Our Trailblazing contributions – ABOVE AND BEYOND

The documented and actively managed ‘One Team’ programme management approach, enabled the identification, need, apportionment and agreement to programme movements.

This simplified granting of notoriously eruptive disruption claims and ultimately facilitated an opening ahead of schedule.

Location:  Melbourne, Australia
Sector:  Civil
Services:  Integrated Project Controls, Planning & Scheduling, Claims Management & Dispute Resolution
Value:  AUD 209 million
Year(s): 2007 – 2009
Engagement:  VicRoads and Leighton Contractors

The Deer Park Bypass is a 9.3 kilometre freeway in Melbourne’s outer west, linking the Western Ring Road at Sunshine West to the Western Highway at Caroline Springs.

The project was jointly funded by the Victorian State Government and the Australian Commonwealth Government. It commenced in 2007 and was completed in 2009. 

It is situated in a diverse area bordering or crossing major road arterial, rail networks, maximum security prisons, former defence sites and areas of significant environmental flora and fauna.

VicRoads (Client) on behalf of the Governments, awarded a design and construct contract to Leighton Contractors (Contractor).  In a unique manner, the design and construct contract was maintained, but under an open book “One Team” arrangement, integrating the owner and contractor teams, to maximise collaboration. 

Engagement

To achieve a truly collaborative project environment, fair and balanced programme management was essential.  

As industry recognised experts, part of our team was engaged to develop and administer a programme management protocol that set out agreed principles in relation to the management of time.

Once implemented the monthly updating of the programme on behalf of all head contract parties was sought.

Ad-hoc services such as expert programming input and claims analysis were also provided. 

What wAS delivered

The primary deliverable was the development, documentation and agreement to the programme management protocols, which served as the guiding document in relation to the equitable treatment of time on the project.  This included practical interpretation and application of contract time clauses.

Once agreement to the protocols was achieved, main tasks were: 

  • Reviewing the main contractor’s construction programmes;
  • Advising potential resource constraints and requirements; 
  • Advising on revised sequencing and methodologies that would benefit the project; and
  • Monthly statusing and reporting of the project progress – importantly identified slippage and gains, including responsibility for those.

Other services provided included linking costs and cost reporting into an Earned Value Management tool and time related claims.

In line with the collaborative approach, to keep momentum and the fire burning, the ability of our team members to identify risks and issues to the wider team for  consideration, resolution and agreement was fundamental in facilitating the project bettering its Key Dates

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