Tue 17/06/14
Tue 17/06/14
Fri 20/06/14
Fri 20/06/14
Fri 20/06/14
Fri 20/06/14

Fri 9/05/14
Thu 15/05/14
Mon 19/05/14
Tue 17/06/14
Tue 20/05/14
Fri 23/05/14
Tue 3/06/14
Thu 5/06/14
Fri 6/06/14
Wed 11/06/14
Tue 17/06/14
Thu 24/07/14
Thu 3/07/14
Wed 9/07/14
Fri 18/07/14
Wed 23/07/14
Thu 24/07/14
Tue 24/06/14
Fri 20/06/14
Tue 24/06/14
Tue 24/06/14
Tue 24/06/14
Tue 24/06/14

37
38
39

23
26
27
28
29
30
31
32

33

39
42
43
44
45
46
47
48
50
51
52
53
48
56
56
56
56

10 | P a g e
10

61

Install flashing

Fri 20/06/14

Tue 24/06/14

56

Table 2 Continued: 0 Work Breakdown Structure

62
63
64
65
66
67
68
69
70
71
72
73
74
75
76
77
78
79
80
81
82
83
84
85
86
87
88
89
90
91

Openings
Install windows
Install roller doors
Install entry and service doors
Install internal doors
Essential Services
Electrical
Rough in cables
Electrical interior/exterior fit-out
Connect power
Water
Install plumbing and fixtures
Connect water
Install Communication Outlets
Install HVAC
Internal Works
Install office partitions
Tile bathrooms
Fit-out and finish office
Fit-out and finish workshop
External Works
Remove temporary fence
Install final fence
Install gates
Carpark lining and installation of
wheel studs
Landscaping and bioretention
basin
Project Termination
Commissioning
Site cleanup
Final inspection, site handover and
sign-off

4
1
2
1
1
4
3
1
1
1
3
2
1
1
4
5
2
3
2
2
6
2
1

Tue 24/06/14
Tue 24/06/14
Tue 24/06/14
Thu 26/06/14
Fri 27/06/14
Tue 24/06/14
Tue 24/06/14
Tue 24/06/14
Wed 25/06/14
Thu 26/06/14
Tue 24/06/14
Tue 24/06/14
Thu 26/06/14
Tue 24/06/14
Tue 24/06/14
Mon 30/06/14
Mon 30/06/14
Mon 30/06/14
Thu 3/07/14
Wed 2/07/14
Thu 24/07/14
Thu 24/07/14
Mon 28/07/14
Wed 30/07/14

Mon 30/06/14
Wed 25/06/14
Thu 26/06/14
Fri 27/06/14
Mon 30/06/14
Mon 30/06/14
Fri 27/06/14
Wed 25/06/14
Thu 26/06/14
Fri 27/06/14
Fri 27/06/14
Thu 26/06/14
Fri 27/06/14
Wed 25/06/14
Mon 30/06/14
Mon 7/07/14
Wed 2/07/14
Thu 3/07/14
Mon 7/07/14
Fri 4/07/14
Tue 1/08/14
Mon 28/07/14
Wed 30/07/14
Thu 31/07/14

Wed 30/07/14

Thu 31/07/14

83

Wed 30/07/14

Fri 1/08/14

83

4
1
1

Fri 1/08/14
Fri 1/08/14
Mon 4/08/14

Thu 7/08/14
Mon 4/08/14
Tue 5/08/14

87
89

Tue 5/08/14

Thu 7/08/14

90

56
56
64
65

66
69
70
66
73
66
66
76
76
78
76
54
83
83

11 | P a g e
11

4.0 Required Resources

Resources required are analysed based on the varied tasks necessary to complete the project. Allocation of resources can have an
impact on the completion and duration of tasks. Table 4 shows the required resources for the site plan, first floor, ground floor, and
elevation. The total cost for each resource shown in Table 4 is based on the optimal duration and resource allocation of each task.
Table 4: Required Resources
Site plan

Total
cost

Palisade fence

$20,80
0

Manual Sliding Gates

$19,81
1

New Tilt Panel

$12,48
0

Concrete Blinding Layer

$1,024

Reinforced footing for

workshop

90 Stud concrete wheel stops

Floor Plan- 1st floor

Reinforced Concrete slab first
floor
Reinforced slab and
thickening on fill ground floor
(car park and driveway)

Total
cost

Floor Plan- Ground

Total
cost

Floor Plan- Ground

Total
cost

Elevation

Total
cost

$27,74
2

Tiling

$10,02
7

Stormwater drains PVC

$1,20
0

Zincalume Roof

$33,400

$22,52
8

Insulation

$8,757

Sewer drains

$680

Zincalume barge flashing

$1,350

Plaster Board Lining

$2,974

Door (solid core)

$329

Zincalume capping

$1,350

Roof penetration

$140.20

Fire door

$1,225

Electrical wiring

$4,600

Switch board

$8,000

$13,85
0
$29,70
0

$1,455

Zincalume roller door-manual

Vent Stack

$196

Zincalume roller doorElectric

$162

Shower Bench

$1,250

Entrance Glass door

$1,587

Toilets (cistern)

