Project Management Plan
Brisbane Infrastructure
Transport Planning & Strategy
Strategic Transport Planning
SOUTH WEST CORRIDOR STUDY (OXLEY ROAD)
PROJECT OWNER: GRAEME READ
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Document Change History
Document Control Sheet
Contact for enquiries and proposed changes. If you have any questions regarding this document or
if you have a suggestion for improvements, please contact:
Project Manager Stephen Blore
Phone 3403 4633
Version History
Version Author Issue Purpose Date
0.1 Stephen Blore Prepared with Business Case 23/01/12
Delivery Divisional Manager or delegate Approval
The following officers have approved this document.
Name Graeme Read
Position Manager, Strategic Transport Planning
Signature Date
Distribution List
Name Position/Function
Barry Broe Manager, Brisbane Infrastructure
Sherry Clarke Manager, Transport Planning & Strategy Branch
Graeme Read Principal, Strategic Transport Planning
Damian Burke Senior Planner, Strategic Transport Planning
Rob Knottenbeld Principal, Integrated Transport Planning
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TABLE OF CONTENTS
1 DOCUMENT PURPOSE ............................................................................................ 5
2 GOVERNANCE.......................................................................................................... 6
2.1 PROJECT GOVERNANCE CHART ........................................................................... 6
2.2 GOVERNANCE TERMS OF REFERENCE.................................................................. 7
3 SCOPE MANAGEMENT............................................................................................ 7
3.1 SCOPE STATEMENT............................................................................................. 8
3.2 SCOPE MANAGEMENT PLAN................................................................................. 8
4 COST MANAGEMENT............................................................................................. 11
4.1 GENERAL.......................................................................................................... 11
4.2 COST MANAGEMENT PLAN................................................................................. 11
4.3 PROJECT COST SUMMARY................................................................................. 12
5 SCHEDULE MANAGEMENT................................................................................... 12
5.1 GENERAL.......................................................................................................... 12
5.2 SCHEDULE MANAGEMENT PLAN ......................................................................... 12
5.3 PROJECT SCHEDULE SUMMARY ......................................................................... 14
6 PROCUREMENT AND CONTRACT MANAGEMENT ............................................. 14
6.1 GENERAL.......................................................................................................... 14
6.2 PROCUREMENT STRATEGY ................................................................................ 14
6.3 DESIGN ............................................................................................................ 15
6.4 COMMUNICATIONS............................................................................................. 15
6.5 PROJECT PROCUREMENT REQUIREMENTS.......................................................... 15
7 RISK MANAGEMENT.............................................................................................. 15
7.1 GENERAL.......................................................................................................... 15
7.2 RISK MANAGEMENT PLAN .................................................................................. 16
7.3 RISK SUMMARY................................................................................................. 16
8 COMMUNICATION AND ENGAGEMENT MANAGEMENT..................................... 19
8.1 PROJECT STAKEHOLDERS ................................................................................. 19
8.2 STAKEHOLDER MANAGEMENT ............................................................................ 20
8.3 EXTERNAL COMMUNICATIONS AND COMMUNITY ENGAGEMENT ............................ 20
8.4 INTERNAL COMMUNICATIONS ............................................................................. 20
8.5 STATUS REPORTING.......................................................................................... 21
8.6 PROJECT ISSUES MANAGEMENT ........................................................................ 22
9 QUALITY MANAGEMENT....................................................................................... 22
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9.1 GENERAL.......................................................................................................... 22
9.2 PROJECT QUALITY MANAGEMENT ...................................................................... 22
10 RESOURCE MANAGEMENT .................................................................................. 22
10.1 GENERAL.......................................................................................................... 22
10.2 PROJECT RESOURCE REQUIREMENTS ................................................................ 23
10.3 PROJECT RESOURCE MANAGEMENT .................................................................. 23
11 PROJECT INFORMATION MANAGEMENT............................................................ 23
11.1 GENERAL.......................................................................................................... 23
