The Conflict Resolution Peace - 2586 Words

What is peace? To some it is freedom of the disturbance and to others it is the presence of tranquility. To those that study the field of conflict resolution, peace is a concept that can be viewed as either negative or positive. Negative peace is the absence of war while positive peace is the integration of human society (Galtung). Though positive peace is the ideal standard that most would like to hold the world to, it is negative peace that is most present in society. Negative peace, though having the benefit of lacking violence can still be considered detrimental to a society because of lasting effects a conflict could posses. An example that shows how negative peace does not automatically solve inherent problems in an society is the†¦show more content†¦Components such as social class inequality, repressive military rule, and poverty played big roles in what soon became the factors that lead to civil war. Since 1931 El Salvador s government had been under military contro l, which in a economic sphere did not prove to be successful. The state was also plagued with fraudulent elections, which as a result always granted the military victory. The military regime was also closely allied with the elite of the country who were the ones that had the real power considering they controlled the state s economy. The elite needed the military in order to control the poor who were on the verge of revolting due to the inequality and lack of economic participation by their part. The elite controlled the country by keeping 41% of the population to no land because they wanted it in the hands of those that can produce a significant profit. The majority of people who lived in the countryside were also not allowed to vote, which furthered the narrative of a corrupt and untrustworthy government. The years leading up to the civil war were afflicted with a repressive government rule which in the year 1980 became enough to tip the citizens of the country over the edge of a full blown civil war. Before the commencement of the war, the opposition of the lower class to the ruling government was becoming more apparent. Many of El Salvador

The Influence of Roman Engineering and Architecture

The ingeniousness and beauty of Roman architecture has not been lost on us in the 2000 years since it was built. Even today, we still marvel at what incredible builders the Romans were, and at the sheer scale and integrity of many of their projects. It is hard to argue that today’s architecture will maintain the same lasting grandeur as that which the Romans built. If we can still respect and admire the grandeur of Rome as it was in it’s day, one can only imagine how much of an influence people of the time felt, due to the incredible innovations that the Romans brought to the new regions of their empire. In fact, it is because of the superior engineering skills and architectural ideas possessed by the Romans, and respected by others,†¦show more content†¦This water was then used for the public baths and toilets, besides the expected drinking water. The fact that this water was for the public, and not reserved for private use, pleased people in the new col onies even more, and made them even more accepting of Roman control. The actual aqueducts themselves, built by the Romans to carry the water, were perhaps even more influential. Aqueducts like Pont du Gard at Nimes (Images 3 and 4), or Segovia in Spain (Image 5), the latter of which still carries water today, were monumental landmarks in the colonies where they were built and still are today. That the Romans would build such magnificent and monumental structures for the sole purpose of supplying water to its colonies was likely overwhelming to those benefiting from it. So the Romans supplied the towns with water, and made travel between towns easier. But what about improving life within the town itself? It is in the public buildings such as the bath, the forum and the amphitheater, which people used and experienced daily, where Rome was able to exert its greatest influence. The fact that these buildings were open to all and not reserved for an elitist group of society only inc reased their significance. It is arguable that the grandness of the baths has yet to be surpassed in any public building since. These were huge, lavishly ornamented structures where citizens would go not only to bathe, but alsoShow MoreRelatedBuilding Concrete Structures Of Building Solid Stone Buildings1128 Words   |  5 PagesFor smaller buildings, concrete s strength freed the floor plan from rectangular cells to a more free-flowing environment. Most of these developments are described by Vitruvius writing in the first century AD in his work De Architectura. Ancient Roman concrete was a mixture of lime mortar, sand with stone rubble, pozzolana, water, and stones, and stronger than previously-used concrete. 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Healthcare Transformation And Changing Role-Myassignmenthelp.Com