$762

Zincalume roller doormanual

$4,24
2
$4,71
3
$1,75
3
$1,44
9

Toilet seat

$106.8
0

Internal doors

$748

Power points

$2,200

Concrete tilt up walls

$181,62
8

10K L Underground water

tank

$6,250

Chained barrier- 1st floor

$108

Vehicular Crossovers

$1,750

Zincalume cover

Disabled parking pavement

marking

$140

Plaster Board Lining

Car park line marking

Bioretention and landscaping

$700
$3,100

Hand rails for stairs

$567

Partitions and fixtures

Stairs (18 steps per stair)

$9,800

Urinals (cistern)

$2,228

Internal door- glass panel

$1,81
2

Tactile ground surface

indicators base and top of
stairs

$186

Vanity Basin

$1,026

Internal door- glass paned

$1,81
2

Purloins

$2,760

Awning

$2,400

Shower head

$174

Glazed door

$430

Rafters

$2,810

HVAC (ventilation fan)

$19,500

Emergency light
Wall mounted exit light

$356.1
0
$192.5
3

Shower base

$1,252

Window- front door entrance

Shower door

$696

Window

Toilet door

$350

Window

Hot water system

$922

Emergency light

$372

sink

$962

Wall mounted exit light

$426

Pipe work water PVC

$2,700

Colour bond fire hose cabinet

Fire hose
Fire hose reel

| Page

$9,03
8
$2,77
3.85
$7,38
1.75

Communication outlets

$1,600

$1,20
2
$1,24
6
$1,02
6

12

Mains booster valve

$5,80
8

5.0 Precedence Diagram Method (PDM)

Figure 2 presents the projects manual PDM, the highlighted yellow displays the projects critical path. Figure 3 displays the projects PDM
in Microsoft Project; again the yellow highlight exemplifies the projects critical path. Figure 2 shows the task stages and their paths
whereas Figure 3 displays the activity, task dependencies and activity start and finish date.

| Page

13

5.1 Manual Diagram

Figure 2: PDM Manual Diagram

| Page

14

5.2 MS Project

Figure 3: Microsoft Project PDM Diagram

| Page

15

6.0 Project Time Analysis

The project duration is dependent on the sequence of activities, whereby, activities may be crashed or delayed to allow for better
resource management. Contracted labour for the project has been selected to undertake all activities as one collaborative body, and will
be managed appropriately so activities do not conflict and delay project. Resource allocation is the defining factor which affects the
ability to crash or delay an activity, whereby, the vital processes in the project are dependent on the allocation of materials. The critical
path can be straightforward, allowing for crashing through higher allocation of resources.
The scheduling prepared for the bus repair facility is a preliminary evaluation, as the scheduling is based on the ideal duration periods
relevant to specific tasks. If resources are allocated correctly and the scheduling is not delayed the project duration of tasks may be
shortened to save time. To crash the project, resources are the key factor; as the rate of production could be increased at the cost
associated with create allocation of resources.
Construction of the bus repair facility poses the longest duration of the phases (120 days). Although a number of tasks in the
construction phase occur simultaneously, crashing of the project would most likely be able to further reduce the duration of this phase.
The construction phase can be broken down into the following phases;

| Page

16

Foundation (58 days)

Car park/driveway (27 days)
Main structure: Ground floor (15 days)
Main structure: first floor (22 days)
Main structure: roofing (5 days)
Main structure: openings (4 days)
Essential services (4 days)

| Page

17

Design
Duration: 4.5 days
Project Tender
Duration: 1 day
Final Costing
Duration: 2 days
Initial Preparation
Duration: 3 days
Final Preparation
Duration: 8 days
Construction
Duration: 120 days
Main Structure
Duration: 31 days
Essential Services
Duration: 4 days
Internal Works
Duration: 5 days
External Works
Duration: 6 days
| Page

Project Termination
Duration: 4 days

18

Figure 4: Time Analysis Diagram

7.0 Network Crashing

It is estimated that the project will take approximately 148.5 days to complete. Due to the significant time period of the project, it is
essential that the project is managed to make the best use of its resources and ensure time is utilised efficiently to ensure it does not
exceed this deadline. To ensure the project runs on time and to budget, it is important that the project is continually monitored against
key milestones and controlled accordingly. In the case of the project looking to run over past the delivery time, project schedule
crashing can be utilised.
Project crashing refers to reducing the completion time of a project by sharply increasing resources and therefore cost (Vyas 2013). The
key to project schedule crashing is to attain maximum reductions in schedule time with minimum cost. Therefore crashing follows the
guidelines:

Only crash activities that are critical

Crash from the least expensive to most expensive
Crash an activity until it reaches maximum time reduction
Finish crashing when it becomes more expensive to crash than not to crash

There are many methods that can be used to crash projects however for the purpose of this report, the use of the Critical Path Method
will be explored. Figure 9 displays an Activity on Arrow network diagram of the tasks to be completed in the project. The tasks that are
critical and subject to crashing can be seen in Table 7. The critical path displayed in Figure 3 follows a clear finish to start relationship
with the exception of the start to start relationship of the ground floor construction task and the first floor construction task. Due to the
complexities entailed with this project (i.e. concrete construction) the finish to start relationship is the most suitable option to reduce
risk and further level the resource histogram (see Figure 6). To reduce the delivery time on the project a number of tasks could
| Page