11.2 PROJECT DOCUMENT CONTROL......................................................................... 23
12 BENEFITS MANAGEMENT..................................................................................... 24
12.1 GENERAL.......................................................................................................... 24
12.1 ROLES AND RESPONSIBILITIES ........................................................................... 24
12.2 BENEFIT REGISTER ........................................................................................... 24
12.3 BENEFITS MANAGEMENT AND REPORTING .......................................................... 25
13 PROJECT COMPLETION........................................................................................ 26
13.1 GENERAL.......................................................................................................... 26
13.2 COMPLETION ACTIVITIES .................................................................................... 26
13.3 PERFORMANCE MEASURES................................................................................ 26
14 APPENDICES .......................................................................................................... 29
14.1 APPENDIX A – PROJECT SCHEDULE ................................................................... 29
14.2 APPENDIX B – RISK REGISTER ........................................................................... 29
14.3 APPENDIX C – STAKEHOLDER REGISTER ............................................................ 29
14.4 APPENDIX D – ISSUES REGISTER ....................................................................... 29
APPENDIX A – PROJECT SCHEDULE.............................................................................. 30
APPENDIX B - RISK REGISTER ........................................................................................ 37
APPENDIX C – STAKEHOLDER REGISTER ..................................................................... 42
APPENDIX D – ISSUES REGISTER................................................................................... 48
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1 DOCUMENT PURPOSE
The Project Management Plan defines the detail of how the project will be managed. It defines the processes
to be applied through planning, monitoring and implementation: i.e., the who, what, where, when and how.
Details of the project, including cost forecasts, schedule, risk management plans etc, should be attached to
this document.
The PMP is used as a management tool for the Project Manager and Project Owner and as a reference for
the project team and project stakeholders. The key audience for this document is the project team, including
the project owner and project manager, as well as the Project Control Group and Divisional Manager.
The Project Management Plan is used, in conjunction with the Business Case and other relevant deliverable
documents, to support the Divisional Manager in making informed decisions for the project.
Figure 1: Project Lifecycle for PM2
This document is the third formal deliverable document for approval in the life of a project, and occurs at the
end of the Initial Design & Planning phase of a project (phase 1).
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2 GOVERNANCE
2.1 PROJECT GOVERNANCE CHART
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2.2 GOVERNANCE TERMS OF REFERENCE
The PM2 methodology will be adopted for this project. Oxley Road is a Tier 2 project. The project manager
will report monthly to the Project Control Group (PCG) to ensure high level governance is maintained and the
project fits with the corporate and business objectives of the Transport Planning & Strategy Branch and
ultimately Brisbane Infrastructure Division.
2.2.1 Roles & Responsibilities
Name Role Responsibilities
Sherry Clarke Project Sponsor Responsible for overall project governance.
Graeme Read Project Owner Achieving project outcomes.
Stephen Blore Project Manager Achieving project objectives and completing all the activities
necessary to deliver the project.
Damian Burke Team Leader, Corridors
Team
Achieving project outcomes. Ensuring project is in line with
Councils strategic outcomes, on time, and of a suitable
quality.
Matthew
Lederhose
Consultant – transport
modelling & engineering
Undertake transport modelling. Provide planning and
engineering advice.
Al Milvydas Advisor – development, land
acquisition and engineering
Provide advice relating to land acquisition, engineering,
development applications and processes
Yvonne Douglas Advisor – Engineering
design and constructability
Provide advice relating to the constructability of the preferred
corridor design
3 SCOPE MANAGEMENT
The scope management plan establishes how scope management will be carried out in the project. It serves
as guidance for scope process and defines the roles and responsibilities for stakeholders in those
processes. It does not provide detailed requirements and information, but instead explains how that scope
information will be captured, expressed and modified.
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3.1 SCOPE STATEMENT
The scope of this project is to identify and assess a range of corridor upgrade options to support the function
of Oxley Road within Brisbane’s road hierarchy up to the year 2031. Requirements will be identified to
achieve a high level of connectivity, safety and efficiency for all modes while addressing the social,
environmental (built and natural), and political issues relating to Oxley Road.
