CVEN90045 Engineering Project Implementation

Semester 2, 2017

Middleborough Road Rail

Separation Project: Organisation,
governance and stakeholder
management
Alan Thomas 635971
William Manahan 722058
Rendy Putra 931912
Hasabi Ryan Gustama 925106

Document Status Prepared By Date Reviewed By Date

Draft 1 W Manahan 24/08/2017 All team members 27/08/2017

Draft 2 R Putra 28/08/2017 A Thomas 29/08/2017

Final report R Putra 30/08/2017 All team members 31/08/2017

Introduction and Purpose
The Middleborough Road railway crossing is located between Box Hill and Laburnum Stations in
Melbourne’s east. On average, more than 30,000 vehicles traverse this crossing every day. It is
also one of the city’s busiest rail lines, carrying 250 trains per day, and the level crossing closes
for more than 30 minutes per hour during the peak traffic periods. This, combined with the
adjacent intersection of Middleborough and Whitehorse roads, creates a safety threat along with
traffic congestion.

Figure 1. Middleborough Road Map (VicSig 2009)

In order to eliminate this railway crossing, this project was carried out by the Middleborough Road
Alliance, consisting of VicRoads, John Holland Pty Ltd, Connex, and the Director of Public
Transport. This report aims to provide some fundamental aspects in the Project Organization &
Governance Plan and its Stakeholder Management Plan.

Executive summary
This paper sets out a project plan for the organisation, governance and stakeholder management
elements of the Middleborough Road level crossing removal. Two organisation charts will
describe the alliance management structure for the advanced weekend works and major
shutdown period covering both on-site and off-site positions.

The geotechnical subcontractor’s organisational structure will also be outlined, including a list of
linkages between members of the major project organisation and the geotechnical subcontractor’s
paralleled positions.

Responsibilities for all major positions in the alliance team will be listed, as well as a schedule of
authorisation for the geotechnical subcontractor organization. It will lastly outline a stakeholder
management plan for a list of identified stakeholders, and map the stakeholders in terms of their
impact on, or impact from the project.
Project Organisation & Governance Plan
The Middleborough Road Rail Separation Project was an Alliance contract agreement chosen by
the Government Transport Department and was working with the winner for the project KBR and
John Holland. The Alliance Leadership Team consist of KBR as principal designer, Vicroad,
Connex and john holland, their main responsibility was providing corporate governance and
leadership to the Alliance Team members.

During the advance work (early works and weekend occupation), the jobs were divided by
geographic sections. The first section was the Laburnum section – the section manager of
Laburnum had responsibility to monitor the earthwork and preliminary excavation around the
railway, as well as the preparation for station reconstruction. The next section was Box
Hill/Blackburn – the section manager of this section focused on the preparatory works at both
stations and the railway signalling system at both ends of the forthcoming rail shutdown. The last
section was the Middleborough section – the manager of this section had a responsibility to
manage the ground levelling in the Middleborough Road level crossing.

During the Major Shutdown Period, the top of the structure remained the same as the advance
work. The main differences between the diagrams lies underneath the section managers, due to
the scope of the activities at site.
Task 1: Alliance structure organisation charts (Advanced work)

Alliance Team
Name Head Office
Owner Owner

Site Office
ABC Site

Alliance Name LEGEND

Leadership
Alliance Leadership
Team
Team

Project Name Project Name

Project Manager Project Accountant
Manager Accountant

Community Laburnum Blackburn/Box Middleborough

Project Name OH&S Name Quality Name Contracts Name
Name
Engineering Name
Name Name Name
Project Programmer OH&S Manager Quality Manager Contract Manager Relations
Community Relations
Engineering Manager Section
Laburnum Section Hill Section
BlackBurn/boxhill Section
Middleborough
Programmer Manager Manager Manager Manager Manager Manager Section Manager
Manager
Section Manager
Manager
Manager Manager

Procurement
Name
Project Name Name Civil Works
Name Civil Works
Name
Procurement
Project Surveyor Site Engineer
Site Engineer
Civil Work
Engineer
Site Safety
Manager
Manager
Surveyor Engineer
Engineer Officer

Name
HR/IR Manager Design TeamName Site SafetyName Site Engineer
Name
HR/IR Manager Design Team Site Safety
SiteName
Engineer
Site Engineer
Site Engineer

