Assessment Task

The construction sector is expected to contribute an

estimated 13.5% of global GDP by 2030. This growth

projection is estimate to account for a 35% forecasted

rise from 2020 to 2030. Growth rate in infrastructure

construction from 2020-2030 for Australia is

estimated to be 3.4% with 3.7 in United Kingdom and

highest in India at 9.8% and lowest in Japan at 0.8%.

The global pandemic saw a large contraction in global

economic activities since the Great Depression which

impacted global construction projects with small to

large construction companies going into liquidation.

Inability to spend on contact sensitive activities such as

dinning out, traveling and leisure led to high household

savings with an anticipated increase in investment

power including government recovery plans to

rebound to pre-pandemic construction activities.

The global pandemic saw a 6.7% decline in non-

residential building works and potential job cuts. Other

issues plaguing the construction sector before the

pandemic were low labour supply, faulty procurement

systems, low productivity, delays in consenting/nThe global pandemic saw a 6.7% decline in non-

residential building works and potential job cuts. Other

issues plaguing the construction sector before the

pandemic were low labour supply, faulty procurement

systems, low productivity, delays in consenting

process, cost overruns, lack of technological training,

poor Treaty relations, low quality etc. While recovery is

ongoing, natural disasters remain a constant challenge

for projects with rapid growth building for climate

change concepts. Robustness, disaster related

damages and support for recovery forms a major part

of research and discussion towards a more resilient

construction sector. Varying levels of challenges exists

in delivering post-disaster construction ranging from

stakeholder coordination, deficiency in legislature,

resource scarcity, chaotic environment, shortage of

skilled labour and other issues. In small island states,

project management principles were found to be

loosely enforced and in developing nations, build back

scheme's reconstruction guidelines were not followed

which could lead to loss of livelihood during a disaster./nTo enable a turnaround in this trend and improve

project management contribution to building for

climate change, various projects have been approved

with an estimated budget of two-hundred million

dollars each across four nations prone to natural

disaster. To tap into this revenue stream VIC Construct

(VICC) a dedicated project management company was

formed by VUW. Given your unique knowledge and

skills from VUW, you have been assigned as the Project

Manager to develop a Project Management Plan for

any of the ten (10) key projects (see Table 1). Your

project management plan (PMP) for the first part of

assessment is not limited to the following components:

1. Overview of project management domains

2. Integration management

3. Structure, scope, and resource management

4. Communication and stakeholder management

5. Procurement and supply chain management

6. Quality and professional project management

practice

7. Risk and safety management/nThe projects are earmarked for construction in 10 sites

(Table 1). Please pay particular attention to project

team formation, cost, terrain, climate, labour supply

and other construction challenges faced in managing

such projects and incorporate this into your PMP.

VICC relies on your innovations to boost confidence in

delivering a hitch-free project. VICC would also be

focusing on rich data content from past case studies to

enable more informed decision making moving

forward with these projects. Remember, you are NOT

been assessed for your knowledge in building design

but project management. There is little details

provided during the feasibility phase of these projects

so, state clearly the assumptions applied in your

report.

Table 1: Assessment Allocations