PRJ5105 Project Integration and Change Management Report 3 Sample
Assignment Brief
This task will give students an opportunity to practice the subject topics in a real project environment and demonstrate their competencies in using integration management methods. This assessment requires students to analyse a real-life project (either ongoing or completed) to develop and write the Project Plans for Integration Management, Change Management and Configuration Management tailored to the selected real-life project. Students can select projects in their field of interest, but project must be aligned with the discipline of project management. This assessment also requires student present their plan using a presentation file (max. 10 mins with no restriction on word count or number of slides in the PowerPoint file). For this purpose, students will need to create Power point presentation slides and use them during the presentation. The components of the assessment (word file and PowerPoint file) must be submitted in Canvas using assignment submission link for final marking as per due date specified in Canvas.
Following resources may assist student in selecting a real-life project but the students could select any other real life case study project suiting their preference:
• Projects within the Transport Program for UNSW:
https://www.transport.nsw.gov.au/projects
• City of Sydney, projects within the Changing urban precincts program:
https://www.cityofsydney.nsw.gov.au/building-new-infrastructure
• Kerzner, H 2017, Project management case studies,6th edition, John Wiley &
Sons, Hoboken, New Jersey.
Case studies from project management book are not allowed to be used in this assessment.
Solution
Introduction
Project Context and Type
The Crescent Synthetic Sports Field Project is one of the City of Sydney's visionary projects, aiming to improve synthetic sports fields for the people. It is one component of the Sports Field Development Program, aimed at meeting the growing need for multifunctional sports grounds in the city. Situated in the Annandale district near Chapman Road and The Crescent, this project reflects the principles of sustainable urban development progress and the enhancement of community-friendly facilities (City of Sydney, 2021).
Johnstons Creek Parkland Masterplan adopted in 2013 depicted the project site as an ideal site for active junior sports. At the moment, this site is already strategically located as a recreation site since it lies close to the Jubilee Oval and the Federal Park. These facilities will be augmented by the synthetic sports field which will provide extended playtime, better versatility for several sporting activities, and accessibility for all the members of society.
The elements include innovative technological solutions like efficient intensification of artificial lighting, paved access to the field, and built-in mini synthetic all-purpose surfaces for games in hockey, futsal, and soccer. It also provides for sustainability through the use of strong and durable materials, championing increased tree canopy cover and management of floods (City of Sydney, 2024).
Challenges and Constraints
Despite its ambitious goals, the project faces several challenges that must be carefully managed to ensure its success:
1. Community Feedback and Concerns
o Some issues with the environmental impact of synthetic turf have been discussed in community and environmentalist circles.
o During community engagement exercises, parking restrictions and possible road closures have raised concerns. Such concerns can only be solved innovatively, as the option for additional parking lot enlargement is virtually nonexistent (City of Sydney, 2021).
o Keeping the residents of the neighboring areas awake at night can be prevented, but this requires employing the latest technologies, which are installed in the lighting system of the sports field.
2. Environmental and Technical Constraints
o There is potential for flooding on the project site, as documented in the Blackwattle Bay Catchment Flood Study. This entails sophisticated flooding simulations and the assessment of peculiar architectural designs to make the field exploitable and sustainable (City of Sydney, 2021).
o Contaminants have developed over the years from previous commercial and industrial activities at the site this leads to some environmental and safety issues that must be achieved through the best environmental procedures.
3. Design and Sustainability Challenges
o The increase in scale will have to meet community needs for a floor capable of hosting senior hockey games and full-sized games while staying within the confines of the location for university assignment help.
o Efficient practices have to be integrated and adopted in a building such as through the use of efficient lighting, using durable resources in construction, and improving the landscape without compromising the financial resources available.
o Thus, location selection for the new facility must ensure proper integration into the existing parkland environment while respecting the established landscape and biophysical properties (City of Sydney, 2021).
Stakeholders
The success of the Crescent Synthetic Sports Field Project depends on the active collaboration and engagement of a diverse group of stakeholders, including:
• City of Sydney Council: It is the one who supports the project and makes various critical decisions regarding funding and the authority to carry out the project.
• Local Sporting Organizations: Organisations like the Glebe District Hockey Club, Cricket NSW, and other community sporting organizations stand to gain from the improvements in the particular facility (City of Sydney, 2024).
• Residents and Community Groups: Local people, environmental groups, and users of the park have offered feedback that has come in handy in the development of the project.
