Table 1: Key Milestones Across Project Lifecycle

standards. It involves the conversion of the rail corridor and upgrades to the 11 existing stations. Southwest Metro received project approval in December 2018. In 2019, early works will becarried out before the start of substantial construction to establish key construction sites and provide protection to the public where required. Some site establishment works such as heritage protection, site traffic control, scaffolding instalment, vegetation removal and transport network adjustment are expected to be done during 2020. Major construction, including station upgrades and corridor works, will commence in late 2020 and early 2021.

2.5.2 Key Milestones

The table 1 below lists the high-level Key Milestones of the project and their estimated completion timeframe.

Table 1: Key Milestones Across Project Lifecycle

Key Milestones

After modifying project charter and getting approval, this project approaches the end of initiation phase. Reaching the end of planning phase when purchasing and contracting are achieved.

Estimated Completion Timeframe

17th April 2018

20th November 2018

Fulfilling external work such as paving and landscaping and overbridge work at respective stations then reaching the end of constructing phase. 5th January 2024

Conducting integrated change and control 15th August 2018 Site clean-up and deliverables of Sydney Metro Southwest Line handover 20th November 2024

2.6 Budget Estimate

2.6.1 Funding Source

The Sydenham to Bankstown component delivery phase has now received all of its funding. Total Asset Management (TAM), Rebuilding NSW, and UrbanGrowth NSW and LAHC are its funding sources (Sydney Metro Final Business Case Summary, 2016).

2.6.2 Estimate

The estimated cost baseline for Sydenham to Bankstown upgrade is assumed as $2.552 billion AU dollars, which means that the indirect cost, escalation and activity contingency reserve are taken into account. Plus the management reserve, which accounts for 10% of the cost baseline ($255.2 million), the overall budget is $2.8 billion. The final budget value may vary due to continuous fine-

tuning and optimisation involving the key contracts awarded, due to the huge scope of the Sydney Metro City & Southwest project. The contracts will be awarded to different companies regarding various construction activities. The detailed Cost Breakdown Structure will be thoroughly dissected in the Cost Management Plan (Section 5.3).

2.7Assumptions, Constrains and Risks

2.7.1 Assumptions

• The scope of works for the project is defined in the Project Brief for all stages of works.

• All applications and certificates have been approved for construction.

• Sufficient funds, cost payment allocation and project contingencies have been allowed for every stage of the project duration within the overall budget.

• The whole project would be delivered within the approved budget $2.552 billion.

• The exchange rate is assumed to be fixed in a steady range.

• Construction hours: Monday to Friday 7 am to 6 pm and Saturday 8 am to 5 pm.

• The project design team and selected contractor have the essential knowledge, appropriate experience, capability and capacity to deliver the project.

• Days of delay due to the extreme weather will be calculated based on the average historical data.

• The cost and schedule contingency in a risk analysis will be assumed rationally and be explained by using an example with Monte Carlo Simulation analysis in this report.

• Current construction market and major political conditions will not change, ending up having no impact on this project.

• Adequate site investigations have been undertaken in the early work stages of the project to identify existing site constraints that may affect the scope of work.

• The construction and upgrading work at Sydenham station is assumed to be included in the Sydenham to Bankstown line as a part of Sydney Metro City & Southwest.

• Contingency reserve determination relies on the Monte Carlo Simulation which is conducted in risk analysis and the basic cost risk value is assumed reasonably correspond to the cost breakdown structure.

2.7.2 Constrains

Scope:

The project is restricted to the scope developed and documented in the approved Business Case and Project Brief.

Budget

There will be no increase in financing expected at the initiation stage of the project. The whole project team tends to monitor the cost closely to ensure the project expenditure is in accordance with the set budget, namely $2.8 billion AU dollars. The delivery of metro infrastructure will be undertaken by Sydney Metro and not funded by local councils.

Time and schedule:

This project will be requested that no work be undertaken after 10 pm, before 7am or after hours on weekends, including the movement of heavy vehicles. The approved planning phase program indicated a completion date by the end of 2024. The project team is committed to delivering the project corresponding to the key milestone dates.

Resources:

All the financial, human and material resources are allocated to the project appropriately, which facilitate the successful delivery of the project. In respect of the material sourced from a domestic area or other countries, the price will remain within a reasonable range where to fluctuate.

Quality:

The quality and design of the project are associated with the functional requirements and project objectives developed by the consultant team with stakeholder approvals.

Site Constraints:

The T3 Bankstown Line and freight tracks operated by ARTC (Australian Rail Track Corporation) will remain operational for the majority of the construction period. Therefore, to ensure the station and infrastructure upgrade works can be conducted efficiently and safely, accommodating the works that cannot be undertaken when trains are operating, EIS Technical Paper 1 presented a Temporary Transport Strategy (TTS) which outlined the approach for the use of replacement bus

services for periods when train was not able to run. This allows the construction work to be conducted during rail possession periods, when trains are not operating. As outlined in TTS, there are three further construction period scenarios that have been considered:

●The additional weekend possessions

●The night-time weekday possessions

● Where up to three stations are closed concurrently, for up to months.

Also, heavy construction vehicles would be restricted to the specific designated road network to get access in or out the construction site. For example, figure 5 displays the key traffic routes for construction vehicles in Marrickville site.