Leader Leader
Officer Officer

Site Safety
Name
Civil Work
Temp Name Civil WorksName Site Safety
Name OfficerEngineer
Works
Temporary Work Civil Work Site Safety
Designer
Designer Engineer
Engineer
Officer Officer
Programming
Name
Programming
Name
Traffic Mgmt
Traffic Programming
Name
Programming Programming
Name Engineer
Engineer

Management
EngineerEngineer Engineer
Engineer Programming
Engineer
Engineer

Rail Signalling
Name
Rail Signalling

Engineer Engineer
Task 1: Alliance structure organisation charts (Major Shutdown Period)

Name
Owner
Owner
Alliance Team

Head Office

Site Office
AllianceName ABC Site
Leadership
Alliance Leadership
Team
Team
LEGEND

Project Name Project Name

Manager
Project Manager
Accountant
Project Accountant

Community Laburnum Middleborough

Project OH&S Quality Contracts Name Engineering Name Name
Name Name Name Name Relations
Community Relations
Name Section
Laburnum Section Section
Middleborough
Programmer
Project Programmer Manager
OH&S Manager Manager
Quality Manager Manager
Contract Manager Manager
Engineering Manager
Manager
Manager Manager
Manager
Manager Section Manager

Procurement Project CivilName

Works
Name
Name Site Engineer
Name
Procurement
Manager
Manager Surveyor
Project Surveyor Site Engineer Engineer
Civil Work
Engineer

Name Design Name Team Site Safety

Name
Electricity
Site Safety
Name
Site Safety
HR/IR
HR/IR ManagerManager
Design Team
LeaderLeader Officer
Engineer
Officer
Officer

Name
Temp Name Civil Works
Civil Work
Name

Works
Temporary Work Engineer Site Engineer
Site Engineer
Designer
Designer Engineer
Traffic Name
Traffic Mgmt
ElectricalName
Rail Trackwork
Electrical
Name
Electricity
Management
Engineer
Engineer Engineer
Engineer
Engineer
Engineer

Rail Signalling
Name
Rail trackwork
Name
Site Safety
Programming
Name
Programming
Rail Signalling
Engineer
Engineer Engineer Officer
Engineer
Engineer

Programming
Name
Programming
Engineer
Engineer
Task 2: Geotechnical subcontractor organisation charts

Construction
Name
Construction
Manager Manager

Section Section
NameManager, Name Programme
Name and Name NameContract Name
Manager, Programme and Cost HR/IR Manager Quality Manager
Section Manager Site Section Manager Plant Cost Engineer HR/IR Manager Manager
Contract Manager Quality Manager
Site Plant Engineer

Name
Site
Name Safety Maintenance
Maintenance
Cost
Name
Site Safety Officer Cost accountant
Officer Officer
Engineer Accountant

Name Plant
Name
Surveyor
Surveyor Plant Supervisor
Supervisor

Shift
Name
Shift Supervisor
Supervisor

Geotech
Name
Engineer
Geotech Engineer

Inspection
Name
and Test
Inspection & test
Engineer
Engineer
Major alliance position Geotechnical Description (The reason
Subcontractor position why the linkage exists)
Laburnum Section Manager Construction Manager The Construction Manager
gives all information and
reports about the
geotechnical works to the
Section Manager, and they
work together to coordinate
their activities and
programming
OH&S Manager Site Safety Officer They are both providing
safety policy. The site safety
officer should give a report
to OH&S Manager
Project Surveyor Surveyor Surveyor gives the levelling
report to the project surveyor
Quality Manager Inspection and test engineer Inspection and test engineer
reporting to quality manager
Project Programmer Programme and Cost The Programme and Cost
Engineer Engineer maintains the
scheduling and the cost of
the geotechnical works, and
gives a report to the Alliance
Project Programmer
HR/IR Manager HR/IR Manager Both managers have a
responsible to manage their
respective workforce, and
the subcontractor HR
manager should report to
the manager on Alliance
Contract Manager Contract Manager Both contract managers
reach an agreement about
the contract between the
alliance and the
subcontractor (with the
involvement of the project
managers)
 Quality Manager Quality Manager The quality manager should
report the quality and the
specification used in
geotechnical section to the
Alliance