The outcomes of the project will:
• Improve freight and general traffic movement
• Provide improved access to, and facilities for public transport
• Improve safety for all travel modes
• Improve the reliability of travel times for all modes
• Provide capacity to accommodate existing and future traffic demands for the upgrade design horizon
of 2031
• Reduce and manage traffic congestion
• Provide improved facilities for cyclists and pedestrians
• Improve access to the corridor
• improve the transport-related interactions between the differing land uses
• Address existing deficiencies in the existing local road network
• Minimise property acquisitions
• Minimise design, construction and operational impacts
• Maximise opportunities to “future proof” the corridor up to and beyond 2031
• Improve amenity and community outcomes
3.2 SCOPE MANAGEMENT PLAN
3.2.1 Scope Definition & Collection Process
The scope for the study has been defined by a range of stakeholders providing input. It has been
documented in the Project Proposal, Project Brief, Business Case and this Project Management Plan. These
documents will address the functional, technical, and the areas/ officers requirements during the lifecycle of
the project. All documents produced will be collected and managed by the project manager.
3.2.2 Roles & Responsibilities
Refer to Section 2.2.1 and the Stakeholder Register in Appendix C.
3.2.3 Specific Inclusions
• Identify a range of options to support the future function of Oxley Road up to the year 2031
• Boundaries of Moggill Road to the north, Ipswich Motorway to the south, Oxley Creek to the east,
and the Brisbane River to the west.
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• Modelling of future options to identify preferred option. This will define the future cross section for the
corridor, intersection upgrades, and other infrastructure upgrades to support the future function of
the corridor
• Detailed design and analysis to be undertaken by CPO or external consultant – overcome
constraints, incorporate public and active transport requirements, public utility upgrades/ relocations,
develop design options, identify preferred option, staging options, costing options
• Communications with a range of stakeholders
3.2.4 Specific Exclusions
3.2.5 Assumptions
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3.2.6 Constraints
3.2.7 Dependencies
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3.2.8 Scope Verification
The deliverables will be provided to stakeholders (identified in the stakeholder register) at key milestones
(identified in the project schedule) for comment, where it may be cross referenced with the original outcomes
of the project. Sign off of documentation will be required at key milestones by the project owner before
progression to the next phase of the project.
Once a general agreement on the preferred option has been made and the project owner has signed off on
the project outcomes, the project may proceed to E&C for formal signoff by Council.
3.2.9 Scope Change Control
Scope changes or change requests are assessed and approved by the Project Manager. A Change
Request Form must be completed, outlining:
• A written description of the process to change any aspect of the project
• Requirements, and what impact it will have on the project
• Details of the key decision makers that are authorised to make the changes
Prior to any changes occurring, the form must be signed off and supported by the Project Owner. If there are
any significant impacts on budget, time, cost or quality, the project manager must consult with the project
owner prior to approving changes. All changes will be recorded in a Change Request Log/ Register by the
project manager and kept as a supporting document to this plan.
The PCG will be informed of all changes and significant issues arising from changes to the scope of the
project. PCG meetings will continue to be held monthly.
4 COST MANAGEMENT
4.1 GENERAL
This section of the project plan is to guide the development of estimates and budget, while allocating
responsibilities for the activities. The cost management plan sets guidance, procedures and responsibilities
for expenditure, authorisation, cost monitoring, cost performance reporting and change control.
4.2 COST MANAGEMENT PLAN
A clearer indication of project costs can be outlined following proposals to undertake specific pieces of work
by internal and/ or external consultants.
Due to human resource limitations within the STP, the modelling and detailed design phases will be
outsourced to an approved consultant (internal or external from Council) following a detailed proposal from
the applicant. Funding limitations may restrict the scope of the modelling to be undertaken, but are yet to be
identified. Status updates by the consultants will monitor the costs, quality, timeframes and progress of the
works being undertaken and identify any issues arising.
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The project management plan will be continuously updated by the project manager to ensure that it is current
and relevant. Key information will be outlined in meetings with the project owner at milestones within the
project. Any change requested will be managed (and logged) by the project manager, through consultation
with the project owner.
Following any works being undertaken by consultants, the project manager will ensure that all financial
arrangements and outstanding payments have been completed prior to closing the accounts.