Figure 5: Heavy Vehicle Access Route Details for Access 1(Sydenham Metro Upgrade-Construction Traffic Management Plan Revision 19, 2021)

https://sydenhamstationupgrade.com/sydenhamstationupgrade/

Heritage:

There are heritage constraints to the project. All 11 stations in the project area are heritage listed. Three stations on the State Heritage Register (SHR) - Marrickville (SHR1186) Canterbury (SHR1109) and Belmore (SHR 1081) - all listed as Railway Station Groups. The main potential physical impacts to non-Aboriginal heritage would occur during the construction phase. The Heritage Assessment has argued that all SHR stations would continue to meet the threshold for State significance and the building within the Listed Group-the platform buildings- would be retained and more visible.

For example, at Marrickville Station, the existing platform would be straightened and extended to the east, and heritage station buildings on platforms 1 and 2 would be retained (Figure 6).

Figure 6:Heritage items within Marrickville and platform 1 & 2 (Sydenham to Bankstown Environmental Impact Statement, June 2018)

http://majorprojects.planning.nsw.gov.au/index.pl?action=view_job&job_id=8256

2.7.3 Risks

Risk Mitigation

Poor construction traffic causing ● Provide additional commuter parking increased congestion and delays

● Commit to Sydney Metro to modify and improve intersection performance at the location by integrating construction traffic management plans.

Excessive deformation and damage ● Adequate investigation when interfacing existing structure and equipment

(Design and Technical) ● Using BIM to detect structure conflicts

● Employ skilful and experienced labours

Noise and vibration as sleep ● An acoustic shed may be constructed over the disturbance during the night excavation to reduce noise impacts

(Environmental) ● A noise barrier or hoarding will be built around the site

Non-Aboriginal heritage (Potential ● Consider the detailed design once those SHR items for impacts to items listed in State are confirmed, which retain the significance of those Heritage Register) items.

(Legal and Heritage) ● Commit to the preparation of heritage interpretation plan

Impacts on community infrastructure located near the project area

(Schedule) ● Set a high-quality fence

● By designing an improved site layout plan

● A good preparation for surrounding structures and infrastructure investigation

Hydrology, flooding and water ● Design new trunk drainage infrastructure quality (Changes in surface water flows due to construction activities) (Environmental) ● Provide detention basin

Damage to the existing ● Conduct complete and thorough investigation of the infrastructure and services designated area

(Cost) ● Protection for the service area like encasing the pipeline

● Employ standard working procedure

WHS risk due to the COVID-19 Strictly follow the safe instructions and rules displayed

(WHS)

by the government and encourage all employees to get fully vaccinated promptly.

2.8 Team Organisation

2.8.1 Team Roles and Responsibilities

Name Roles Responsibilities

Y.Z. Construction Manager Responsible for overseeing the entirety of the project from start to finish.

Y.H. Quantity Surveyor Responsible for estimating the costs, materials, and labour needed to complete a project.

H.Y. Architect Responsible for envisioning the client’s needs and developing a creative solution.

T.Z. WHS Manager Responsible for ensuring the construction project site has followed the safety regulations and codes of practice.

X.Z. Risk Manager Responsible for the project risk management and advice risk policies and process, monitor and control related risks during project execution.

2.8.2 Team Communication Plan

Communication Communication Description Audiences Frequency

Objective Platform

Weekly Tutorial Moodle, Bb Complete tutorial Team Weekly Activities Collaborate, questions by working in a members Google Docs team, present weekly tutorial works to receive feedback from tutors and submit the completed tutorial activity via Moodle

Information WeChat Group A communication tool for Team Daily Updates Chat team members to keep in members touch

Group Microsoft Teams Weekly Teams meetings Team Weekly Case-Based Video to discuss the progress members Project Conferencing and challenge of the assignment

Project Status Email Contact with tutor and Team As needed Updates lecturer for clarification or members assistance

2.8.3 Team Risk Management Plan

Potential Risk Possible Causes Mitigation Strategies

Disagreement in some points Not clearly stating a proper Arrange weekly progress of views ground rules updates and regular meetings via Teams.

Unfair or unequal contribution Personal reasons or poor Allocate team roles and communication among responsibilities equally. If teammates necessary, contact the Lecturer/Tutor for assistance.

Overdue Poor time management, Establish a comprehensive lack of communication and team communication plan to scheduling track the progress. Set specific deadlines for each milestone of the project.