Task 3: Section manager responsibilities and subcontractor

partnerships
The Alliance Section Manager for the advance works being undertaken by the several
subcontractors in Laburnum Station has a number of major responsibilities:
1. Transparently establishing the framework of the project
2. Ensuring about safety issues for the workers on site, pedestrians, train users and road
users
3. Ensuring the delivery of materials is on time
4. Ensuring the maintenance of the equipment and tools are performed with appropriate
procedure regarding the quality and safety issues
5. Controlling all construction works on site to be completed on schedule and within budget
6. Maintaining a reliable relationship between the alliance team and stakeholders by giving
essential information.
7. Collaborating with the subcontractors:
○ Contract agreement
○ Ensuring all tasks done by the subcontractor meet the standard requirement.
○ Bridging the communication between alliance team and subcontractor to avoid
disputes between the parties.
8. Providing reports to the Project Manager.
9. Documenting all changes made in the construction site (design, work instructions,
specifications)

There are several reasons why some personnel in each subcontractor’s organization need to
work co-operatively with counterpart personnel in the alliance organization:
1. Preventing duplicate jobs occurring in some tasks due to unclear information or
miscommunication.
2. Ensuring the materials are within specification.
3. Preventing delays to the project
4. Preventing miscommunications between subcontractor and alliance
5. Minimizing the risks on project
○ Injury (Safety issues)
○ Budget overruns
○ Equipment and tools (depreciation or damaged items)
○ Communication problems
6. Maintaining a good relationship between them to avoid lack of trust.
7. Monitoring the subcontractor’s performance.
 8. Avoiding unnecessary activities that delay the project.

Task 4: Schedule of Authorisation Levels in the Alliance

Organisation and Various On-site Subcontractors Organisations

Function to be Undertaken Position in the Organisation

During Project Responsible and Accountable for
Implementation the Function During
Project Implementation
a. Preparation of initial "control programme" for all Programming Engineer
Alliance works
b. Recommendation of initial project "control Project Programmer
programme" for all Alliance works
c. Approval of initial project "control programme" for all Project Manager
Alliance works.
d. Recommendation of the daily schedule during the Programming Engineer
rail closedown period.
e. Recommendation of major rail material supply Procurement Manager
subcontractor.
f. Approval of payments to the Geotech subcontractor Project Accountant
within approved budget throughout the Project
period.
g. Maintenance of the Alliance comprehensive project Contract Manager
financial and contractual records;
h. Approval of a change to the construction program Project Manager
which involves changing the overall completion
date;
i. Approval of the rail occupation requests from the Signalling Engineer
Signalling Subcontractor.
j. Establishment of the safety management system that Site Safety Officer for Laburnum
will govern safety management at Laburnum Section
Station.
k. Recommendation of the design of the temporary Temporary Works Designer
works needed to implement subcontract works for
the Laburnum Street Bridge;
l. Approval of the design of temporary works needed to Design Team leader
implement subcontract works for Laburnum Street
Bridge
m. Approval of rail as-built geometry based on actual Engineering Manager
field survey data.
n. Approval of the signalling inspection & test plan at Rail Signalling Engineer
Blackburn Station.
 o. Coordination of rail and bus services during Traffic Management Engineer
preparatory works at Box Hill & Blackburn
Stations.
p. Preparation of the public road traffic management Traffic Management Engineer
plan to be used during the shutdown period.
q. Recommendation of the $ amount to be offered to Community Relations Manager
the City of Whitehorse for use of the local sports
ground.
r. Updating of a regular newsletter, website & social Community Relations Manager
media to advise local community stakeholders of
project progress on the site and upcoming
activities;
s. Development of project industrial relations HR/IR Manager
agreements with different unions on site
t. Proposer of pile depths for trench wall stability near Site Engineer for Middleborough
properties Road Section
u. Recommendation of pile depths for trench wall Civil Works Engineer for
stability near properties Middleborough Road Section
v. Approval of pile depths for trench wall stability near Section Manager for Middleborough
properties Road Section

Stakeholder Management Plan

Introduction
This Stakeholder Engagement Plan describes how the Middleborough Road Rail Separation
Project alliance team will engage with the diverse range of government, business and community
stakeholders who have an interest in this project. The stakeholders play a determinative role in
the success of this project, so this plan includes many opportunities to communicate, consult and
engage to make sure all interested parties are kept in the loop.