19

implement start to start relationships once certain activities have been performed. The tasks roofing, openings, essential services and
the internal structures all have a significant total float and therefore can be delayed for a maximum of 23 days without delaying the
project delivery time. It is also noted that the task internal structure has a free float value of 23 and therefore can be delayed for
approximately 23 days without effecting the start time of any successors.
Table 5: Crashing the Criticle Path

Task
Design
Project Tender
Final Costing
Initial Preparation
Final Preparation
Foundation Construction
Ground Floor
First Floor
Car park/Driveway
External Works
Project Termination

| Page

Duration (Days)
4.5
1
2
3
8
58
15
22
27
6
4

Cost ($)
$3,855.00
$3,500.00
$1,120.00
$12,740.00
$21,406.00
$132,300.00
$212,039.00
$31,382.00
$37,050.00
$61,501.00
$8,924.00

20

Figure 5: Activity on Arrow Network

| Page

21

In reviewing the duration and costing of these tasks, it is evident that Foundation
Construction has the highest duration of 58 days followed by car park and driveway
construction at 27 days and have the highest impact on the completion time of the
project and the completion of other tasks. These tasks could be crashed by increasing
the resources used specifically during formwork installation and pouring the concrete.
By increasing labour during formwork installation and providing additional labour and
concrete trucks for pouring of the concrete by 100%, it is likely that the project can
further reduce the delivery time by 16 days at an additional cost of $65,102.00. Due to
the significant cost incurred and the small variation in delivery time reduction, the
crashing of these tasks is unfeasible however this strategy does offer the client the
option to shorten the finishing date of the project at an increased cost. Due to the
complexities of concrete and the slow rates of curing, construction tasks are unlikely to
be able to be crashed significantly.
Another strategy to crashing the project could involve fast tracking tasks. Fast tracking
involves over-lapping task which were initially scheduled sequentially (Patti 2010). It is
noted in the network Diagram (see Figure 9) and PDM (see Figure 3), the construction of
the car park and driveway creates significant delays in the project and if sped up in the
process, the project duration could be reduced by approximately 19 days. However due
to the heavy construction equipment required for main structure construction, driveway
and car park concreting cannot occur until later in the project. One option to improving
the duration of the project involves staging the driveway and car park construction with
the driveway and other areas subjected to heavy machinery occurring later in the
project while the concreting of car park areas could occur with the foundation
construction task. This would also allow activities within the external works task to
occur earlier in the project also.
An additional option to crashing the project involves fast tracking activities in the final
preparation task. This would reduce the duration of this task by 5 days and would
require limited additional resources. Therefore this strategy is the most appropriate in
crashing this type of project, requiring limited effort and resources while reducing the
overall project duration by 5 days.
Disadvantages of Crashing
It is noted that crashing a project, whether to extremes or not, can cause additional
problems in the project. The disadvantages of project crashing (Vyas 2013) include:

Decreased tolerance to errors that result in the project

22 | P a g e

A greater risk of task and project failure

Significant costs that can outweigh the benefits of time reductions.
A reduction in the quality of the project
Delayed delivery of the project if the crash impacts on team performance
Increased safety risk from the addition of inexperienced resources
Decreased productivity of new resources applied to crash the project

23 | P a g e

8.0 Gantt Chart

Figure 6: Gantt Chart Diagram

24 | P a g e

9.0 Resource Analysis

Analysing resources is not necessarily a quantitative analysis of the different elements,
but rather a qualitative analysis to support the project costing, risk management, and
project

timeline

sections.

The

following

analysis

will

provide

guideline

to

understanding the major elements of this project; namely materials, labour, workplace
health and safety, and machinery. Further details regarding the components materials
and labour will follow this resource analysis.

9.1 Material Analysis

Material supply and demand control is an essential part of any project; therefore it is
crucial that the project manager controls these alongside the associated labour and
machinery so that the project is completed within the time constraints. In doing so, the
project manager must consider all the possible path consideration that the project
could take during the construction process; including delays, material shortage, labour
shortage, cost underestimates and any other element drawback at the project planning
stage. Without getting the materials costing/supply correct, the project is at risk of
either a) running over time, b) running over budget, or c) not being completed.

9.2 Labour Analysis

It is important to analyse labour requirements as projects can usually be incorrectly and
negatively influenced by contractors. The provision for labour resources is strongly
dependant on the accurate budgeting of a project, therefore it is essential to consider
the time it may take to complete a project using advice and tender quotes to determine
the optimal allocation of labour resources. Labour progress is strongly dependant on
material resource allocation. It is therefore essential that throughout the project
planning and costing stage, both labour and materials are accounted for with respect to
the number of people per team required to complete each task. Furthermore, it is
essential to minimise the alteration of human resource quantities on a day-to-day basis
or between similar and/or dependant tasks. As with any project, there is a good chance
that the project may fall behind schedule due to uncontrollable reasons; namely bad
weather and delays in material supply. With this in mind, the analysis of calculative
techniques including project crashing and resource levelling is required to account
for possible project delays, and should be factored into final considerations. The
outcomes of these calculations indicate the optimal path for a project which could
either a) remain on schedule if uncontrollably delayed, or b) catch-up any time lost
during construction on order to meet deadlines.