Question: Discuss About The Healthcare Transformation And Changing Role? Answer: Introduction A registered nurse is defined as a graduate trained nurse, who has obtained the license from state authorities after qualifying in the license registration process. According to the NMBA, a registered nurse is defined as an individual who has qualified a particular education, demonstrates the necessary skills required for practice and is registered under the Health Practitioner Regulation Law as a registered nurse in Australia (Nursingmidwiferyboard.gov.au, 2018). The roles and responsibilities of a registered nurse are performing psychology exams, and maintaining health histories of patients, carry out health promotion, provide counselling as well as education. Registered nurses are also involved in administering medications, provide interventions, carry out analysis of patient data and showcase critical decision making skills, carry out co-ordination of care with a large number of healthcare professionals, supervise the care provided by, enrolled nurses, license practical nurses an d other nurse aides and also carry out research in order to contribute to evidence based care (Salmond Echevarria, 2017, pp. 12; Flinter, Hsu, Cromp, Ladden Wagner, 2017, pp. 287). Registered nurses function in a wide variety of settings like hospital, medical offices, nursing homes, ambulatory care setting, community health clinics, schools, among others (Rondinelli, Omery, Crawford Johnson, 2014, pp. e108). The most complex responsibility that needs to be effectively carried out by registered nurses is delegation (Hasson, McKenna Keeney, 2013, pp. 229-235). The registered nurses have the responsibility of understanding the needs of the patient and in turn delegate the necessary activities to the care givers. These care givers then under the efficient supervision of the registered nurse carries out the necessary activities that form a part of the care plan for the patient. Effective delegation not only enhances the favourable clinical outcomes but also encourages the team members under the registered nurse to carry out their duties effectively and efficiently, thereby influencing both clinical and financial outcomes (Mueller Vogelsmeier, 2013, pp. 20-27). This report provides an analysis of the role of the registered nurses in delegating effective care to patients and also assesses the role of the registered nurse in influencing the performance of the team members. Delegation It is defined as the transfer of duties to another individual, while retaining the accountability and the responsibility for any outcome whether favourable or unfavourable with respect to the performance of the duties. Effective delegation is part of the decision making process where the registered nurse (also referred to as the delegator) carries out proper judgment, assesses the patient data and uses the critical thinking and analysis skills to provide efficient and safe treatments to patients (Anf.org.au, 2018). The concept of effective delegation by registered nurses is based on the accountability, responsibility and authority (Mueller Vogelsmeier, 2013, pp. 20-27). Delegation forms an important part of the professional practice of registered nurses. It involves their ability to carry out effective clinical judgment and be responsible for the final outcome associated with the patient. Registered nurses have the role to understand the patient needs and assign suitable members of the team for the care of the patient. The registered nurses can assign patient care duties to enrolled nurses or ENs, license practical nurses or LPNs, nursing assistants, nursing aides and even to other registered nurses. The registered nurses have the responsibility to determine the patient needs and assign the skilled individual with the care of the patient. Delegation of nursing duties can only be given to individuals who are skilled and qualified to carry out the desired nursing task or intervention (Nursingmidwiferyboard.gov.au, 2018). Healthcare organizations usually face the problems associated with lack of effective care provided to patients by nurses. This not only results in unfavourable patient outcomes but also results in loss of healthcare resources apart from negatively impacting the patient and the healthcare organization in a financial perspective. Delegation is based on the concepts of Accountability, Responsibility