• Contractors and Consultants: The project involves the design and construction teams that maintain technical and quality benchmarks and environmental standards for the project.
• Transport Authorities: Engagement with Transport for NSW enables addressing parking and access issues; increasing the mode share for cycling and walking.
Part 1: Integration Management Plan
1. Intention of the Document
This Integration Management Plan is an elaborate document that spells out how all project activities will be coordinated in terms of design, execution, and even stakeholder management. The integration of these elements will help the project in achieving its intended goal of establishing a quality sports facility that will meet the expectations of the wider population, embrace sustainable practices, and be delivered effectively within the set time frame, resources, and magnitude (Ingason, 2015).
2. Objectives of the Project
The primary objectives of the Crescent Synthetic Sports Field Project are:
1. For the installation of a synthetic sports surface that will be capable of serving junior and senior hockey, futsal, and soccer.
2. Primarily to increase the recreational attraction of The Crescent Open Space through the connection and extension of the new facility into the parklands (City of Sydney, 2024).
3. To develop and maintain a production and architectural management approach that has a positive effect on the environment and is both functional and economical for the long term.
4. To help address these community concerns and better align the project with the community's wishes and goals.
3. Importance of Integration
Integration is significant to enable all facets of the project to work together effectively towards the achievement of the intended goals. It helps:
• Make tasks realistic to fit into realities on the ground while also meeting the expectations of stakeholders.
• Minimize the waste in terms of manpower, materials, and time while doing away with duplicated efforts (Ingason, 2015).
• Reduce as many possible risks as possible especially those regarding environmental issues, design fluctuations, and customers or any other stakeholders' unhappiness.
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(Source: Author)
4. Key Integration Activities
4.1 Charter Creation
A project charter sets out the scope and characteristics of the project; the goal and purpose of the project and the participants involved in the project.
• Inputs: Consultation feedback and site analysis reports of the Sports Facilities Demand Study.
• Techniques: These are stakeholder, workflow, feasibility, and expert reviews.
• Responsibility: For the potential commercialization of the project, the City of Sydney Council will be the prime project sponsor and design consultant (City of Sydney, 2024).
4.2 Plan Finalization and Consolidation
This entails compiling all the stakeholder requirements, technical requirements, and the costs that are required in a particular project.
• Inputs: Further developed concept plans, risk evaluation, and cost/reward ratios.
• Techniques: Team-based design discussions, prototype development cycles, and feedback sessions (Larsson & Larsson, 2020).
• Responsibility: Project Management Office (PMO) and representatives of the community stakeholders.
4.3 Execution Management
Execution management deals with overseeing activities relating to construction and a few areas involve monitoring, resource procurement, and controlling quality and safety.
• Inputs: Completed project timelines, purchasing contracts, and self-generated policies.
• Techniques: Execution of agile project management methodologies, tracking of project milestones, and identification of issues related to them (City of Sydney, 2024).
• Responsibility: Contractors, City Project Team, and Supervisors.
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(Source: Author)
4.4 Communication Management
Communication reduces ambiguity and promotes stakeholder trust throughout the various phases of a particular project.
• Inputs: Specific documents include stakeholder engagement reports, consultation summaries, and progress updates (Larsson & Larsson, 2020).
• Techniques: Open forums, email notifications, Sydney Your Say website, and face-to-face consultations.
• Responsibility: CLO, Project Manager, and Design consultants.
4.5 Knowledge Sharing
It is therefore important to document and share knowledge acquired during the project to enhance progress on future projects (Whyte, Davies, & Sexton, 2022).
• Inputs: Reports for project documentation, Lessons learned, and stakeholder feedback.
• Techniques: Organizational knowledge databases, post-implementation evaluations, and seminars.
• Responsibility: Project Management Office, Design Team, and Maintenance Teams.
4.6 Monitoring and Controlling Progress
Performance reporting helps in checking that the ongoing project is on schedule and taking appropriate action for any variant from the norms.
• Inputs: It leverages baseline schedules, performance indicators, and status reports.
• Techniques: These include the Earned Value Management (EVM), any variance analysis made, and the stakeholder review meetings made.
• Responsibility: PM, QA Teams, and Contractors.
4.7 Change and Configuration Control
Managing changes and configurations is also important in achieving the goals of the project by avoiding conflicts and inconsistency.
• Inputs: They contain the change requests, baseline plans, and configuration logs.