3.0 Project Scope Management Plan

3.1 Scope Definition

As the second half of the Sydney City & Southwest Metro Project (one of the three lines of Sydney Metro), the Sydenham to Bankstown Upgrade Project (Sydney Southwest Metro Line) is a mega infrastructure project with an expected cost of $2.8 billion Australian dollars. It will be built based on the existing Sydney Train railway -- T3 Bankstown Line, upgrading all train stations and rail systems between Sydenham and Bankstown to metro standards, and providing associated infrastructure. The traditional T3 Sydney Train will continue to serve the area west beyond Bankstown. The Sydney Southwest Metro Line Project covers 11 stations with a length of 13.5 km, which is consisting of: • Enabling Works. • Stations Upgrades (Sydenham, Marrickville, Canterbury and Lakemba Station, Dulwich Hill, Campsie and Punchbowl Station, Hurlstone Park, Belmore, Wiley Park, and Bankstown) • Trains, Systems, Operations and Maintenance (partial). • Line-Wide (partial). • Southwest Metro Corridor

After the completion of the project, passengers can enjoy the brand-new air-conditioned metro trains and increased train frequency at peak hours – a train at least every four minutes at each station. In addition, they can have a safer and more convenient travelling experience with the upgrades of train stations including but not limited to, newly installed platform screen doors, minimal gaps between platforms and trains, accessible train stations with lifts for all stops. Apart from these, another important point is, the train stops at all local stations, thus, there is no need to wait for the right train. The upgrade project also alleviate the congestion risk with T2 and T8 in the central station as the metro is a standalone system. It helps to fulfil the increasing demand, provides many job opportunities, accelerates the development of Western Sydney.

Because the project involves a huge amount of work, the Sydney Metro project is divided into different work packages for tendering as shown in the figure 7. Please refer to later sections for further details.

Figure 7: Work Packages of Sydney City & Southwest Metro Project （Sydney Metro, 2018)

3.2 Project Scope Statement

Project Title

Sydney Metro-Sydenham to Bankstown

Date prepared 4/6/2017

Client

Transport for NSW

Project Deliverables:

• Upgrades of 11 train stations according to metro standards • Installation of Sydney Metro rail systems, adjustment of existing Sydney

Trains rail systems • Improvement of rail corridor fencing and noise walls • A new stabling facility for Sydney Metro trains • New traction substations • Upgrade of existing bridges/underpasses that cross the rail corridor

Scope of Works:

1. Enabling Works: • Utility and geotechnical investigations • Site establishment activities • Transport network adjustments • Building and vegetation removals, e.g., section huts, trees, etc. • Installation of a combined services route trough • Embankment stabilization activities • Installation of some corridor boundary fencing

2. Station Works:

2.1 Bankstown Station Works: • Construction of a new at-grade crossing between the Sydney Trains and Sydney Metro platforms, • Construction of new plazas at entrances on both sides of the rail corridor, • Construction of a new Sydney Metro ‘up’ platform to the east of the new at-grade

• Construction of a new canopy connecting the new station entrance with both the existing station platforms and the Sydney Metro platforms,

• Widening and maintenance of the rail bridge overpass connecting North Terrace and South Terrace, • Installation of track and rail infrastructure, and • Landscaping and installation of street furniture.

2.2 Southwest Metro Station Upgrades (Marrickville, Canterbury and Lakemba Station, Dulwich Hill, Campsie and Punchbowl Station, Hurlstone Park, Belmore and Wiley Park): • Re-levelling of platforms • Construction and installation of new lifts • Installation of platform screen doors • Installation of emergency egress ramps • Refurbishment / Repurposing of station buildings on platforms and/or at station entrances • Signage and wayfinding installation • Enhancements to footpaths, paving and lighting in the vicinity of station entrances • Landscaping and installation of street furniture

2.3 Sydenham Station and Junction Works

• Upgrading of Platforms 1 and 2 to Sydney Metro standards, • Reconfiguration of existing track and rail systems to segregate the Sydney Trains

T3 Bankstown Line and the goods line, • Installation of Sydney Metro rail systems, • Erection of a new second concourse over the station with lifts and stairs to each platform, • Straightening of the Sydney Metro platforms and platform screen doors, • Adjustments to the Sydenham Pit and Drainage Pumping Station, and • Construction of two new station entrances at Burrows Road and Railway Parade.

3. Trains, Systems, Operations and Maintenance: • Control and communications systems • Radio communications • Trains and signalling for the Sydney Metro City and the Sydney Metro Southwest sections • Platform screen doors and platform edge barriers on the Sydney Metro City section

4. Line-Wide:

• Construction of the Sydney Metro Trains Facility (South) and associated stabling works • Lighting, low and high voltage power supply • Construction of electrical substations and services buildings • Station control systems, overhead line, and traction supply

5. Southwest Metro Corridor: • Installation of services in the combined services route trough, • Installation of segregation and corridor security fencing, • Construction of retaining walls and associated earthwork activities, • Removing existing fastenings, rail and sleepers, • Installation of new track, • Maintenance of existing track drainage, and • Bridge works.

(Sydney Metro, 2018; Sydney Metro, 2021)

Project Acceptance Criteria:

The project will be handed over to the Sydney Metro for operation upon completion of construction and commissioning. The following acceptance criteria is what the Jonn Holland and Laing O’Rourke Australia Construction Pty Ltd Joint Venture as the project main contractor, will attain throughout the whole construction project cycle.

• All scope of works and project deliverables will complete in compliance with all quality standards outlined in the quality management plan, and are aligned with all Australian standards, Building Code of Australia, local council regulations and contractual obligations.

The project is subject to legislative environmental compliance requirements associated with:

o Environmental Planning and Assessment Act 1979(NSW) o Protection of the Environment Operations Act 1997 (NSW)

• The completion of the project will be in accordance with the approved drawings, specifications, and other documentation encompassed in the contract which ensure customer needs and the objectives of this project can be satisfied.