4.3 PROJECT COST SUMMARY
Summary Information – Project Estimates
Current Funding Current Cost Estimates
Capital Capital
Expense Expense
Subtotal Subtotal
Revenue Revenue
Net Total Net Total
Contingency Funding Contingency Funding
Cost Escalation Cost Escalation
TOTAL TOTAL
Cash Flow Estimates
Financial Year 2010/11 2011/12 2012/13 2013/14
Budget
Current Cost Estimate
Cumulative Cost Estimates
5 SCHEDULE MANAGEMENT
5.1 GENERAL
This section of the project management plan provides key information on how time and schedule will be
developed and managed across the life of the project.
5.2 SCHEDULE MANAGEMENT PLAN
The South West Corridor Study has been identified as an outcome of the Transport Plan for Brisbane 2008 –
2026 (TP4B), to be delivered during the 2008-2012 period. It aligns with the emerging communities in the
area to ensure the growth areas have adequate connections to the strategic road network. The South West
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Corridor Study
and will assess the long term transport planning needs to achieve a multi-modal transport solution for Oxley
Road while supporting future land use and community outcomes. The outcomes of the study will guide future
development and feed into the Indooroopilly, Sherwood/ Graceville, Oxley/ Darra Neighbourhood Plans and
the updated City Plan.
A clearer indication of project schedule can be outlined following proposals to undertake specific pieces of
work by internal and/ or external consultants.
Due to human resource limitations and a high workload within STP, shifting priorities of work may result in
timeframes being extended and/ or quality of the final product being reduced to meet deadlines.
The project manager will monitor the progress of the study and ensure it meets all deadlines and
requirements. The stakeholder register identifies the involvement, roles and responsibilities of individuals
involved in the project. Status updates along with any changes to the scope will be provided to PCG
members at monthly PCG meetings. The group will cross reference the baseline schedule and project
outcomes against the updated version, ensuring project governance, strategic advice and the delivery of the
project objectives will continue to be met. Any changes to the project should follow the Change Control
process outlined in Section 3.2.9. Prior to the meeting the project manager will be responsible for submitting
the following documentation to each member of the project control group:
• A monthly report including an updated Gantt chart, cash flow and risk status
• The most recent PCG Meeting Minutes
Standing agenda items for the project control group meetings shall include:
• Key Issues;
• Program;
• Budget;
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• Key Risks;
• PCG Decisions.
The critical path for the project aligns with the transport modelling for the study. The project manager needs
to manage and control the team assigned to undertake modelling closely to ensure that the modelling phase
of the project follows timeframes. However, due to shifting priorities by the project owner regarding modelling
requirements, it is highly likely that the project timeframes will be extended beyond the control of the project
manager.
A current copy (current as of 20/01/12) of the baseline schedule is attached in Appendix A. The project
schedule summary below identifies key milestones within the project including the forecast and actual
completion dates.
5.3 PROJECT SCHEDULE SUMMARY
Start Date End Date Key activity / milestone
Planned Actual Planned Actual
6 PROCUREMENT AND CONTRACT MANAGEMENT
6.1 GENERAL
Procurement and Contract Management includes the processes necessary to purchase or acquire products,
services or deliverables needed from outside the project team. The best value for money will be sought out
during the procurement process. The project procurement requirements table below identifies what work is
required to be procured by STP, and the type of work/ expertise required.
6.2 PROCUREMENT STRATEGY
The procurement strategy aims at ensuring Council obtains the best available delivery mechanism for
achieving the project goals at the best value for money. Contract administration, project management and
administration will be conducted internally within Strategic Transport Planning.
Project Briefs will be developed to outline work required that cannot be undertaken by officers in STP. The
briefs will be developed at the beginning of the phase (see project schedule – Appendix A) requiring
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outsourced works. The consultant will be required to provide the project manager with a Proposal outlining
the services, cost, and timeframes for the works they propose to undertake.
Traffic count surveys were awarded to Austraffic in 2011 after a range of quotes were obtained from traffic
survey companies.
6.3 DESIGN
Concept design of Oxley Road will be undertaken internally by STP. The detailed design and analysis phase
of the project will be undertaken by CPO upon completion of the Concept Design and handover from STP.