• Techniques: Impact analysis, approval from the CCB, and documentation of the change management process (Ingason, 2015).
• Responsibility: Change manager, project sponsor, and CCB.
4.8 Project Closure
The closure phase ensures that all deliverables have been produced, documented, and then passed to the relevant stakeholders.
• Inputs: Completion reports, handover documentation, and benefit realization plans.
• Techniques: The final walk-through, the post-implementation audits, and the project closing.
• Responsibility: Sydney government authorities, maintenance departments, and sponsors.
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(Source: Author)
Summary
An Integration Management Plan used in the Crescent Synthetic Sports Field Project refers to a roadmap that defines how different aspects of the project will be integrated to achieve project objectives regularly in terms of planning, execution, stakeholder management, and project closing. It describes how the project charter is developed, how plans are closed out, how to coordinate communication and control the execution of the project, and how to ensure that the project is completed successfully within the scope, cost, and time constraints.
Part 2: Change Management Plan
1. Intention of the Document
The purpose of this Change Management Plan is to outline the process by which Change is recognized, assessed, and addressed in the project. It ensures it controls changes in a way that will not affect the progress of the project in a very adverse manner.
2. Definitions of Change
Changes to variations that may occur in the project in terms of scope, design, time frame, or cost. They may arise due to some emergent condition, legal or regulatory changes, or as a result of feedback from the client or others (Jalagat, 2016).
3. Change Control Board (CCB)
The CCB is also involved in reviewing and producing decisions on all change proposals that are forwarded to it (City of Sydney, 2024).
• Composition: The project sponsor, change manager, design team, and key stakeholders.
• Roles: Assess the significance of changes and decide whether to approve or reject the requests and the subsequent implementation.
4. Change Management Process
4.1 Identifying Changes
It is important to monitor these changes periodically, seek the input of the stakeholders as well as conduct risk analyses.
• Inputs: Results from facilitated community meetings, field observations, and post-project evaluation surveys.
• Techniques: Surveys, risk registers, and issue-tracking systems are some of the tools commonly used in project management (Pollack & Algeo, 2015).
• Responsibility: Public Relations Officer, Project Officer, and Project Management Office.
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(Source: City of Sydney. (a), 2024)
4.2 Recording Changes
Once identified, the change must be documented and another layer of documented controls must be applied.
• Inputs: These could include change request forms, consultation records, and risk assessment reports (Hamdan, Andersen, & De Boer, 2021).
• Techniques: Manage and track changes in a centralized manner using change logs and version control systems.
• Responsibility: PMO and Change Manager.
4.3 Analyzing Impact
Reviewing the implications of changes is a vital aspect especially when making decisions on what needs to be done next.
• Inputs: These include cost-benefit surveys, environmental audits, and or feedback from the public and those who may be affected by the anticipated project.
• Techniques: Scenario modeling, expert consulting, and impact assessment instruments.
• Responsibility: CCB and Design Team (Ageng'o, 2018).
4.4 Approving Changes
An approval process of the identified plan helps in the realization that only changes, that are in line with the set goals of a project, should be enacted.
• Inputs: An impact assessment report, the feedback of the stakeholders involved, and assessments done regarding the technical feasibility of the project.
• Techniques: Checklists, decision-making maps, priority sheets, and organized review meetings.
• Responsibility: The players involved are the Change Control Board (CCB), the Project Sponsor, and the Design Team (City of Sydney, 2021).
4.5 Managing Stakeholders During Changes
It is crucial never to lose sight of the importance of trust among stakeholders when planning and executing changes.
• Techniques: Reports by email, public, and stakeholder forums.
• Responsibility: Community Liaison Officer and Project Manager.
4.6 Reviewing Benefits
Post-implementation reviews are carried out to assess the effectiveness of changes and their impact on the project.
• Inputs: Key Performance Indicators (KPIs), performance measures, and stakeholder feedback.
• Techniques: Performance appraisal, external and internal feedback, and benefit realization planning (Silvius & Schipper, 2019).
• Responsibility: CM, PMO, and Sponsors.
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(Source: Author)
Summary:
Change Management Plan works on altering any alteration to the scope, schedule, and/or cost baseline systematically, through a process of planning, controlling, monitoring, reporting, and reviewing changes, besides engaging the stakeholders and minimizing the adverse impact on the set project objectives.