• The delivery of the project will comply with the City & Southwest CSSI planning approval requirements consisting of Conditions of Approval (CoAs) and Revised

Environmental Mitigation Measures (REMMs) allocated to each stage of the project.

• In the event of a change to stage scope of works, the stage’s applicable Construction

Environmental Management Plan and sub-plans will be reviewed and updated as required according to the relevance of the applicable Conditions of Approval and

Revised Environmental Mitigation Measures to the stage.

• The completion of the project is within the established schedule and set budget $2.552 billion to optimise the efficiency and effectiveness of the project

Project Exclusion:

• Tunnelling construction in Marrickville dive site near the Sydenham station included in Sydney Metro southwest is excluded from the scope of Sydney Metro Sydenham to Bankstown line. • The adjustment and upgrading of the existing rail corridor in the west part of the Bankstown station is not included in the scope of the construction work.

Project Constraints: Scope:

• The project is restricted to the scope developed and documented in the approved Business Case and project Brief.

Budge:

• There will be no increase in financing expected at the initiation stage of the project. The whole project team tends to monitor the cost in order to ensure the project expenditure is in accordance with the set budget, namely $2.8 billion AU dollars. The delivery of metro infrastructure will be undertaken by Sydney Metro and not funded by local councils.

Time and schedule:

• This project will be requested that no work be undertaken after 10 pm, before 7am or after hours on weekends, including the movement of heavy vehicles.

• The approved planning phase program indicated a completion date by the end of 2024. The project team is committed to deliver the project corresponding to the key milestone dates.

Resources:

• All the financial, human and material resources are allocated to the project appropriately, which facilitate the successful delivery of the project. In respect of the material sourced from a domestic area or other country, the price will remain within a reasonable range where to fluctuate. • Minimum 90% materials purchased must be sourced within Australia.

Quality and Construction work:

• The quality and design of the project correspond to the functional requirements, enabling design objectives, customer needs, safety and sustainability guideline. • All metro property must be fully protected during construction of the development and all site work including clearances to metro tracks and protection reserves must comply with the relevant TfNSW standards relating to air space, external developments and tunnels.

Site Constraints:

Rail and Site Possession:

The T3 Bankstown Line and freight tracks operated by ARTC (Australian Rail Track

Corporation) will remain operational for the majority of the construction period.

Therefore, to ensure the station and infrastructure upgrade works can complete efficiently and safely, accommodating the works that cannot be undertaken when trains are operating, EIS Technical Paper 1 presented a Temporary Transport Strategy (TTS) which outlined the approach for the use of replacement bus services for periods when train will not be able to run. This allows the construction work to be conducted during rail possession periods, when trains are not operating.

As outlined in TTS, there are three further construction period scenarios that have been considered:

• The additional weekend possessions • The night-time weekday possessions • Where up to three stations are closed concurrently, for up to months.

Vehicle Route (figure 8):

Vehicles will only access and exit site using the route shown in blue.

Figure 8: Delivery Requirements Gate 3 – Possession (Sydenham Metro upgrade-Construction Traffic Management Plan Revision19, 2021)

https://sydenhamstationupgrade.com/sydenhamstationupgrade/

Site Traffic Access:

Deliveries for works on site such as Heavy Construction Plant (beam and girder deliveries, precast deliveries, tower crane deliveries) associated with heavy construction vehicles would be restricted to the specific designated road network. For example, figure 9 displays the key traffic routes for construction vehicles in Marrickville site.

Figure 9: Heavy Vehicle Access Route Details for Access 1 (Sydenham Metro upgrade-Construction Traffic Management Plan Revision 19, 2021)

https://sydenhamstationupgrade.com/sydenhamstationupgrade/

Safety:

• All construction activities of the project carried out on metro property must be in compliance with the requirement of the relevant authorities and legislation including workplace health and safety (WHS).

Heritage:

There are heritage constraints to the project. All 11 stations in the project area are heritage listed. Three stations on the State Heritage Register (SHR) - Marrickville (SHR1186) Canterbury (SHR1109) and Belmore (SHR 1081) - all listed as Railway Station Groups. The main potential physical impacts to non-Aboriginal heritage would occur during the construction phase. The Heritage Assessment has argued that all SHR stations would continue to meet the threshold for State significance and the building within the Listed Group-the platform buildings- would be retained and more visible.

For example, at Marrickville Station, the existing platform would be straightened and extended to the east, and heritage station buildings on platform 1 and 2 would be retained (Figure 10).

Figure 10: Heritage items within Marrickville and platform 1 & 2 (Sydenham to Bankstown Environmental Impact Statemen, June 2018)

https://sydenhamstationupgrade.com/sydenhamstationupgrade

ASSUMPTIONS：

• The scope of works for the project is defined in the Project Brief for all stages of works.

• All applications and certificates have been approved for construction.

• Sufficient funds, cost payment allocation and project contingencies have been allowed for every stage of the project duration within the overall budget.

• The whole project would be delivered within the approved budget $2.552 billion.

• The exchange rate is assumed to be fixed in a steady range.

• Construction hours: Monday to Friday 7 am to 6 pm and Saturday 8 am to 5 pm.

