Mining projects encourage two-speed economy

Investment spend is Australia is heavily weighted towards mining projects, which may indicate a two-speed economy, noted a report by Deloitte Access Economics.

Queensland investment led by resources projects

Resources projects dominate investment in Queensland, according a report by Deloitte Access Economics.

Public infrastructure projects drive ACT spending

Major infrastructure and construction projects for the public sector are driving investment spend in the Australian Capital Territory, according to a report by Access Economics.

Lavinia Buckley, the travelling project manager

First she went to the UK, then she worked in transport. Now Lavinia Buckley is back in Australia and already had a hand in an award-winning hospital project.

Project alliancing: Queensland Main Roads

Queensland’s Department of Main Roads has considerable experience with alliancing. The organisation has used the approach for more than a decade under the guidance of the Major Projects Office’s general manager Derek Skinner, who says alliancing is used where appropriate for a major project to provide the potential to progressively wind up the project as the issues are settled and the Total Outturn Cost (TOC) is signed off.

Project: Tugun Bypass, Queensland

To understand what the parties involved in Queensland’s Tugun Bypass set out to achieve for its stakeholders, you need look no further that this quote from the PacificLink Alliance Induction Book:

The Tugun Bypass is more than just an important road for this region. It has brought together friendly, determined people who see this as an opportunity to create a landmark for this region. We are passionate about creating a ‘Journey to Remember’, not only for the people who will use the Tugun Bypass, but also in the hearts of the employees brought together under the banner of PacificLink Alliance.

Managing stakeholders in infrastructure projects

Not so long ago, stakeholder management was merely about dealing with various parties’ issues as they arose. There was a vague understanding of the people involved and if a problem occurred, the project manager would cross that bridge when the time came.

Lately, stakeholder management has become more sophisticated, taking up a greater amount of time and effort up front. Recognising that people are the project is the first step towards stakeholder engagement. Beyond that, it’s a way to ensure that issues are heard at the beginning so that they can be addressed in the project plan and realised as a benefit upon closure.

Alliancing benefits and challenges in infrastructure projects

Alliance contracting offers an unprecedented way to create a strong synergy between partners to deliver a project too complex for traditional ‘hard dollar’ procurement and delivery methods. It brings together several organisations including the client, such as a government infrastructure agency or utility; and non-owner participants such as a civil engineering firm and a constructor, as well as technical specialists as required.