Part 3: Configuration Management Plan
1. Intention of the Document
The Configuration Management Plan describes how configuration items (CIs) are identified, documented, and managed throughout the Configuration Item lifecycle. It is mainly used to reduce variation and increase quality and accountability in all products that are delivered.
2. Importance of Managing Configuration Items
Among the most important factors that need to be managed effectively in a project, configuration management stands out as a vital element. Key benefits include:
1. Consistency: It keeps consistency between design documents and the end product that may be in print, electronic, or any other format.
2. Quality Assurance: Verifies that all project deliverables are compliant with standard and specification requirements (Lindkvist, Stasis, & Whyte, 2013).
3. Risk Mitigation: Ensures that there is minimal occurrence of mistakes, oversights, and repetition resulting from poor records.
4. Stakeholder Confidence: Improves stakeholder confidence by increasing the level of openness and accountability.
3. Configuration Management Process
3.1 Identifying Configuration Items
The first step is to determine all the equipment that will be under the configuration management. These may include technical drawings, specifications, change logs, and baseline plans.
• Techniques: Technology infrastructure, base reference definitions, and configuration control tools (City of Sydney, 2021).
• Responsibility: Configuration Manager and Project Manager.
3.2 Recording Changes
Configuration changes require documentation for accountability and easy tracking in the event of a conflict.
• Inputs: Schedules of changes, modifications new plans, and version history.
• Techniques: Such as a centralized documentation system, and a version control system.
• Responsibility: PMO, configuration manager, and contractors (Barbosa et al., 2021).
3.3 Managing Processes and Procedures
Configuration management dictates how change should be made and ensures that it is done as required and not haphazardly.
• Inputs: Documents that form baseline conditions, internal and external compliance requirements, and guidelines for quality assurance.
• Techniques: Checklists, time documents, meetings and logs, self-generated reports, questionnaires, and databases.
• Responsibility: Design Teams, Contractors, PMO
3.4 Conducting Audits
The frequent checks confirm that it is utilized and all items conform to the directed configuration management procedures.
• Inputs: Australia, New Zealand, United Kingdom, South Africa, and United States standards and the specific compliance reports and audit checklists associated with those standards.
• Techniques: Checking various sites, audits, and assessment of the quality of the work done.
• Responsibility: The Quality Assurance Teams, Configuration Manager, and the Project Sponsor.
3.5 Recommended Configuration Items
For the Crescent Synthetic Sports Field Project, key configuration items include:
• Revised Concept Plans: Recording every form of change that is implemented regarding the context of the field layout and design (Whyte, Stasis, & Lindkvist, 2016).
• Environmental Assessments: Documentation of all related environmental assessments to manage issues like flooding and hazardous substance pollution.
• Stakeholder Feedback Reports: Presentation of views of the community and the changes made to the design in response to these views.
• Risk Management Documents: Such as flood modeling data, contamination mitigation strategies, and parking solutions.
3.6 Managing Project Deliverables
Configuration items are tangible items that are usually developed and delivered as part of a project such as, for instance, the sports field, lighting system, and landscaping. To this end, it is essential to ensure these items undergo a robust documentation process and quality assurance checks before being handed over to stakeholders (Schönbeck, 2020).
Summary:
Configuration Management Plan gives a logical framework of how items of configurations will be handled throughout the project duration or phases. Configuration management in this plan entails the proper identification of configuration items, documenting changes, audits, and managing, the delivery of the project deliverables to meet appropriate standards in support of closing out the project diligently with adequate documentation and traceability. Collectively, these create a strategic framework for managing the Crescent Synthetic Sports Field project challenges to achieve project success by project management standards.
Conclusion
The Crescent Synthetic Sports Field Project can be described as a major project as it encompasses various tasks and processes; thus, the applicability of integration, change, and configuration management is evident in this case. These management plans are part of the overall plan for managing the problems associated with the project and are brought up by issues such as environmental impacts, community considerations, and technical-design issues.
Integration Management makes sure that the design, execution, and stakeholders are managed correctly within a project. This helps in avoiding or mitigating risks, managing resources effectively, and ensuring the realization of the project's goals.
Change Management is designed to have a clear guideline on how modifications of the project scope, time, or cost plan will be dealt with. Thus, by employing stakeholders and performing proper impact assessments, the project team can perform modifications that will help increase the achievement of the project.
Configuration Management ensures that the project deliverables are consistent and easily tracked, with all outputs mirroring the set quality levels and meeting stakeholders’ expectations.