• The project design team and selected contractor have the essential knowledge, appropriate experience, capability and capacity to deliver the project.

• Days of delay due to the extreme weather will be calculated based on the average historical data.

• The cost and schedule contingency in a risk analysis will be assumed rationally and be explained by using an example with Monte Carlo Simulation analysis in this report.

• Current construction market and major political conditions will not change, ending up having no impact on this project.

• Adequate site investigations have been undertaken in the early work stages of the project to identify existing site constraints that may affect the scope of work.

• The construction and upgrading work at Sydenham station is assumed to be included in the Sydenham to Bankstown line as a part of Sydney Metro City & Southwest.

• Contingency reserve determination relies on the Monte Carlo Simulation which is conducted in risk analysis and the basic cost risk value is assumed reasonably correspond to the cost breakdown structure.

Dependency Linkage:

The commencement of reconfiguration, installation and upgrading work at Sydenham station is linked to the completion of the tunnelling work at Marrickville Dive Site near the north part of Sydenham station.

3.3 WBS

3.4 WBS Dictionary

WBS ID 1.3.2 Date Started 29th November 2018

Work Package Name

Site Preparation (Including all stations) Date Finished 22nd July 2021

Description These early works are typically carried out before the start of substantial construction to establish key construction site and provide protection to the public where required. Budget $50 million + GST

Assumptions and Constrains

▪ Duration for rail and site possession ▪ The duration of site preparation incorporates all 11 stations preparation throughout the whole construction life cycle ▪ All station site areas are heritage listed

Activities

1 Install site environment management and traffic control according to the construction environment plan.

2 3 Establishing construction compounds and work sites Temporary or permanent power, water and other utilities supplying to construction site within work area.

4 Relocating, adjusting and protecting utilities and services affected by the project.

5

The removal of buildings and structures where required. 6 Vegetation clearance within the rail corridor

Quality and Technical Requirements

Adhere to ▪ AS 4191:2015 Portable traffic signal systems ▪ AS 1742.2-2009 Manual of uniform traffic control devices ▪ AS 4970-2009 Protection of trees on development site

Acceptance Criteria

▪ The project is subject to legislative environmental compliance requirements associated with Protection of the Environment Operations Act 1997 (NSW) ▪ Meets quality and technical requirements ▪ Building within the Heritage Listed Group-the platform buildings- would be retained and more visible.

WBS ID 1.3.11

Work Package Name

Railway track and overhead wiring works Date Started 17th January 2019 Date Finished 29th February 2022

Description Following a detailed design and project plan, this work package would involve changes to the existing track. Also, work to upgrade, replace track and supporting infrastructure along the rail corridor need to be undertaken. Budget $750 million + GST

Assumptions and Constrains

▪ Duration for rail and site possession ▪ Materials such as railway steel are sourced from Australia

Activities

1 The removal of old fastenings, rail and sleepers 2 Laying the new rails 3 The placement of ballast and sleeper on the formation 4 Tamping and profiling the ballast around the sleepers Fixing and welding the rails to sleepers

5

Installing cable and equipment such as electrical system Installing overhead wiring for rolling stock(railway vehicles) 6 Mainternance of existing track drainage

Quality and Technical Requirements

Adhere to ▪ AS 7635:2013 Track Geometry ▪ AS 7639:2013 Track Structure and Support ▪ AS 1085.17: 2021 Railway track material, Part 17: Steel sleepers ▪ AS 7508: 2017 Track Forces and Stresses ▪ AS 1085.1:2019 Railway Track Material, Part 1: Steel Rails ▪ AS 1085.3-2002 Railway track material-Part 3: Sleeper plates

Acceptance Criteria

▪ The project is subject to legislative environmental compliance requirements associated with Protection of the Environment Operations Act 1997 (NSW) ▪ Meets quality and technical requirements ▪ Final inspections by Quantity Manager, Project Engineer and Project Manager

WBS ID 1.3.13 Date Started 17th January 2019

Work Package Name

Bridge works Date Finished 29th September 2022

Description Most bridges would be able to remain partially open to traffic while installing new traffic barrier and anti-throw screen. Budget $70 million + GST

Assumptions and Constrains

▪ Duration for rail and site possession ▪ Materials such as anti-throw screen are sourced from Australia and precast.

Activities

1 Close bridge lanes and footpath based on requirements 2 Existing parapets being removed down to the existing bridge slab. 3 Precast parapet sections being positioned with the use of cranes and fixed to the bridge deck. Prefabricated anti-throw screen is ready to install.

4

The installation of bridge protection measures. 5 Bridge lanes and footpaths reopen to traffic.

Quality and Technical Requirements

Adhere to ▪ AS 5100.2:2017 Bridge design, Part 2: Design loads ▪ AS 5100.4: 2017 Bridge design, Part 4: Bearings and deck joints ▪ AS 5100.8:2017 Bridge design, Part 8: Rehabilitation and strengthening of existing bridges

Acceptance Criteria

▪ The project is subject to legislative environmental compliance requirements associated with Protection of the Environment Operations Act 1997 (NSW) ▪ Meets quality and technical requirements ▪ Final inspections by Quantity Manager, Project Engineer and Project Manager

3.5 Project Scope Validation and Verification Process

The process of formalizing acceptance of completed project deliverables is scope validation. The Sydney Metro Sydenham to Bankstown Upgrade Project has well-defined scope (as shown in Section 2.2 PSS) and the scope validation process takes place in three phases.