and Authority (Rcn.org.uk, 2018). According to the Nursing and Midwifery board of Australia or NMBA, delegation is a relationship that exists between a registered nurse and other nursing professionals, such that the registered nurse can entrust that nursing professional with the care of a patient, although retaining the accountability of any outcomes (Nursingmidwiferyboard.gov.au, 2018). Apart from delegating the various duties of patient care, the registered nurses are also required to monitor whether the communications of the delegations has reached the desired individual. Moreover, they are also involved in monitoring the care provided to the patients by the relevant professionals so that favourable patient outcomes are obtained (Health.vic.gov.au, 2018). Delegation also involves assessing the risks and the capabilities of the nursing professionals before being assigned the responsibility of caring for patients. Moreover, delegation also involves the role of the registered nurses to provide necessary education to the nursing professional or the team members and also carrying out assessments of their competence (Mueller Vogelsmeier, 2013, pp. 20-27). Accountability Accountability of registered nurses involves their ability to review their own judgments and decisions along with evaluating the effectiveness of such decisions so that efforts can be made in the future to prevent any unfavourable patient outcomes with respect to decision marketing (Nursingmidwiferyboard.gov.au, 2018). Accountability is also associated with a sense of ownership for the entire care team by virtue of which the registered nurse effectively delegates patient care responsibilities with the aim to influence the activities of the nursing professional in appositive way. Accountability refers to the ability of the registered nurse to be responsible for the patient outcomes, while the team members are accountable to carry out their duties effectively as instructed by the registered nurse. With respect to any patient outcome the registered nurse remains legally answerable not only to the patients and their families but also to the healthcare organization. Thus, before delegatin g care duties, the registered nurse is required to assess the competencies of the team members and if needed provide the respective knowledge and skills training in order to enhance their competencies (Babiker et al., 2014, pp. 9). According to the NMBA, accountability refers to the role of the registered nurses in providing effective decisions and also be responsible for their actions, decisions, responsibilities and behaviour. Thus the registered nurse remains accountable for the decision to delegate, for monitoring the level of performance by the other person and for evaluating the outcomes of what has been delegated (Nursingmidwiferyboard.gov.au, 2018). Responsibility Responsibility is defined as the liability of the registered nurses with respect to performance of duties by members of the care team. Sometimes, responsibilities are shared among members of the care team if they were equally involved in the situation (Zahedi et al., 2013, pp. 1-8). Before delegating the activity of patient care, it is the responsibility of the registered nurses to assess the complexity of the patient problem and in turn predict the outcomes, which in turn would help them to delegate the appropriate skilled personnel with the duty of patient care. Responsibility is a process which involves both the registered nurse as well as the team member to whom the duty has been allocated (Imison, Castle-Clarke Watson, 2016). Registered nurses can influence the nursing practices of the team members by encouraging and rewarding their work with the aim to increase safe nursing practices (Xu, 2017, pp. 155-157). Poor teamwork which involves disrespectful behaviour, which is both rude and insulting on the part of the registered nurses can have a negative impact on the workings of the team members and can result in adoption of unsafe practices. It also gives rise to loss of trust and reduced turnover and morale of the team members (Reyka et al., 2015). Supportive and transformational leadership on the part of the registered nurses is essential in order to ensure that issues associated with nursing practices or problems in the working environment are sorted in order to foster collaborative relationships. All these in turn ensure positive outcomes for patient, self as well as the healthcare organization in general. Encouragement by the registered nurses constitutes a part of transformational leadership with the help of which the registered nurses aim to increase the productivity and the quality of the work of the team members involved in