CSM80006 GROUP WORK ASSESSMENT

CSM80006 GROUP WORK ASSESSMENT

CSM80006 GROUP WORK ASSESSMENT (SEMESTER 2, 2021)

CSM80006 GROUP WORK – PART 1 (20% WEIGHTING)

The group work assessment in this unit is for 40% weighting, which includes 2 parts (each worth 20%). Your individual contributions in all group work tasks will be checked.

This is Part 1 of your group work, which is for 20% weighting in this unit. The Part 1 include one task of 3 questions with some built-in options (i.e. 6% + 6% + 8% = 20%).

The deadline for this Part 1 of group work report submission is the end of next day (i.e. 3rd September 2021 mid-night) your tutorial session in current Week 5 in Semester 2, 2021. You are required to upload your group reports in Canvas. Your individual participation and contribution in the groupwork activities in Tutorial Track 4 session on 2nd September 2021 will be noted for the assessment of this CSM80006 Group Work – Part 1 (20% weighting).

You are encouraged to consult with us during your CSM80006 tutorial track’s Collaborate Ultra live session in Week 5 (Semester 2, 2021).

   GROUPWORK
 Part 1: Week 5
CSM80006 Group work – Part 1  Part 2: Week 11
  TASK 1 (20% WEIGHTING) With growing demand for renewable energy, various entities such as government organisations, private agencies, and research institutions are striving to develop novel systems and improved energy generation facilities such as geothermal, solar, wave, and wind. An engineering faculty (EF) in the university (X) located in city council (Y) has recently won a competitive research grant to develop a sophisticated high power solar-wind hybrid renewable energy generation infrastructure which include: (a) a concentrated solar power tower; (b) a more powerful super-conducting wind turbine; and (c) a novel (proprietary) hybrid generator system. The scope of winning research proposal includes designing, constructing, maintaining and operating the hybrid system of solar power tower and wind turbine within the campus of ‘X’. Upon noticing the winning proposal, a power company (Alpha) and a power finance corporation (Beta) in the same state as well as a government department (Gamma) in another state (Delta) and an international organisation (Theta) are keen to support (by cash and in-kind contributions) for developing and implementing the novel hybrid power generation solutions from this research project of ‘EF’. In addition, the top management of ‘X’ has an idea of using it as a marketing showpiece whereas the dean of ‘EF’ suggested this as a testbed for industry partners and research projects. Also, they felt that this could be a unique practical training arrangement for the engineering students and industry professionals. The Facilities and Asset Management (FAM) division of ‘X’ recommended that the solar tower and wind turbines have to be in two different locations to have minimum disturbance in the campus. However, the engineering faculty ‘EF’ preferred to have both in a single location and conveyed that the suggestion by ‘FAM’ is unacceptable for various technical reasons. The city council of local government (CCLG) responsible for providing building permissions has no precedence of approving such infrastructure construction. Also, ‘CCLG’ has no policies for permitting a wind turbine within the council region and they do not have any idea of concentrated solar power and they think it might be risky to provide a building permit for this infrastructure. While reviewing the research proposal, the review panel of the competitive research grant queried regarding this issue. In this regard, ‘EF’ submitted a response stating time constraints of the research proposal and their expectations to subsequently approach ‘CCLG’ with a detailed risk management plan and two international examples. ‘EF’ was confident on goodwill and influence of ‘X’ to obtain necessary council approval. 

If this is approved by the council (Y) of the local government (CCLG), the senior management of the university (X) recently decided following:

  • The scope of the proposal will be divided into two major components as separate projects, i.e.
    • Project 1 for designing and constructing (2 years); and
    • Project 2 for operating, maintaining, training/ educating, etc. (25 years)
  • Although the faculty (EF) has design expertise, X will hire a top Design and Build contractor, i.e. A2Z for the Project 1.
    • The price and non-price terms will be negotiated between X and A2Z.
  • For the Project 2, a new consortium company ENERGY-HYBRID will be subsequently formed after completion of Project 1.
    • X, Alpha and Beta will hold major portion of shares in this new consortium company.

Assume that the Project 1 could tentatively commence from 1 July 2022 and the estimated execution period for this project is 24 Months. This project (Project 1) requires a specialized equipment for which a set of key components need to be manufactured abroad by some overseas contractors. The schedule of Project 1 includes:

  • Manufacturing and delivery period 1st July 2022 to 18th December 2022; and (b) Installation period from 19th Dec 2022 to 31st July 2023. In October 2021, the contractor of this project (A2Z) will call for bids from overseas contractors to supply the key component and install in Australia. Assume that three specialist overseas companies, one from P-Alpha from Taiwan, Q-Beta from Indonesia and R-Gamma from India have submitted bids to manufacture the component in their home countries and install in Australia. All three bidders comply with specifications and also have international reputations. P-Alpha predominantly employs personnel from Taiwan. Q- Beta predominantly employs personnel from Indonesia. R-Gamma predominantly employs personnel from India.

For the above-mentioned hypothetical case-study you are required to:

  1. (a) Identify all stakeholders mention their respective roles in the project – Project 1;

(b)  Assuming any one specific conflict/ issue in this project (i.e. Project 1), provide your suggestion to resolve the conflict/ issue.

(6 marks)

2.        Suggest a list of Key Performance Indicators (KPIs) for the ENERGY-HYBRID consortium and a Balanced Score Card framework for the project performance management in Project 2.

(6 marks)

3.        Develop a “Project Management Plan” covering management of any two of following aspects only for Project 2:

  • Scope

(ii)                    Change

  • Communication

(iv)                  Conflict/ dispute’

(4 + 4 = 8 marks)

Your written report of this “Group Work – Part 1” can be normally 4 to 6 pages (total) excluding coversheet.

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