Nathan Worling Z5057106

ZEIT8303 PROJECT MANAGEMENT BODY OF KNOWLEDGE

Federation Square Project

Designed by Donald Bates and Peter Davidson – LAB Architecture Studio

Opened 26th of October 2002 Estimated cost - $473 million

NATHAN WORLING -­‐ Z5057106

TABLE OF CONTENTS

1 EXECUTIVE SUMMARY .................................................................................. 3

2 INTRODUCTION .............................................................................................. 4

3 PROJECT MANAGEMENT KNOWLEDGE AREAS ....................................... 5 3.1 PROJECT SCOPE MANAGEMENT ..................................................... 5
With scope management playing an integral role in all facets of the identifiable knowledge areas, it was vital that the scope be defined, validated and controlled as best as possible within the planning phase of the project. Federation Square required the overall task to be broken down into smaller components to greatly improve cohesion. PMBOK Guide (2013, p.125) states, subdividing project deliverables and project work into smaller, more manageable components, provides a structured vision of what has to be delivered. With this process in place there would have been enhanced visibility toward potential challenges, with user groups having greater knowledge of specific areas of the project. No doubt, one of the major concerns during this project was scope creep. Having a government assume control a project that was openly critical of the initial inception induced many issues that were toxic to overall process (Misiak, 2003). As proposed change occurred to the original design under the new government, namely the redesign of the shard around the neighboring St. Paul’s Cathedral, evidence was clear that there was unrest. With the State’s Office of Major Project, Damien