care provision (Roberts-Turner et al., 2014, pp. 236). Authority Authority is defined as the ability of the individual to carry out a task after they have been given the responsibility and they have accepted the responsibility. The registered nurses have the authority to supervise the performance of the team members to whom the tasks have been delegated. During supervision, the registered nurses play an important role in directing, influencing and guiding the team members with the aim to achieve high quality patient outcomes and also improve the skills of the team members and boost their confidence (Ncsbn.org, 2018). The registered nurses have the authority or the legitimate power to transfer a particular nursing activity to a competent member of the team and also to analyze the performance, plan and evaluate the nursing care and provide safe and effective judgment (Crnns.ca, 2017). The levels of authority include data gathering, which involves instructions to team members to monitor the vital signs of the patients and reporting it to the register ed nurse. The next step is data gathering and recommendation, which involves assessment of patient data and providing recommendations in order to achieve best outcomes for the patient. The next level is data gathering, recommendation and act, which involves validation of the recommended interventions before administration. The last level involves acting and informing others in the team after carrying out the necessary action (Armstrong, Rispel Penn-Kekana, 2015, pp. 26243). Conflict between registered nurse and team members Conflicts can arise between the registered nurse and the nursing professionals in the care team with respect to differences related to age, work ethics, roles, situation management and personality (Ghiyasvandian, Zakerimoghadam Peyravi, 2014, pp. 294). Conflicts can also arise if the nursing professionals refuse undertaking of any task delegated by the registered nurse. The willingness of the team members to respond to the registered nurse depends on the ability of the registered nurse to build a rapport with the team members. Differences in age, cultural background and gender acts as a barrier to developing rapport. Inability to develop a proper rapport with the team members, which is built on trust impacts the ability of the registered nurse to carry out effective delegation as well as supervision. For example if the enrolled nurse is older than the registered nurse and is also from a different cultural background then development of an effective rapport becomes challenging for th e registered nurse. In such situations, it is necessary for the registered nurse to establish a proper rapport with each and every one in the care team by respecting their values and competencies and also providing them with the effective support they need to enhance their skills and carry out their duties effectively (Akpabio, John, Akpan, Akpabio Uyanah, 2015, pp. 106). Hierarchical structures play an important role in influencing the delegation abilities of the registered nurse, which in turn affects the quality of care meted out to the patients (Babiker et al., 2014, pp. 9). Some of the factors that are found to affect the performance of the healthcare team and their willingness to respond and perform depends on the manner in which the registered nurse delegates the care duties. These factors are respect, trust building, status equity and time. Inconsistencies in these factors affects the communication accuracy of the registered nurses and in turn affects the performances of the nursing professionals of the team (Taylor, Clay-Williams, Hogden, Braithwaite Groene, 2015, pp. 244). Respect to all members of the team with respect to age and cultural background as well as competency has a positive effect on the willingness of the individuals to respond as well as perform effectively. With enhanced trust and respect, the team members also remain willin g to share their opinions with respect to the care needs of the patient. This results in sharing of information freely among the team members, thereby resulting in effective care coordination that in turn is highly beneficial for the patient. However, environments lacking mutual respect, trust and status equity prevents the staff to communicate their ideas with respect to patient needs to the registered nurse. Additionally, time availability also helps in proper communications, which in turn can result in development of strong rapport between the registered nurse and the care team members with respect to delegation of care (Tschannen Lee, 2012, pp. 1-7). Conclusion This report provides an overview of the role played by registered nurses in carrying out effective