6.4 COMMUNICATIONS
All communications will be managed in-house by the project manager.
6.5 PROJECT PROCUREMENT REQUIREMENTS
Type of good / service needed Source / Procurement type
Project management resources Internal – Strategic Transport Planning
Transport modelling expertise Internal – Transport Engineering
Project design & construction expertise Internal – City Projects Office
Traffic counts External – traffic surveyors (Austraffic)
7 RISK MANAGEMENT
7.1 GENERAL
This section of the project management plan identifies, analyses and provides mitigation strategies to
overcome potential risks that may arise as part of or resulting from the project. A Risk Register has been
developed and shall be updated regularly by the project manager as the project progresses. The main
elements of the risk management process are as follows:
• Communicate and consult;
• Identify risks;
• Analyse risks;
• Evaluate risks;
• Treat risks;
• Monitor and review.
The end result of the evaluation process is a prioritised list of risks for treatment and further attention. The
specific profiles and ranges for risk adjustment represent the views of the project manager. The project
manager can determine suitable contingencies on a case by case basis.
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7.2 RISK MANAGEMENT PLAN
A Risk Register has been developed and can be viewed in Appendix B. Each stakeholder has their
individual roles and responsibilities relating to project risk:
Project Control Group (PCG)
The Project Control Group shall ensure the project manager updates the risk management plan every
month. Subject to the Project Control Group reviewing the risk management, they shall endorse the study.
Project Owner
The Project Owner is accountable for overseeing the effective risk management of the project in accordance
with Council’s integrated risk management framework.
Project Sponsor
The Project Sponsor is accountable for achieving project outcomes and implementing the project
deliverables, through effective risk management.
Project Manager
The Project Manager is responsible for the execution of the risk mitigation strategies as defined in the risk
management plan. The project manager is also responsible for a monthly review of the risk management
plan and developing the associated risk mitigation strategies.
Any approved change requests will have an impact on the risk register. The project manager is responsible
for updating the register at the time of change request approval to reflect the changes to the project. These
risks need to be communicated to the key stakeholders to ensure that the new and changed risks are
brought to their attention by the project manager
7.3 RISK SUMMARY
A summary of the top risks, mitigation/ management strategies and responsible officers are tabulated below.
Risk Item Current Risk rating
Mitigation/Management Strategy Responsible Officer
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8 COMMUNICATION AND ENGAGEMENT MANAGEMENT
8.1 PROJECT STAKEHOLDERS
Stakeholders are those individuals or organisations who are impacted by, or who can impact the project.
Various internal and external stakeholders have been identified for the South West Corridor Study. Each of
these stakeholders will be impacted by and will influence the project. A number of key stakeholders have
been identified and consulted at early stages in the project (outlined below). The full Stakeholder Register is
attached in Appendix C.
Name Role Responsibilities
Sherry Clarke Project Sponsor Responsible for overall project governance.
Graeme Read Project Owner Achieving project outcomes.
Stephen Blore Project Manager Achieving project objectives and completing all the activities
necessary to deliver the project.
Damian Burke Team Leader, Corridors
Achieving project outcomes. Ensuring project is in line with
Councils strategic outcomes, on time, and of a suitable
quality.
Matthew
Lederhose
Consultant – transport
engineering
Undertake transport modelling. Provide planning and
engineering advice.
Al Milvydas Advisor – development, land
acquisition and engineering
Provide advice relating to land acquisition, engineering,
development applications and processes
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Name Role Responsibilities
Yvonne Douglas Advisor – Engineering
design and constructability
Provide advice relating to the constructability of the preferred
corridor design
8.2 STAKEHOLDER MANAGEMENT
Stakeholders will be classified into groups to allow for effective communication and engagement strategies to
be developed for like groups. Stakeholders and their classifications may change throughout the project.
When this occurs the changes will be documented within the stakeholder matrix which will be maintained by
the project manager.
Stakeholder management has been separated into internal and external. Communication strategies are
detailed below.
Any change requests that are approved need to be communicated to all of the stakeholders at an early stage
to ensure that that they are made aware of the impacts that the change request will have on the project
scope, time, cost and quality for the remainder of the project.
