Construction Of Western Australia Fuel Storage Facility: Project Scope And Deliverables

Project Scope Statement

Discuss about the Construction of Western Australia fuel facility.

The project is formed for ‘Construction of Western Australia fuel storage facility’ is helpful for renovating and developing the alignment of the supportive development and analysis. The goals of the project are given below,

1. Renovation of the oil tanker storage: Construction of the Oil tank reservoir is helpful for deploying the successful integration of the operations for forming the management of the functions. The oil tankers storage renovation would allow the formation of the improved system for storage of fuel oil. The capacities of the oil tankers were 1, 3, and 7 million litres of unleaded petrol respectively for the three oil tankers. The works required in the tanks are 4, 7, and 6 steel patches respectively, addition of 4 steel anchors, cleaning and repainting of the oil tankers, and replacement of the main supply valve for the third tank.
2. Increasing the access to Oil tankers: The site has to face the challenge of access as it is triangular in shape. However, the modification of the storage would allow the workers for accessing the site more effectively. According to Patwardhan et al. (2016), the deployment of the improved access on the site would allow them for more effective and improved functional development.

The project scope statement is aligned with the construction project management and the completion of the project would tend to form the effective and improved development of the operations and alignment of the successive and industrial deployment of the operations (Kerzner & Kerzner, 2017). The in scope items of the project are the project plan developed, construction of the new storage for oil tankers, project management principles and methodology, and communication plan. The completion of the project would tend to result in forming the oil tanker storage development for Western Australia. The plan development would help in listing the activities of the project and form the completion of the project. The out of scope items of the project include contractor work, transportation activities, and change management plan. These are not a part of the main work of the project and would not be managed by the project team.

The determination of the project scope is based on the analysis of the work included in the project of renovation of the oil storage area for Western Australia. As stated by Martinelli and Milosevic (2016). the alignment of the project activities is helpful for covering the deployment of the effective and improved functional operations.

Step 1: Analysisà The analysis of the project requirements were the first step in determining the scope of the project.

Step 2: Determinationà The analysis helped in determining the list of activities that are crucial for the project.

Step 3: Prioritizationà The prioritization of the scope items for the project is done on the basis of the activities of the project.

Step 4: Finalizingà The final step for the project scope statement development is the selection of project elements in terms of in scope or out of scope.

The project of construction of the oil storage in Western Australia would comprise of using the construction principles and operations. Hence, according to Kerzner (2017), the project would involve a number of stakeholders that can be grouped into three sections namely project steering committee (comprising of oil and natural gas board of Western Australia, state government, and the owner of the project), project managerial level (that would involve the project manager, contractor, and other management departments), and operational level (that would comprise of all workers of the project). Their importance for the project of Construction of the Oil tankers storage is shown below,

The project of construction of the oil storage in Western Australia is largely responsible for the alignment of the effective and improved development options. The key deliverables for the project include,

1. Oil Storage Facility: Final Oil Storage Facility that would help the people of Western Australia for the improved petroleum refinery
2. Plan: Project Plan that would be helpful for forming the refurbishment of the operations for the construction of the oil storage in Western Australia
3. Documentation: Final report that would allow the project team in their any future projects related to the construction

The project acceptance criteria for the project of construction of the oil storage in Western Australia are,

1. Completion of the project in time and budget as it is a major factor that would impact on the successful completion of the project
2. Storage Facility modified as required by the client so that the client would be able to access the three oil tankers comfortably

• Feasible plan that would be able to bring the money’s worth in the completion of the project operations

The project life cycle is waterfall in nature for the project of construction of the oil storage in Western Australia as it is a construction project and the activities should be iterative in nature. According to Patwardhan et al. (2016), the step by step activities of the project is aligned for forming the successful integration of the operations and carrying out the modification of the integration activities.

Figure 1: Waterfall Model of Project

(Source: Mor et al. 2015, pp-608)

The monitoring and controlling of the project of construction of the oil storage in Western Australia can be done by the following steps,

1. Monitor: The implication of the project progress analysis and checklist are helpful for forming the project monitoring process for the project of construction of the oil storage in Western Australia (Kuhl, 2014). It would help in analysing whether the project activities are going as expected.
2. Control: The control management process is helpful for controlling any project and it would help in modifying the activities of the project of construction of the oil storage in Western Australia to ensure that the final deliverable is attained.

The success of the project activities is largely dependent on the completion of the project of construction of the oil storage in Western Australia in the estimated time and budget. The three factors that define the success criteria for the project are given below,

References

Brioso, X. (2015). Integrating ISO 21500 guidance on project management, lean construction and PMBOK. Procedia Engineering, 123, 76-84.

Kerzner, H. (2017). Project management metrics, KPIs, and dashboards: a guide to measuring and monitoring project performance. John Wiley & Sons.

Kerzner, H., & Kerzner, H. R. (2017). Project management: a systems approach to planning, scheduling, and controlling. John Wiley & Sons.

Kuhl, J. G. (2014). Incorporation of Agile Development Methodology into a Capstone Software Engineering Project Course. In Proceedings of the 2014 ASEE North Midwest Section Conference (pp. 1-8).

Mahadevan, L., Kettinger, W. J., & Meservy, T. O. (2015). Running on Hybrid: Control Changes when Introducing an Agile Methodology in a Traditional” Waterfall” System Development Environment. CAIS, 36, 5.

Martinelli, R. J., & Milosevic, D. Z. (2016). Project management toolbox: tools and techniques for the practicing project manager. John Wiley & Sons.

Mor, Y., Cook, J., Santos, P., Treasure-Jones, T., Elferink, R., Holley, D., & Griffin, J. (2015). Patterns of practice and design: Towards an agile methodology for educational design research. In Design for Teaching and Learning in a Networked World (pp. 605-608). Springer, Cham.

Patwardhan, A., Kidd, J., Urena, T., & Rajgopalan, A. (2016). Embracing Agile methodology during DevOps Developer Internship Program. arXiv preprint arXiv:1607.01893.

Snyder, C. S. (2014). A guide to the project management body of knowledge: PMBOK (®) guide. Project Management Institute: Newtown Square, PA, USA.

Svejvig, P., & Andersen, P. (2015). Rethinking project management: A structured literature review with a critical look at the brave new world. International Journal of Project Management, 33(2), 278-290.

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