Thus, with the help of these stable and efficient management plans, it is possible to achieve the objectives of the Crescent Synthetic Sports Field Project. It not only improves recreational potential for the inhabitants of the district but also becomes an example of the sustainable development of urban territories. Overall, such an approach, focusing on integration, environmental respect, and stakeholders' involvement creates a precedent for upcoming infrastructure investments.
There will be a need to conduct constant monitoring of the project, communicating and actively involving the stakeholders as the project advances in order to tackle new problems that may arise when delivering the facility. Once this project is done, the Crescent Synthetic Sports Field will be an impressive testament to the focus on the development of modern, green, and inclusive areas in the City of Sydney.
References
Ageng'o, S., 2018. The Impact of Change Management on Organizational Success.
Barbosa, A.P.F.P.L., Salerno, M.S., de Souza Nascimento, P.T., Albala, A., Maranzato, F.P. and Tamoschus, D., 2021. Configurations of project management practices to enhance the performance of open innovation R&D projects. International Journal of Project Management, 39(2), pp.128-138.
City of Sydney, 2021. Project Scope – The Crescent Synthetic Sports Field. [pdf] Available at: https://meetings.cityofsydney.nsw.gov.au/documents/s57093/Project%20Scope%20-%20The%20Crescent%20Synthetic%20Sports%20Field.pdf [Accessed 29 November 2024].
City of Sydney, 2024. New Synthetic Sports Field, The Crescent, Annandale. [online] Available at: https://www.cityofsydney.nsw.gov.au/building-new-infrastructure/new-synthetic-sports-field-crescent-annandale [Accessed 29 November 2024].
City of Sydney, 2024. The Crescent Synthetic Sports Field. [online] Available at: https://www.cityofsydney.nsw.gov.au/sports-facilities/crescent-synthetic-sportsfield [Accessed 29 November 2024].
City of Sydney. (2024). The Crescent Synthetic Sports Field. City of Sydney. Retrieved November 29, 2024, from https://www.cityofsydney.nsw.gov.au/sports-facilities/crescent-synthetic-sportsfield
City of Sydney. (a), 2024. Attachment D - Engagement Report. City of Sydney. Retrieved November 29, 2024, from https://meetings.cityofsydney.nsw.gov.au/documents/s56356/Attachment%20D%20-%20Engagement%20Report.pdf
City of Sydney. 2024. New synthetic sports field, Crescent, Annandale. City of Sydney. Retrieved November 29, 2024, from https://www.cityofsydney.nsw.gov.au/building-new-infrastructure/new-synthetic-sports-field-crescent-annandale
Hamdan, H.A., Andersen, P.H. and De Boer, L., 2021. Stakeholder collaboration in sustainable neighborhood projects—A review and research agenda. Sustainable Cities and Society, 68, p.102776.
Ingason, H.T., 2015. Best project management practices in the implementation of an ISO 9001 quality management system. Procedia-Social and Behavioral Sciences, 194, pp.192-200.
Jalagat, R., 2016. The impact of change and change management in achieving corporate goals and objectives: Organizational perspective. International Journal of Science and Research, 5(11), pp.1233-1239.
Larsson, J. and Larsson, L., 2020. Integration, application and importance of collaboration in sustainable project management. Sustainability, 12(2), p.585.
Lindkvist, C., Stasis, A. and Whyte, J., 2013. Configuration management in complex engineering projects. Procedia CIRP, 11, pp.173-176.
Pollack, J. and Algeo, C., 2015. The contribution of project management and change management to project success. The business & management review, 6(2), pp.22-30.
Schönbeck, P., 2020. Use of configuration information in construction projects to ensure high performance of healthcare facilities (Doctoral dissertation, KTH Royal Institute of Technology).
Silvius, G. and Schipper, R., 2019. Planning project stakeholder engagement from a sustainable development perspective. Administrative Sciences, 9(2), p.46.
Whyte, J., Davies, A. and Sexton, C., 2022. Systems integration in infrastructure projects: seven lessons from Crossrail. Proceedings of the Institution of Civil Engineers-Management, Procurement and Law, 175(3), pp.103-109.
Whyte, J., Stasis, A. and Lindkvist, C., 2016. Managing change in the delivery of complex projects: Configuration management, asset information and ‘big data’. International journal of project management, 34(2), pp.339-351.
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