8.3 EXTERNAL COMMUNICATIONS AND COMMUNITY ENGAGEMENT
External communication is the process by which team members engage with parties outside of Council. The
project manager is IAP2 certified and is committed to quality communication with all stakeholders. As a result
of this being a strategic planning exercise, the general community will not need to be engaged as part of this
project. All project communication and documentation will be managed by the project manager to ensure it is
approved and within Council guidelines.
8.4 INTERNAL COMMUNICATIONS
Internal communications are those within Council and include the project team. Key internal communication
activities for this project will include:
Activity Frequency Purpose Responsibility
Project Control Group
(PCG) meeting Monthly
Meeting to present
monthly project
management report
Project manager, project owner, project
sponsor, team leader – corridors team,
design manager (as required)
Cost plan Updated as required
and reviewed at PCG
Document for
reporting Project manager
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Schedule Updated as required
and reviewed at PCG
Document for
reporting Project manager
Status Updates Fortnightly Document for
distribution Engineer – Transport Engineering
Briefing notes As required Document for
distribution Project manager
Modelling reports At key milestones in
modelling phase
Document for
reporting Engineer – Transport Engineering
Design reports Upon completion of
detailed design &
Document for
reporting Engineer - CPO
It should be noted that the transport engineering and detailed design team may need to engage with Public
Utility Authorities for the project and report to the project manager on progress.
Brisbane City Council’s quality system governs the processes and procedures for filing and other project
record keeping. Internal and external documents relevant for recording will be stored electronically as well
as, where required, kept in hard copy form in the project file folders.
All project meetings shall be managed by the project manager, with an agenda being prepared and
distributed prior to all meetings, and a record of meeting minutes being documented and distributed to the
attendees for action and / or information.
A detailed Communications Matrix defining responsibilities and roles for each person involved with key
documentation is included in Appendix C.
8.5 STATUS REPORTING
Formalised regular reporting on the status of the project is an integral part of the management of a project.
In order to make sound decisions, the Project Control Group (PCG) needs to be informed properly about the
status of the project. The project manager shall prepare a monthly project management report for review by
the PCG.
Standing agenda items for the project control group meetings shall include:
• Project Status;
• Key Issues;
• Program;
• Budget;
• Key Risks;
• PCG Decisions.
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8.6 PROJECT ISSUES MANAGEMENT
An issue is defined as a concern if it impedes the progress of the project if it is not resolved. If issues are not
addressed they may become a risk to the project, therefore issues need to be dealt with as quickly and
effectively as possible. Project issues are identified and documented in the Issues Register, and will be
addressed by the project manager, and escalated to the PCG meetings if required. The impact of the issue
on the project will depend on how high it is managed by the project manager. The current open issues for the
South West Corridor are documented in Appendix D.
9 QUALITY MANAGEMENT
9.1 GENERAL
The purpose of quality management in projects is to ensure that the projects outputs are delivered fit-for-
purpose. This is achieved through setting standards for the quality of the project outputs/ inputs through
setting measurable criteria.
9.2 PROJECT QUALITY MANAGEMENT
The methodologies, standards and guidelines for meeting quality requirements of the project are as follows:
• The project must follow PM2 project management methodology
• Austroads Guidelines
• TransLink – Public Transport Infrastructure Manual
• Meeting design standards - UMS 141 & 142
• Streetscape Design Guidelines
• Marketing and Communication Guidelines
The project manager will be responsible for managing and controlling the quality outcomes of the project
throughout the project lifecycle. Additionally, the project manager needs to manage the stakeholders
expectations throughout the project lifecycle through clear and concise communication. Where quality
outcomes are not adhered to, the project manager needs to address the issue with the project owner, and
potentially escalate it with PCG members.
10 RESOURCE MANAGEMENT
10.1 GENERAL
Where resources are not available for key roles within Strategic Transport Planning, the project manager
may use internal providers or external panel contract consultants. These resources shall be procured as
required during the project lifecycle.
