The Jeffrey Smart Building plans to be a purpose built, state of the art learning centre, open to all students. The new learning zone will combine an innovative space, with resources and support never before seen at the University of South Australia. A project of this size and importance needs strong governance policies and procedures to keep the project on time and cost. This essay will discuss the importance of required reporting and document control, which coincides with gaining the correct approvals both internally and externally. If the strategies mentioned are not applied properly, governance related risks may affect the success of the project, which will be discussed. The Jeffrey Smart Building (JBS) is an important project that aligns
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The University of South Australia (UniSA) follows these principles, and their strategic plan is available for the public eye. Published in early 2013, the strategic plan states that by 2018, UniSA will be a university which; engages fully with the professions and industry globally, whose research is informed, leading edge and relevant, and whose graduates are the new professionals driving the national and international economy through their skills, capabilities and innovation potential . As a part of this strategic plan, UniSA have outlined seven different action sets that describe how the goals in the plan will be achieved . Out of the seven listed actions, two directly relate to the Jeffrey Smart project, with the board of UniSA seeing this project as one of the driving factors to achieve the strategic plan …show more content…
Applying a process that assures the proper handling and application of these documents is essential to the project's success, and ultimately determines how the project will be delivered. Routine reports, whether weekly, monthly or annually inform various levels of management and consultants of projects information, due dates and milestones. For the JSB project, the monthly meetings will be the major timeslot for both internal and external stakeholders informing relevant personnel of project actions and updates. Externally, the month reports will cover the status of construction, ongoing design & engineering works, stakeholders, financial and procurement matters. a template for which can be found at appendix 1 . Internal reports are to be received by the board and relevant contractors, such as the construction manager. This report will cover project specifics such as monthly project details and overview, project profit report, labour schedule, sub contract register and finally, the construction program (appendix 2) to demonstrate goals and deliverables for the next month. The templates provided are to be populated by the project manager prior to the meeting. In both external and internal meetings many decisions will
The University of South Australia (UniSA) follows these principles, and their strategic plan is available for the public eye. Published in early 2013, the strategic plan states that by 2018, UniSA will be a university which; engages fully with the professions and industry globally, whose research is informed, leading edge and relevant, and whose graduates are the new professionals driving the national and international economy through their skills, capabilities and innovation potential . As a part of this strategic plan, UniSA have outlined seven different action sets that describe how the goals in the plan will be achieved . Out of the seven listed actions, two directly relate to the Jeffrey Smart project, with the board of UniSA seeing this project as one of the driving factors to achieve the strategic plan …show more content…
Applying a process that assures the proper handling and application of these documents is essential to the project's success, and ultimately determines how the project will be delivered. Routine reports, whether weekly, monthly or annually inform various levels of management and consultants of projects information, due dates and milestones. For the JSB project, the monthly meetings will be the major timeslot for both internal and external stakeholders informing relevant personnel of project actions and updates. Externally, the month reports will cover the status of construction, ongoing design & engineering works, stakeholders, financial and procurement matters. a template for which can be found at appendix 1 . Internal reports are to be received by the board and relevant contractors, such as the construction manager. This report will cover project specifics such as monthly project details and overview, project profit report, labour schedule, sub contract register and finally, the construction program (appendix 2) to demonstrate goals and deliverables for the next month. The templates provided are to be populated by the project manager prior to the meeting. In both external and internal meetings many decisions will