25 | P a g e

9.3 Workplace Health and Safety (WHS) Analysis

Workplace Health and Safety (WHS) compliance is mandatory for any worksite or
construction activity. It is paramount that all workers comply with these standards to at
best eliminate the possible chance of an incident. As a requirement of WHS, all workers
that enter the site are required have a white card that indicates a safety induction has
been completed under Workplace Health and Safety Queensland Legislation. The
Workplace Health and Safety Act (1995) plays a significant factor in the operations of a
construction project, dictating procedures that help to prevent workers from getting
injured.

9.4 Machinery Analysis

Machinery is essential for the completion this project. Machinery is typically used to
complete tasks that human resources otherwise cannot, namely heavy lifting and
concrete pumping which are two major requirements for this project. By using human
resources to control machinery, tasks can be completed in a shorter timeframe,
allowing for a greater chance that the project remains on schedule. In order for this to
be possible, the allocation of machinery and associated equipment must be carefully
considered as well as the timing so that costs of machinery hire can remain at a
minimum. It is a well-known fact that monetary costs associated with machinery
operation can be high, on top of the considered level of risk involved with the operation
of machinery. Throughout the duration of this project the types of machinery will
include cranes, concrete pumps, cement trucks, earthmoving equipment and other
smaller hand-held types of equipment at the tradesmans discretion.

26 | P a g e

9.5 Resource Histogram

Figure 7: Resource Histogram

27 | P a g e

10.0 Costing Analysis

The cash flow analysis provides information in regards to the distribution of funds
during the project; the client must provide payment prior to and during the tasks. The
project was built around an 8 hour working day, 5 days a week, with public holidays
deducted from respective working weeks. This section will provide an analysis of the
cash flow, through the use of graphs for the expenditure and cost (Figure 7 and 8) for
the project lifespan, the costing per month of the project, a simple breakdown of the
project costs, and an in-depth analysis of the resources, the costs and each task
required to complete the project.

Project Costing for Tasks

$250,000.00
$200,000.00
$150,000.00
$100,000.00
$50,000.00
$0.00

Figure 8: Costing for Task

28 | P a g e

$800,000.00
$700,000.00
$600,000.00
$500,000.00
$400,000.00
$300,000.00
$200,000.00
$100,000.00
$0.00

Cost
Expenditure

Project Time (Month)

Figure 9: Project Cost/Expenditure Graph

10.1 Cash Flow Analysis

An estimate of the project costs are summarised in Table 5. The total estimated cost of
the project is $751,636.86, this figure does not include the 15% contingency value of
$112,745.55 to allow for potential risks that have been outlined in the risk analysis. A
detailed analysis of the costs of required resources and labour for each task of the
project is identified in Table 6.
Table 6: Cost Analysis

Cost Distribution Analysis

Resource Total

$716,459.87

Resource Work

$181,848.00

Resource Material

$534,611.86

External Hire Costs

$35,176.99

Preliminary Estimate

$751,636.86

Contingency (incl.)

$112,745.55

Final Estimate

$864,382.41

29 | P a g e

Table 7: Project Costings

30 | P a g e

24
49
72

No
50
25
73
.#
26
74
2
27
51
75
3
28
52
4
53
29
76
5
54
30
77
6
55
31
78
7
32
56
57
79
8
33
58
59
80
9
34
60
81
10
61
35
82
11
62
36
83
12
63
37
84
64
13
85
14
65
38
39
86
15
66
40
87
16
41
88
17
67
42
89
18
68
43
90
19
69
91
44
45
70
20
46
47
21
48
71
22
23

Construction
Carpark/Driveway
Water

Task
Name
Install
Foundation
plumbing
Formwork
and fixtures
Drainage
installation
Connect
installation
water
Project
Start
Install
Pouringunderground
of concrete
water
Install
tank
driveway
slab
Design
Formwork
Communication
Concrete
curing
Review plans
Remove
installation
formwork
Outlets
Architect revises
Pouring
Installconcrete
HVAC
reviewed plans
Waterproofing
footings
Receive revised
Pouring
Internalconcrete
Works
plans from Architect
Roofing
slab
Concrete
curing
Install Tender
office
Project
Remove
formwork
Install
roof
sheeting
partitions
Assign construction
Install
insulation
Tile bathrooms
company
Install
Waterproofing
awnings
Agree
date of
Installon
drainage
Fit-out
and
finish
commencement
Main
Structure
office
Agree
oncapping
expected
Install
Fit-out
and finish
timeframe
Install
flashing
Ground
Floor
workshop
External
Works
Final Costing
Openings
Install
temporary
Propose final
supports
Install
final fence
expected
costing of
windows
Install premade
the
project
concrete
tilt-up
Install gates
InstallInitial
roller
doors
panels
and ground
Preparation
Carpark
floor plasterboard
lining and
installation
of wheel
Sitelining
Survey
Install
entry
and
Install
supports
studs
service
Installation
of
Landscaping
and
Inspectdoors
site
Install internal
structural
steel
bio-retention
basin
Install
stairway's
Remove
temporary
Sitedoors
set-out
fence
First
Floor
Project
Finalise
earthworks
Essential
Termination
Formwork
Services
Commissioning
Public
Utilities
Electrical
installation
Pouring
concrete
Site and
cleanup
Locate
amend
Rough
inutilities
cables
Final
inspection,
slab
existing
Concrete
curing
site
handover
and
Remove
Electrical
formwork
sign-off
Final
Preparation
Waterproofingfitinterior/exterior
Temporary fencing
Plasterboard
out lining
around
site
installation
Temporary
office
Install
structural
Connect
power
and amenity
steel block
Utilities and
services installation