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10.2 PROJECT RESOURCE REQUIREMENTS
Resources required Key activity / milestone
Type (role etc) Source Duration Approved
Project Management Project Manager Internal - STP All Phases Yes
Professional Services Modelling & Engineering Internal – Transport
Engineering
Modelling
Phase
Yes
Professional Services AutoCad Concept Design Internal - STP Concept
Design Phase
No
Professional Services Detailed Design & Analysis Internal - CPO Detailed
Design &
Analysis
Phase
No
Professional Services Traffic Counts External – Austraffic Existing
Condition
Report
Yes
10.3 PROJECT RESOURCE MANAGEMENT
11 PROJECT INFORMATION MANAGEMENT
11.1 GENERAL
Information management is the collection and management of all project documentation. It also deals with
the distribution, recording of decision making and assumptions throughout the project lifecycle.
11.2 PROJECT DOCUMENT CONTROL
The project manager is responsible for document management on the project. All project documentation will
be stored electronically in a dedicated project directory within the Brisbane Infrastructure Division network
(G:\BI\Shared\Strategic Transport Planning\Corridors\006_South West), and in Council hard copy files. All
versions of documents and comments will be collated and stored electronically at the above mentioned link.
A project file will be maintained throughout the life of the project and will mirror the above structure.
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12 BENEFITS MANAGEMENT
12.1 GENERAL
Benefits management identifies and structures benefits throughout the project to support the definition of the
project. The benefits assist in identifying the value of a project, which is captured in the Business Case. The
benefits are refined and rechecked throughout the project to incorporate changes and new information.
12.1 ROLES AND RESPONSIBILITIES
Role Name Responsibility
Project Owner Graeme Read Accountable for the success of the project outcomes where Benefits Management within the project requires the same level of strategic guidance that is provided to all the project functions
Project Manager Stephen Blore Responsible for the management of all activities necessary for the delivery of the project to the customer
Benefit Owner Damian Burke Required to assist and support the project , while identifying and managing alignment between corporate outcomes and requirements and outputs of the project. Final accountability remains with the benefit owner.
Asset Owner Asset Management Branch The branch that will be responsible for the ongoing management and maintenance of the asset or business change over the course of its life. The person/ branch will need to be consulted as benefits are defined, as they need to be aware of the benefits after the project has been finalised
12.2 BENEFIT REGISTER
The table below outlines the benefits identified in the Benefits Register.
Benefit Classification Benefit Description Ranking
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12.3 BENEFITS MANAGEMENT AND REPORTING
The benefits register will be reviewed and updated monthly by the project manager throughout the lifecycle
of the project to ensure that the benefits are realistic and achievable. Superseded versions of the register will
be documented and stored in the file path in Section 11.2. Any significant changes to the benefits register
will be discussed at PCG meetings. Once all benefits have been agreed to by PCG members and signed off,
changes may only occur by undertaking a change request which will be managed by the project manager.
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13 PROJECT COMPLETION
13.1 GENERAL
The project completion is the final step in the project lifecycle. It occurs once all the work has been
completed and accepted by the organisation. This section outlines the evaluation of the project relating to its
outcomes and success. It reflects upon decision making and lessons learnt that can be carried over into
future projects.
13.2 COMPLETION ACTIVITIES
On completion of the project the following activities will be undertaken:
– Project review in accordance with PM2: Council’s Project Management Methodology
– Financial review and contract close-out
– Project Evaluation Report
– Handover Reports
– Lessons Learnt review
– Team debriefing and disbanding
– Governance requirements
13.3 PERFORMANCE MEASURES
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Achievement of project objectives and critical success factors will be assessed during the project evaluation
report.
Achievement of the following project objectives will be assessed:
Project Objectives Performance Measure
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The following critical success factors will be reviewed:
Critical Success Factor Measurement
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14 APPENDICES
14.1 APPENDIX A – PROJECT SCHEDULE
14.2 APPENDIX B – RISK REGISTER
14.3 APPENDIX C – STAKEHOLDER REGISTER
14.4 APPENDIX D – ISSUES REGISTER
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APPENDIX A – PROJECT SCHEDULE
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APPENDIX B - RISK REGISTER
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APPENDIX C – STAKEHOLDER REGISTER
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APPENDIX D – ISSUES REGISTER
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