When the project is authorized at the end of the concept phase, the first phase begins. The construction contractors are not involved in this process as the contract has not been awarded. However, the eventual outcome is a preliminary scope of work and a contract that describes what will be delivered in general. The definition phase follows, during which ample plans and specifications are created to establish the baseline criteria for scope, budget and schedule. The final phase, project acceptance, should be done appropriately and in compliance with the contract. Before moving on to the next phase, each of these phases should be recognized by a formalized verification process (Project Management Institute, 2016).

The figure above illustrates the detailed Scope Validation and Verification Process for this project. Inspections help ensure that all stage’s milestones are met. For example, quantity measurements are adopted in the metro upgrade project to verify installed material quantities. Diverse materials’ quantities are taken from the comprehensive drawings, forming the bill of materials (BOM). The number within the scope of work is then compared to the corresponding materials onsite. The outcome determines whether the work and deliverables fulfil the

requirements and formal acceptance criteria for the product.

For the deliverables successfully accepted, they are officially signed off by the sponsors (Total Asset Management, Rebuilding NSW, and Urban Growth NSW and LAHC). After all the

deliverables are formally accepted, the project will be passed on to the Close Project or Phase procedure.

In the meanwhile, the completed deliverables that have not been formally accepted, as well as the reasons for their non-acceptance, are documented. Depending on different situations, the contractors may be entailed to redo the construction work. Otherwise, a change request for defect rectification may be required for those deliverables. The Change Requests are then processed through the Perform Integrated Change Control process for review and disposition (Project Management Institute, 2017).

3.6 Project Monitoring and Control System

Monitoring and Control System is critical to ensure that the scope baseline is upheld throughout the duration of the overall project with minimal disruptions caused by inevitable changes. In order to monitor the project scope baseline, WBS Dictionaries as a tool that the project manager would utilize, which could support Work Breakdown Structure (WBS) by detailing all information regarding the deliverables (scheduling and the activities involved). (Project Management Institute, 2017).

In Sydney Metro Sydenham to Bankstown, the WBS dictionary is the principal tool used to compare the project actual work being performed against what should be completed. The WBS contains specific details for each work package including description, milestones/due dates, interdependent activities, budget, constraints, activity list, quality requirements and acceptance criteria. To be able to monitor and control the scope during the Sydney Metro Southwest, the project manager and construction team will be required to manage the modifications of the scope efficiently by employing an online database to report any changes to the baseline effectively and efficiently. It could enable all team members and stakeholders associated with the Sydney Metro Southwest project to be informed and leave sufficient revisions and updates to the scope and work activities.

3.7 Scope Change Management Process

Changes to the scope are very likely to happen in large scale construction projects, not an exception in the Sydney Metro - Sydenham to Bankstown. However, these modifications must be managed properly in order to avoid scope creep, which has been defined as “the uncontrolled expansion to product or project scope without adjustments to time, cost, and resources.” (Project Management Institute, 2017). It can be considered as an undesirable attribute towards

the overall project scope; therefore, a scope change management process has been prepared for Sydney Metro.

The construction phase of Sydney Metro Southwest may be impacted by several uncertainties’ factors, including unexpected soil instability, extended severe weather and COVID-19 pandemic. As a result, the Scope Change Management Plan with the Change Control Form and Change Control Board, are important to keep the process on track and record the modifications to manage the overall project effectively and efficiently with minimal disruptions to primary deliverables.

The Scope Change Management Process for the Sydney Metro Southwest Project is listed as follows:

1. Identify change items: Recognize variations within the project.

2. Evaluate and propose changes: Assess the identified differences and analyse the possible impacts, submitting the request report to the manager. The manager enters it into the changelog.

3. Approve change requests: All confirmed modifications shall go through into the approval process, and the proposed change requests should also be sent to the client, who would make the final decision for the indicated changes (may accept or reject).

4. Implement the change request: If the change request is accepted, the change will be executed. If the change request is rejected, consultations are needed with all members of the team before further actions.

Changes to the project scope will affect all aspects of the project life cycle, such as the performance, schedule, and budget. Therefore, controls must be fully considered alongside other factors within the project scope change, particularly control of events, cost holes and quality. Moreover, a Scope Change Request (SCR) form is also required to be completed for all scope changes for approval or rejection. In order to complete the SCR, the following scope change control flow chart shows some key steps of project scope management in Sydney Metro Southwest, which will be further used and adhered to:

4.0 Project Schedule Management Plan

The Project Schedule Management Plan maps out the approach to the development of the project schedules and the delivery of the project in accordance with the project schedule. The plan specifies the proposed methodologies and tools to be used in monitoring and controlling the project schedule and approved baseline schedule.