The plan details the stakeholder engagement process during the project planning phase, when
input will be sought and information will be provided on project outcomes, proposed designs, and
the temporary changes to road and rail travel during construction. In addition, stakeholder
engagement will continue during the major shutdown as construction progresses.

Assumptions
The plan assumes that:
● A project design has been prepared;
● The project owner has provided channels of communication to key stakeholders, such
as the details of a relevant contact person within government body stakeholders;
 ● The project owner is supportive of a strategy that promotes public participation and is
prepared to make alterations to the project scope

Identifying Stakeholders
A number of organisations and groups have been identified as stakeholders in the Middleborough
Road Rail Separation Project. They have been categorised according to their level of interest in
the project (high or low) and the degree to which they have the power to significantly impact the
project (high or low). Figure 1 shows the stakeholder mapping during the planning phase of the
project, while Figure 2 displays the stakeholder mapping for the major construction
(implementation) phase.

Planning
High level of ● Utility service companies (with ● Railway operator (Connex)
influence/power assets in Middleborough Rd) ● Road operator (VicRoads)
● Municipal Government (City of
Whitehorse);
● Box Hill High School
● Box Hill Cemetery Trust
Low level of ● Emergency services (police, fire, ● Rail Users
influence/power ambulance) ● Labour organisations (various);
● Residents in the nearby community ● Road Users (community, bus
● Sporting teams using the adjacent companies, taxi companies);
sports ground ● Residents adjacent the site;
● Local Newspapers and RACV ● Local shopkeepers

Low Impact from, or Interest in the High Impact from, or Interest in the Project
Project

Figure 1

Implementation
High level of ● Utility service companies (with assets ● Railway operator (Connex)
influence/power in Middleborough Rd) ● Road operator (VicRoads)
● Emergency services (police, fire, ● Municipal Government (City of
ambulance) Whitehorse);
● Box Hill High School
● Box Hill Cemetery Trust
 Low level of ● Residents in the nearby community ● Rail Users
influence/power ● Local Newspapers and RACV ● Labour organisations (various);
● Road Users (community, bus
companies, taxi companies);
● Residents adjacent the site;
● Local shopkeepers
● Sporting teams using the adjacent
sports ground

Low Impact from, or Interest in the High Impact from, or Interest in the Project
Project

Figure 2

Selecting an approach
The International Association for Public Participation (IAP2) has developed tools that help foster
public participation in a project. Alongside the IAP2 Core Values, which set out various goals that
public-facing projects should aspire to, a Public Participation Spectrum is provided, which sets
out different ways in which the public can be engaged with a project.

The Public Participation Spectrum features five levels of engagement (IAP2 2014):
1. Inform - where a one-way yet “objective and balanced” channel of communication exists
from the project team to the community (or other stakeholder).
2. Consult - where the community (or other stakeholder) has an opportunity to offer
feedback or comments on key project decisions.
3. Involve - where the community (or other stakeholder) is given numerous opportunities to
provide a range of input throughout the project.
4. Collaborate - where the project team works alongside the community (or other
stakeholder) at all phases to develop the project together.
5. Empower - where the community (or other stakeholder) is given complete decision-
making powers over some or all aspects of the project.

As noted in the list above, these levels of engagement are framed in terms of community
involvement, but they can apply equally to other stakeholders as well. For example, one could
decide to inform a local newspaper, but to collaborate with the High School next to the project
site.

In this project, central stakeholders will be empowered by being appointed to a steering

committee. For other stakeholders, varying levels of engagement, from informing to collaborating,
will be used, consistent with their levels of influence and interest in the project.
Proposed objectives
This management plan will play a key part in ensuring that the project is completed on time and
on budget, without cost overruns or time delays. Specifically, this plan aims to:
● Minimise the chance of reputational damage through a failure to understand the needs of
stakeholders
● Keep the local community informed and consulted about work occurring in their area
● Collaborate with infrastructure-based stakeholders, such as utility companies and key
landholders, and avoid excessive disruption to services while ensuring a balance is met
between the project outcomes and the needs of the community.

Proposed approach

█ Low Influence and Low Interest

This stakeholder group plays a minimal role in overall project success. It includes local residents
in the vicinity of the worksite, community sports groups and local newspapers. It is important to
keep them up to date with the progress of the project; however, any resources exhausted on this
group over and above this “monitor and respond” approach would be an inefficient use of funds.
To this end, the following communications are recommended.