120
27
3
Durati

on
12 58
2
(DAYS
)
4
1
148.5
1
4
1
4.5
10
7
3
3
3
4
1
1
6
5
0.5
5
28
2
1
2
3
2
3
0.5
4
2
2
2
0.5
31
2
2
0.5
2
15
6
2
4
2
2
1
5
2
1
2
3
1
3
1
2
4
2
1
1
2
1
22
4
1
4
3
1
2
3
3
1
1
2
2
7
2
1
8
1
2
2
4
1
3
3

Tue Tue
Fri
31/01/14
17/06/14
24/06/14
TueStart
17/06/14
24/06/14
Fri
31/01/14
Fri 31/01/14
Mon
Thu
6/01/14
6/02/14
Thu
26/06/14
3/07/14
Mon
Tue
6/01/14
Fri
7/02/14
Wed
24/06/14
9/07/14
Mon 6/01/14
Fri 18/07/14
Fri 21/02/14
Tue
Thu 9/01/14
Wed
24/06/14
Wed
23/07/14
Mon
Fri 10/01/14
26/02/14
Tue
30/06/14
Fri
Thu
6/03/14
17/06/14
Mon
10/01/14
15/04/14
Tue
17/06/14
30/06/14
Fri 20/06/14
Mon
Fri
10/01/14
Fri30/06/14
20/06/14
Thu
Mon
Fri17/04/14
20/06/14
Thu
3/07/14
13/01/14
Mon
Mon
Fri
20/06/14
28/04/14
Wed
2/07/14
Fri13/01/14
20/06/14
Mon
Mon
28/04/14
Mon
13/01/14
Tue
Mon
30/06/14
24/06/14
28/04/14
Mon
Mon
Tue
24/06/14
Wed
30/06/14
13/01/14
30/04/14
Wed
2/07/14
Wed
Tue 24/06/14
15/01/14
Wed 2/07/14
Wed
15/01/14
Wed Thu
7/05/14
Wed
26/06/14
Fri
9/05/14
Wed
2/07/14
Fri15/01/14
27/06/14
Thu
Thu
Fri 4/07/14
16/01/14
15/05/14
Thu
Fri 17/01/14
Tue
15/05/14
24/07/14
Wed
24/06/14
Thu
15/01/14
Tue
15/05/14
24/07/14
Tue
24/06/14
20/05/14
Fri
25/07/14
Wed
Tue 24/06/14
Mon
Fri15/01/14
23/05/14
28/04/14
Tue Mon
Wed
3/06/14
20/01/14
Thu
5/06/14
25/06/14
Mon
Fri 6/06/14
20/01/14
Wed
Wed
Thu
22/01/14
11/06/14
26/06/14

Thu Fri
24/07/14
27/06/14
Finish
Thu
Mon
3/07/14
Thu
28/04/14
26/06/14
Thu 6/02/14
Thurs
Fri 27/06/14
07/08/14
Fri 7/02/14
Wed
9/07/14
Fri
Wed
10/01/14
21/02/14
Fri
25/06/14
18/07/14
Thu 9/01/14
Wed
Wed
23/07/14
Mon
Fri 10/01/14
26/02/14
Thu
30/06/14
Thu
6/03/14
24/07/14
Mon
Fri 10/01/14
Tue
7/07/14
Mon
Tue
15/04/14
Wed
24/06/14
2/07/14
13/01/14
Thu
Fri 20/06/14
Mon
Tue
17/04/14
24/06/14
Thu
3/07/14
13/01/14
Tue
24/06/14
Mon
Mon
Tue
24/06/14
28/04/14
Mon
7/07/14
13/01/14
Mon
Mon
Tue
24/06/14
30/06/14
Fri
4/07/14
13/01/14
Tue
24/06/14
Mon
Wed
19/05/14
Tue
1/08/14
15/01/14
Mon
Wed
30/06/14
30/04/14
Mon
Wed
Wed
Wed
7/05/14
28/07/14
15/01/14
25/06/14
Wed
Mon
Thu
30/07/14
20/01/14
26/06/14
Thu
Mon
31/07/14
20/01/14
Fri
Fri27/06/14
9/05/14
Thu
Thu
16/01/14
Mon
15/05/14
31/07/14
30/06/14
Mon
Fri
1/08/14
Fri 17/01/14
19/05/14
Mon
Tue
Thu
20/01/14
Mon
17/06/14
7/08/14
Fri
Tue
30/06/14
20/05/14
Mon
4/08/14
17/01/14
Fri
Fri
27/06/14
23/05/14
Tue
5/08/14
Thu Wed
7/08/14
Fri
17/01/14
Tue
25/06/14
3/06/14
Fri
Thu Thu
5/06/14
31/01/14
Fri
6/06/14
26/06/14
Wed
Wed
22/01/14
11/06/14

