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

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