Monthly Newsletter for the stakeholders to be remain informed on the status of the project, it
should cover:
● Project deadlines and what to expect in the way of potential disruptions. Keep
stakeholders informed of when each stage is expected to be completed and what they
should expect from each stage, so they can manage their own timetables to avoid any
disruptions to their schedules.
● Project successes and a reminder of the eventual benefits of the realised project once it
is completed.
Liaison Officer to manage newsletter and directly respond to any concerns or questions which
members of this group may have.

█ Low Influence and High Interest

This stakeholder group includes road/rail users, local businesses and residents living adjacent to
the site. They are all heavily impacted by the project, however have little power in influencing the
project. It is important that they are kept informed on how each stage of the project might affect
them, and are given a forum to voice their concerns. To this end, the following communications
are recommended.

Monthly Face-to-Face Forums with Liaison Officer, content should cover:

● What each stakeholder group should expect from each stage of the project, and how it
may affect their routine.
 ● Opportunity for community members to give feedback or voice concerns on previous
stages and how they may/may not have been informed enough, so the Liaison Officer can
better prepare forum content in the future.
Website News Blog which should cover:
● All content from previous meeting for people who were unable to attend.
● Any urgent news which cannot wait till the next forum, and/or changes in the timelines for
different project stages e.g. if they should expect traffic delays to continue for another
week.

█ High Influence and Low Interest

Stakeholders in this category include the emergency services and utility providers. These
organisations provide essential services to the community. Serious consequences, including loss
of life, could occur if the emergency services cannot reach their destination or critical utility
services are cut off without notice. Therefore, these stakeholders need to be kept informed about
the exact state of the project so they can be confident that their operations can continue safely
and reliably.

Meeting at Each Phase. By meeting with these stakeholders at each phase of the project,
including sharing infrastructure designs and temporary works plans, the project team will ensure
that:
● Stakeholders are aware of the project scope and will be able to take action to work around
the disruptions the project will create.
● The project team is aware of any requirements of the stakeholders, such as preserving
emergency access and the locations of underground services. During the meetings, the
project team will have an opportunity to discuss how to address these requirements to the
stakeholder’s satisfaction.
● The project is not delayed by unexpected disruptions or previously unarticulated
stakeholder requirements.
Although these stakeholders have a low interest in the project, their involvement is crucial to
project success, so the benefits of these meetings to the stakeholders need to be made clear,
and they should only be held at times when a clear need is identified.
Frequent Updates - weekly during the advance works and daily during the major shutdown. The
stakeholders will be kept informed of any changes, such as unplanned closures

█ High Influence and High Interest

These stakeholders play a central role in the project. The road and rail operators control the
infrastructure which will be altered by the project and will take ownership of the new infrastructure
upon project completion, while the local community and nearby landholders will experience
changes to their daily lives during construction and will be left with a new piece of public
infrastructure in the centre of their community. High levels of engagement will be required to
ensure the high impacts on these stakeholders are managed well, so that they do not call upon
their significant levels of influence to cause delays to stoppages to the project.
A Steering Committee will be set up to include essential stakeholders - the rail and road
operators - alongside key members of the project alliance. These stakeholders are set apart by
their support for the project goals (being bound to implement government policy) and technical
understanding of engineering projects, making them ideal candidates for a high level of
empowerment within the project structure. This committee will offer input throughout the project,
and approval from this committee will be required for major decisions affecting the road and rail
systems.

A Stakeholder Advisory Board will also be established. This will include all the stakeholders at
this level, including the local council, cemetery trust and high school. See Governance below.

Governance
This project will be managed by the project steering committee (PSC), and each stakeholder
group from the High Impact/High Influence grouping will be invited to the contribute one
representative to the PSC Stakeholder Advisory Board (SAB).

The SAB will meet with the PSC on a fortnightly basis, and will be responsible for making
recommendations on project proposals by the project manager from the context of stakeholder
impact minimisation. Minutes from the meeting will be made available to both the project manager
and all stakeholders in the High Interest grouping. All decisions will be made by popular vote by
the members who are present. Any member not in attendance for three consecutive meetings
without forward notification will be removed from the committee.

References
International Association for Public Participation (IAP2), 2014, IAP2’s Public Participation
Spectrum, Viewed 29 August 2017,
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VicSig, 2009, Middleborough Road Project, Viewed 29 August 2017,

<[Link]