Tue 28/01/14

Fri 31/01/14

Tue
17/06/14
Fri 27/06/14
Tue 28/01/14

Pred
ecess
48
66
or
23
73
26
50
66
27
51
52
28
66
4
53
29
5
30
76
31
48
56
76
6
32
56
56
78
8
56
76
8
56
33
77
10
56
36
83
56
83
64
37
38
83
12
65
39
86
15
16
39
87
42
89
12
66
90
43
44
69
45
46
19

$621,280.86
$37,050.00
$16,030.80

Name
Steel
Plumber
FixerResource
[1],
[2],Plumbing
Reinforcement
Contractors
[1]
[3],
Shower [1], Sink [1], Vanity Basin [1],
Plumber
Contractors
[2], Pipework
Toilet
[1], [1],
Urinal
[1], Hotwater
System [1]
Plumber
sewer
[1], Plumbing
and waterContractors
PVC [1]
[2],
Plumber
[1],
Contractors
[2],
Crane
15T
Concrete
Mains
Pump
booster
Operator
valve
[1],[1]
Concreter
[1],
Electrical
Underground
Networker
Water
Tank
[2],[1]
[2], Concrete
Slab [1]
Steel
FixerConcreter
[3], Reinforcement
Communication
Outlet
[2]
[1][1]
Site Engineer [1]
Steel Fixer [2]
Concrete
Pump
Operator
Contractors
[4], Electrician
[1],
Architect
[1][1], Concreter
[4], Concrete
Concreter
Footings
[2]
[1] [1]
Plumber
[1],
HVAC
System
Concrete Pump
Operator [1]
[1], Concreter
Site Engineer
[4], Concrete Foundation [1]
[4] Walls and
ContractorsConcreter
[3], Partition
Fixer[1]
[2] Roof [1]
ContractorsSteel
[5], Zincalume
Fixtures
Contractors
[4],Manager
Roof
Insulation
Contractors
[3], Tiling
Project
[1][1] [1]
Contractors
Concreter
[2], Awnings
[3]
[1]
Contractors
[2],Office
Stormwater
Drains
PVC
Contractors
[2],
Utilities
[1], Tactile
Project
Manager
[1]
[1]Indicators [1]
Ground Surface
Contractors
[2], Capping
[1]
Contractors
[2], Plumber
[1],
Project
Manager
[1]Colourbond
Contractors
[2], Zincalume
Barge
Fire
Hose Cabinet
with Fire Hose
[1]
Flashing [1]
Contractor [4], Temporary Support
Structure
[1]Fence [1], TiltContractors [3],
Palisade
Project
Team[2],
[1]Window
Glazier
[2],
Rigger[2],
[4],Contractors
Contractors
[2],
15T Crane
up Fence [1]
Front
Entrance
Window
[1]
[1], 50T Crane
Tilt-up
Concrete
Wall
Contractors
[3],[1],
Manual
Sliding
Gates
[1]
Mechanic
[2], Plaster
Contractors
Zincalume
Panel [1],
Board[2],
Lining
[1]
Roller Door [2],
- Manual
[2],Line
Zincalume
Contractors
Carpark
Marking
Roller
Door
Electrical
[1]Marking
[1], Disabled Parking Pavement
Joiner
[2],
Contractors
[1]Stops
Glazed
Door
Steel
Fixer
[3], Support
Beams
[1],
Concrete
Wheel
[1][1]
Door[1],
[1]Rafters
Steel
Fixer[1],
[3],
Purlins
[1]
Landscaper
[3],Fire
Bioretention
Basin[3]
[1],
Geotechnical
Engineering
Team
Joiner [2], Contractors
Landscaping[3],
[1]Toilet Door
[1],
Internal
Door
Internal
Door
Contractor
[3], [1],
Stairway's
[1]
Contractors
[3] Team
Geotechnical
Engineering
[3]
Glass-Panel [1], Internal Door Glass[1]
GeotechnicalPaned
Engineering
Team [3]
Steel Fixer
[3],
Reinforcement
[1]
Contractors
[3],
Electrician
[1], Plumber
[1]
Electrician [1], Plumber [1], Electrical
Concrete Pump
Operator[4]
[1], Concreter
Contractors
Contractors
[1],Electrical
PlumbingContractors
Contractors[3],
[1]
Electrician
[1],
Project[3],
Team
Concrete
[1], Site
Slab
Engineer
[1]
[1]
Temporary
Water
and
[1]
Electrical
Concreter
Wiring
[3]Power
[1]
Electrician [1],
Steel
Electrical
Fixer [3]
Contractors [3],
Concreter
[3] points [1],
Emergency Light
[1], Power
Contractors
Board
Lining
[1]
Switch
Board[3],
[1],Plaster
Wall Mounted
Exit Light
Contractors
[3],
Temporary
Fencing
[1]

47
70
21

[1]
Contractors
[3],
Temporary
Lunch
Steel Fixer[1],
[3],Electrical
Purlins [1],
RaftersRoom
[1]
Electrician
Contractors
[2]
[1], Temporary Office Block [1]

22

Contractors [3], Temporary Toilets [2]