The roles and responsibilities for the development of the project schedule are shown below:

Roles Responsibilities

Schedule manager - Design and develop project plans - Supervise and manage the progress process, and conduct all related internal audits - Record project schedules and maintain a database of tasks and their status - Record all new information in the database and provide scheduled reports for contract coordination and reporting purposes - Work with project managers and field engineers to develop and update weekly short-interval schedules - Let stakeholders understand the project timetable and deadline. - Identify potential project schedule delays and facilitate timely intervention. Project Manager - During the entire project construction period, supervise whether the entire team's work is proceeding in accordance with the project schedule. - The construction project manager is responsible for formulating, implementing, and managing the overall project schedule process. - Pay attention to the project's progress to ensure that the work of each stage is completed on time. - Help the overall process of the project to be completed faster. Construction Manager - The construction manager supervises the daily on-site process of the project on behalf of the team on site. - During the construction process, make appropriate decisions for the implementation and realization of project goals. - Communicate with the project manager and process manager on time to ensure that the project goals are met on schedule. - Ensure that the project is completed on time and that all subcontractors and project teams comply with all quality standards and management plans.

Contracts Manager - The contract manager will be responsible for the overall procurement of goods and services to complete the project. - Confirm that the contract meets all quality standards. - The renewal or renewal of the relevant contract will affect the plans of multiple internal stakeholders. It is necessary to ensure the timeliness of the progress of the contract to avoid affecting the progress of the project. - In response to any project requirements that affect procurement - In the process of project development, ensure that thecontract is accurately executed and satisfied. Architecture - Design and draft the project's construction plan and get confirmation from the customer and the construction staff. - During the project construction process, communicate with the project team regularly to solve project problems and provide new design solutions in time. - Ensure that the design drawings and construction detail documents comply with quality control and can be completed on time. - Visit and review the construction site to ensure that the project meets local environmental and safety requirements. - Assist the project manager to ensure that the specific work plan and timetable of the project proposal are feasible and that these standards can be maintained and correctly implemented at all stages of construction.

4.1 Project scheduling methodology

4.1.1 Scheduling Method

Schedule Management refers to the procedure of forming the policies, processes, and documentation for managing, planning, improving, executing, thus controlling the whole project timeline. It could be noticed that the complexity of the scheduling management in construction projects, as a series of activities in a project could happen simultaneously.

In the Sydney Metro Sydenham to Bankstown project, the Critical Path Method (CPM) is adopted, which is a common method in construction management projects. By summing up the time duration of each task in the critical path, this analysis can determine the expected entire construction period and completion date of the overall project. This method decomposes the construction process into a step-by-step format to make sure that projected delivery schedules in the process are recorded, in order to minimize the risk of time overruns. Besides, it could provide a clear outline between the project's critical and non-critical tasks to ensure when accidents happen, appropriate response actions could be taken immediately.

4.1.2 Organizational Procedure Links

In the Sydney Metro project, The Work Breakdown Structure (WBS) can be considered as the organised process links which decompose stage works into smaller components, which are more manageable. This helps the project manager and project team to identify and manage the project work effectively, keeping the planned activities consistent.

4.1.3 Scheduling Tool

It is extremely important for the project manager to understand scope creep, pressure on the schedule, and the necessity for cost control, especially for large-scale construction projects. Hence, Microsoft Project, as one of the most effective tools for scheduling and cost control, has been utilized in the Sydney Metro Southwest project. Microsoft Project is a communication tool that could provide the construction project management team with a road map for project execution, and it is also a software for productively managing time deadlines and minimizing cost overruns.

Microsoft Project has lots of useful features (Furnival, 2018), including: • Planning and Scheduling • Project Timeline View • Collaboration

• Reporting • Resource Management • Multiple Projects ▪ Different Views

4.1.4 Level of Accuracy

The Sydney Metro Southwest project is a large-scale infrastructure project, and there are inevitably various uncontrollable factors that may affect the schedule efficiency of the project and lead to budget overrun. The project manager should consider the impact of these incidents on the progress of the overall project. Furthermore, the acceptable range used in determining realistic activity duration estimates is set between plus and minus 10%.

4.1.5 Units of Measurement

▪ Project duration:

Weeks

Months

Quarters Years

▪ Cost:

AUD$ ▪ Dimensions:

mm (millimeter) m (Meter) sqm (Square Meter)

H (Hectare)

A (Acre) ▪ Weight/Mass:

Tons (Tonnes) Kgs (Kilograms) ▪ Volume

m2 (Meter Square) m3 (Meter Cubed)

4.2 Activity identification process

4.2.1 Project Structure and Approach

According to the Scope Management Plan, the Sydney Metro Southwest project's construction work between Sydenham and Bankstown would be upgraded to metro standards. The T3 Bankstown Line and ARTC (Australian Rail Track Corporation) freight tracks will stay operating for most of the construction period.

The work at each station will be planned, scheduled, and managed as a separate project. Each site's work is autonomous and unaffected by the progress of other sites' work, which can resolve variations in each location's unique scope and time and enable work to be readjusted according to the individual constraints of various places.

4.2.2 Work Package Decomposition

The engineering project schedule must be further subdivided into the work packages defined in the WBS dictionary and contained in the WBS. Decomposing the construction work of each site results in the creation of a distinct work breakdown structure and WBS dictionary to explain the projects of each site adequately.