Cost
$4,944.00 $132,300.00
$8,878.80
$3,380.00
$5,808.00
$751,636.86
$6,698.00
$27,574.00
$1,600.00
$3,855.00
$4,120.00
$2,884.00
$1,680.00
$1,236.00
$32,172.00
$19,500.00
$1,200.00
$412.00
$46,536.00
$17,310.00
$975.00
$49,307.20
$36,922.00
$1,455.00
$3,500.00
$824.00
$33,400.00
$8,757.00
$10,027.00
$1,500.00
$1,648.00
$2,400.00
$1,200.00
$294.00
$1,000.00
$332,050.80
$140.20
$3,474.00
$1,000.00
$1,350.00
$212,039.00
$61,501.00
$1,120.00
$39,322.60
$1,000.00
$33,280.00
$19,617.60
$185,274.00
$1,120.00
$19,811.00
$10,832.00
$12,740.00
$1,864.00
$9,790.00
$2,079.00
$2,000.00
$7,218.00
$3,924.00
$3,240.00
$5,146.00
$10,367.00
$150.00
$2,050.00
$31,382.00
$8,924.00
$4,500.00
$57,480.06
$1,236.00
$1,344.00
$2,950.00
$20,349.26
$2,472.00
$4,412.00
$4,600.00
$928.00
$2,950.00
$900.00
$11,297.26
$824.00
$21,406.00
$824.00
$2,974.00
$600.00
$1,648.00
$3,000.00
$5,166.00
$7,000.00

31 | P a g e

11.0 Risk Management Plan

Risk is an uncertain outcome most commonly resulting in a negative impact. Risk management is a precautionary process in
establishing the context, identifying the risks, analysing the risks, evaluating the risks, and treating risk.
An ideal project would be completed on time without issues arising during construction resulting in maximum profit gains;
however this is rarely ever the case. To minimise and eliminate these issues a risk assessment is undertaken prior to
construction to identify possible obstacles. A risk management plan contains the identified risks, the potential impacts,
mitigation strategies, and the role responsible for the strategy and risk score and impact severity. This plan is achieved
through a five step process as shown in Figure 10.

32 | P a g e

Figure 10: Risk Management Process (Source: APEC International Centre for Sustainable Tourism 2006)
The types of risk associated with this project can be categorised as either internal risks (Table 8) or external risks (Table 10).
Internal risks are identified as risks that establish themselves within the control of the project team these include incorrect

33 | P a g e

costing, undefined scope and unrealistic time frames etc. External risks are out of the project teams control and include
weather, community opposition, and availability of resources etc. The risk score displayed in each of these tables is explained
in Table 11.

11.1 Identify Risks

Table 8: Identified Internal Risks
No.
1

2
3

Internal Risks
Potential Impact

Risk
Unrealistic

project schedule

Incorrect costing
Loss of key

personnel
(health, injury or
career move)
Violation of

legislation

Who is responsible

Risk
Score
3-E
Extrem
e

Project doesnt meet

final deadline
Company fined
Reputations tarnished
Reduction in profits
for stakeholders
Communication
breakdown
Project time delays

PM, PE, FM

Project termination
until further notice
Fines resulting in
profit loss
Lack of finances to
rectify unforeseen
risks

PM, CM

PM

1C
Modera
te
3B
Modera
te
1E

PM, PE, E
PM, SO, entire
workforce

Poor
contingency
plan

Unskilled labour

Project time delays

PM, CM, SM

Contractor

Project time delays

PM, CM, CT

2D
High
2B
Modera
te
1E
High

34 | P a g e

failure

Poorly defined
scope/changes
to scope

CM
E
FM
PE
PM
SM
SO

Loss of finances
already paid
Unsatisfied client
Rift between client
and company
Reputation tarnished

High
PM, client

3E
Extrem
e

Table 9: Responsibility Abbreviations

Abbreviation
Role
Contracts Manger
Estimator
Fabrication Manager
Project Engineer
Project Manager
Site Manager
Safety Officer

Table 10: Identified External Risks

External Risks
No.
Risk
Potential Impact
1

Weather

State
strike

labour

Project time delays

Damage to soil or built structure
Project time delays
Loss of productivity from labour

Risk
Score
4E
Extre
me
1D
Modera

35 | P a g e

Community
opposition

Introduction of,

and amendments
to legislation

Availability of
resources

Increase in wages due to union pressure

resulting in profit loss
Project time delays
Changes to project design
Changes to project design
Project time delays
Training of staff to incorporate new legislation
into construction
Changes to project design
Increase in resource cost or
Building standards compromised

te
3B
Modera
te
1D
Modera
te
2D
High

LIKELIHOOD

Table 11: Risk Matrix

5-Almost
Certain
4-Likely
3-Possible
2-Unlikely
1-Rare

Insignificant
A
Moderate
Moderate
Low
Low
Low

IMPACT/SEVERITY
Minor
Moderate
Major
B
C
D
High
High
Extreme
Moderate
Moderate
Moderate
Low

High
Moderate
Moderate
Moderate

High
High
High
Moderate

Severe
E
Extreme
Extreme
Extreme
High
High

Table 12: Likelihood Definition

Description
Almost Certain
Likely
Possible
Unlikely
Rare

Definition
High likelihood of risk occurring
Most probably will occur
50% chance of occurrence
Not likely to occur
Very small chance of occurrence

36 | P a g e

Table 13: Severity Definition

Description
Insignificant
Minor
Moderate
Major
Severe

Definition
Little or no financial cost, environmental or
structure damage, time or human injury.
Small amount of financial cost, environmental or
structure damage, time or human injury.
Mild amount impact in one or more of the
following cost, environmental or structure
damage, time or human injury.
Significant amount of impact in one of the
following areas financial cost, environmental or
structure damage, time or human injury.
Extensive amount of impact in more than one of
the following financial cost, environmental or
structure damage, time or human injury. Can
result in project termination.

11.2 Risk Mitigation

Table 14 identifies solutions to possible risks outlined in Tables 8 and 10. These solutions are to be implemented if risk occurs
during the project. After carful assessment of potential risks a 15% contingency fund has been agreed upon with the client to
be consulted if issues occur. This contingency percentage is higher than the usual 5%-10% as the architectural plans lack the
required detail, resulting in a higher project risk.

37 | P a g e

Table 14: Risk Mitigation

N Risk
o.
1
2
3

4
5
6

Unrealistic
project schedule

Internal Risk Solutions

Risk Response Mitigation Strategy
Risk control

Set weekly/fortnightly targets. Increase

labour to make targets if falling
behind.
Incorrect costing Risk control
Develop alternative solutions to the
risk.
Loss of key
Risk acceptance Employ new personnel to fill the
personnel
and transfer
vacant role. Use contingency fund to
(health, injury or
alleviate residual risk. Transfer cost of
career move)
rehabilitation/loss of income to
insurance for all on site injuries.
Violation of
Risk avoidance Develop an alternative strategy to
legislation
and control
control or avoid the risk.
Poor contingency Risk control
Change the project design to free up
plan
finances to fund the risk.
Unskilled
Risk transfer,
If the unskilled labourers were hired
labourers
control or
from a labour hire company the risk
acceptance
can be transferred back onto the
company.
Labourers can be controlled to benefit
the project in other areas by role
swapping depending upon skills.
Unskilled labourers can be accepted
and staff members trained into skilled
workers.
Contractor failure Risk transfer
The risk can be transferred back onto
and acceptance the bankrupt company or insurance.
Present a clear and in depth scope of
contractors responsibility and role
within the project prior to
commencement.
The risk can be accepted and a new

38 | P a g e

2
3

contractor determined.
Poorly defined
Risk control and Re-assess activity to comply with new
scope/changes to acceptance
scope. Use contingency fund to offset
scope
costs involved with new activity
External Risk Solutions
Weather
Risk
Use the contingency allowance to
acceptance
alleviate damages and time delays by
increasing labour to get back on
schedule.
State labour strike Risk transfer Accept the strike and use contingency
or acceptance fund to pay new wage increase to end
the project delay.
Community
Risk control
Re-assess the initial community
opposition
consultation and develop a solution to
mediate the situation to end the
project delay.
Introduction of, and Risk
Re-design the activity to comply with
amendments to
acceptance
new/amended legislation. Contingency
legislation
fund accessed to cover costs of new
conforming activity.
Availability of
Risk transfer Transfer risk onto contractors tender
resources
or avoidance agreement. Change project design to
accommodate resource unavailability.
Table 15: Risk Response Definition

Type of risk
response
Risk transfer
Risk avoidance
Risk control

Description
The risk can be transferred to another party through
insurance, scope non-compliance breaking contractual
obligations.
Avoid the activity generating the risk, as no other
response can be achieved without creating a higher
risk.
Redesign, reassess or develop alternatives to alleviate
identified risk.

39 | P a g e

Risk acceptance

Accepting the risk as is using the contingency fund to

offset financial loss.

12.0 Conclusion
This project construction plan has provided a time analysis, projected costings, resource planning analysis, and a risk
assessment of the bus repair facility to be constructed at 68 Chetwynd Street Loganholme. The entire project will take 149
days and will cost $716,459.86 (including contingency plan). The bus repair facility will Begin construction on the 6 th of
January 2014 and terminate on the 30th July.

40 | P a g e

References
Asia-Pacific Economic Cooperation International Centre for Sustainable Tourism 2006, Tourism Risk Management: An
Authoritative Guide to Managing Crises in Tourism, online, Available:
<http://www.sustainabletourismonline.com/awms/Upload/HOMEPAGE/AICST_Risk_management.pdf>
Google 2013, Google Earth, Version 7.1.1.1888, Google Inc.
Logan City Council 2010, Application Form: Build Near/Over Sewer, LCC, Logan.
Logan City Council 2006, Logan City Council Planning Scheme 2006: Schedule 3 Standards, LCC, Logan.
Rawlinsons, J.2013, Rawlinsons Construction Cost Guide, Rawlhouse, Perth.
Standards Australia 2009, Design for Access and Mobility, online, Available:
<https://infostore.saiglobal.com/store/PreviewDoc.aspx?saleItemID=2056690> (10 October 2013).
. Vyas, R.S. 2013, Scheduling project management: using crashing CPM network to get project completed on time,
International Journal of Engineering Research and Technology, vol. 2, no. 2.
Patti, D. 2010, Crashing in Project Management: A Comprehensive Guide, online, Available: <http://www.pmhut.com/crashingin-project-management-a-comprehensive-guide> (20 Oct 2013).

41 | P a g e

42 | P a g e

Appendix 1:

43 | P a g e

44 | P a g e

45 | P a g e