The work packages are broken down into smaller, more manageable chunks, thus establishing a foundation for project schedule planning and construction activity monitoring. On the other hand, excessive decomposition of the project work schedule will complicate ongoing construction planning and monitoring, should also be avoided.

Furthermore, the project manager must assist the project team in subdividing the entire work schedule to increase the likelihood of project success.

4.3 Activity sequencing method

All the activities need to be sequenced as per the dependencies. Activity sequencing method is a process that demonstrates how activities are sorted and reflects their interdependencies. This approach requires an accurate calculation of the proposed activities that may occur within the Sydney Metro project with a determination of the most effective and rational sequence. Sequencing also needs understanding and recognizing the multiple relationships between these activities in order to determine their importance and perform a successful outcome.

This method can effectively record and display information regarding the position in the Sydney Metro Southwest project schedule. The specific details are shown as follows.

 The duration of each activity

 The early start dates

 The late start dates

 The early finish dates

 The late finish dates

4.3.1 Relationship Types

For the Sydney Metro Sydenham to Bankstown, Precedence Diagram Method (PDM) would be used at the beginning of project development. This method can effectively record and display information about the relationship between activities using the following four predecessors:

 Start to Start:

The first activity must be started firstly, and then the next activity can be started

 Start to Finish:

The predecessor activity must start before the successor activity is completed

 Finish to Start:

Before a new activity begins, the previous activity should be completed

 Finish to Finish:

The previous activity must be completed before the successors complete their activities

4.3.2 Dependency Determination

The dependencies in the Sydney Metro Southwest project are classified into the 4 attributes below:

 Mandatory dependencies

 Discretionary dependencies

 External dependencies

 Internal dependencies

The appropriate dependency would be determined according to a comprehensive analysis of the complicated connections among each activity within the overall Sydney Metro project. Under some circumstances, two attributes may be applied concurrently.

4.3.3 Lead and Lag

For the more complicated relationship between two activities whereby there is a period imposed on each, in this case, the precedence cannot be described in the four categories above. Therefore, the terminology of “lead” and “lag” is further introduced, which acquires the features below:

 Lead:

The amount of time that the following activity can start prior to the finish of its preceding activity. The lead enables the occurrence of overlapping.

 Lag:

The amount of time predefined in schedule in which it regulates that the following activity cannot start until this period of time passes after its preceding activity finishes.

4.4 Estimating activity duration method

4.4.1 Activity Duration Estimation Methodology

According to Uher (2003), estimating activity duration is the process of calculating the number of each individual period in construction corresponding to the unique activity required to be completed in the project. The approaches to estimate are more likely to be affected by the specific construction project, construction site and particular condition under consideration.

The accuracy of the time estimated is subject to the availability of historical data, anticipated resource, relevant informed information such as design drawings, associated work to be performed and the effectiveness of approach adopted, and the capability of risk management.

The duration estimation methods which tend to be employed in the construction project include:

● Expert Judgement (team’s past experience)

● Analogous Estimating (historical records)

● Parametric Estimating

● Three-point Estimating

● Group Decision-Making Techniques

● Published Estimating Data

A schedule risk contingency will be allowed for all specific activity duration estimated to alleviate the influence of project uncertainties. And this will be elaborated in the risk management plan.

4.4.2 Approaches Adopted in Sydney Metro Southwest Construction Project

In this stage, our team decides to perform activity duration estimation via three widely used approaches, namely analogous estimating, parametric estimating and three-point estimating also known as PERT analysis.

4.4.2.1 Analogous estimating

By utilising the similar previous project data, the future activity duration estimation can be achieved when locality and some other unique factors are considered. In this report our team will reasonably choose partial activity similar to the Sydney Metro Sydenham to Bankstown line to estimate the duration with some adjustment factor adding to the amount.

Adjustment factor:

As shown in figure11, users can filter materials and equipment in the 3D model in SmartPlant to visualise if the material or equipment in this activity is needed, which have not been used in previous construction activities.

Figure 11: Filters in SmartPlant Construction enable users to find material and equipment availability. (Factors Affecting Construction Labour Productivity, n.d)

Error! Hyperlink reference not valid.As shown in figure 12 and 13, in the new construction project like in railway construction and rehabilitation some working package are prone to be congested in the same area at the same time. Using SmartPlant Construction enables the labour factor to be seen by team members. Therefore, they can encompass the 25% labour inefficiency factor into duration calculation.

Figure 12: Typical railway construction activities and tools applied

Figure 13: The 3D model can be filtered in SmartPlant Construction due to two different work packages occurring in the same area at the same time, highlighting any labour inefficiencies.(Factors Affecting Construction Labour Productivity, n.d)

https://www.intergraph.com › global › documents

4.4.2.2 Parametric Estimation

Parametric estimating method is another method could be embraced in the estimation of activity duration. This method pushes the work to be drilled down into the unit rate and depends heavily upon the resource usage for execution of a given activity in terms of labour-hour estimated by using productivity rates and appropriate job management adjustment factor.

According to Uhe (2003), there are two methods for calculating the duration shown below:

(1) Construction activity duration is determined by:

● Quantity of work

● Number of persons

● Productivity rate (labour hours / unit)

● Adjustment factor

Equation:

(2) Construction activity duration is determined by