delegation. Registered nurses are entitled to follow the three concepts of delegation, which are accountability, responsibility and authority. The role of the registered nurses is to delegate care responsibilities to the care team members based on assessment of patient data, assessment of competencies of the team members, critically analysing the risks associated with the decision and providing effective decisions with respect to delegating appropriate tasks to appropriate members of the team with the aim to obtain favourable patient outcomes. However, negative attitudes, lack of respect, trust and status equity can hamper the effective delegation process. It is therefore necessary for the registered nurse to build trust, generate respect and implement status equity within the team with the aim to build a strong rapport that enhances communication and timely interventions for effective patient care. Reference List Akpabio, I. I., John, M. E., Akpan, M. I., Akpabio, F. F., Uyanah, D. A. (2015). Work-related conflict and nurses role performance in a tertiary hospital in South-south Nigeria.Journal of Nursing Education and Practice,vol. 6, no. 2, pp. 106, doi: 10.5430/jnep.v6n2p106 Anf.org.au.(2018). Anf.org.au. Retrieved 25 January 2018, from https://anf.org.au/documents/policies/G_Delegation_RNs.pdf Armstrong, S. J., Rispel, L. C., Penn-Kekana, L. (2015). The activities of hospital nursing unit managers and quality of patient care in South African hospitals: a paradox?.Global health action,vol. 8, no. 1, pp. 26243, doi: 10.3402/gha.v8.26243 Babiker, A., El Husseini, M., Al Nemri, A., Al Frayh, A., Al Juryyan, N., Faki, M. O., ... Al Zamil, F. (2014). Health care professional development: Working as a team to improve patient care.Sudanese journal of paediatrics,vol. 14, no. 2, pp. 9, https://www.ncbi.nlm.nih.gov/pubmed/27493399. Crnns.ca. (2017).CRNNS Standards of Practice For Registered Nurses.Crnns.ca. Retrieved 29 January 2018, from https://crnns.ca/wp-content/uploads/2015/02/RNStandards.pdf Flinter, M., Hsu, C., Cromp, D., Ladden, M. D., Wagner, E. H. (2017). Registered Nurses in Primary Care: Emerging New Roles and Contributions to Team-based Care in High-performing Practices.The Journal of ambulatory care management,vol. 40, no. 4, pp. 287, doi: 10.1097/JAC.0000000000000193. Ghiyasvandian, S., Zakerimoghadam, M., Peyravi, H. (2014). Nurse as a facilitator to professional communication: a qualitative study.Global journal of health science,vol. 7, no. 2, pp. 294, doi: 10.5539/gjhs.v7n2p294 Hasson, F., McKenna, H. P., Keeney, S. (2013). Delegating and supervising unregistered professionals: the student nurse experience.Nurse Education Today,vol. 33, no. 3, pp. 229-235, doi: 10.1016/j.nedt.2012.02.008 Health.vic.gov.au. (2018). Health.vic.gov.au. Retrieved 25 January 2018, from https://www.health.vic.gov.au/__data/assets/pdf_file/0011/887654/Delegation-Guide-Nurses-Midwives.pdf Imison, C., Castle-Clarke, S., Watson, R. (2016). Reshaping the workforce to deliver the care patients need.Nuffield Trust London. Mueller, C., Vogelsmeier, A. (2013). Effective delegation: Understanding responsibility, authority, and accounting.Journal of Nursing Regulation,vol. 4, no. 3, pp. 20-27, doi: 10.1016/S2155-8256(15)30126-5 Ncsbn.org. (2018).Joint Statement on Delegation American Nurses Association (ANA) and the National Council of State Boards of Nursing (NCSBN).Ncsbn.org. Retrieved 29 January 2018, from https://www.ncsbn.org/Delegation_joint_statement_NCSBN-ANA.pdf Nursingmidwiferyboard.gov.au. (2018).Nursing and Midwifery Board of Australia - Registered nurse standards for practice.Nursingmidwiferyboard.gov.au. Retrieved 25 January 2018, from https://www.nursingmidwiferyboard.gov.au/Codes-Guidelines-Statements/Professional-standards/registered-nurse-standards-for-practice.aspx Nursingmidwiferyboard.gov.au. (2018).Nursing and Midwifery Board of Australia - Fact sheet: Registered nurse standards for practice.Nursingmidwiferyboard.gov.au. Retrieved 29 January 2018, from https://www.nursingmidwiferyboard.gov.au/Codes-Guidelines-Statements/FAQ/fact-sheet-registered-nurse-standards-for-practice.aspx Rcn.org.uk. (2018).Accountability and delegation | Royal College of Nursing.The Royal College of Nursing. Retrieved 25 January 2018, from https://www.rcn.org.uk/professional-development/accountability-and-delegation Reyka, M. E. (2015).The impact of disruptive behavior on operating room nurse satisfaction. Indiana University of Pennsylvania. Roberts-Turner, R., Hinds, P. S., Nelson, J., Pryor, J., Robinson, N. C., Wang, J. (2014). Effects of leadership characteristics on pediatric registered nurses' job satisfaction.Pediatric nursing,vol. 40, no. 5, pp. 236, https://www.ncbi.nlm.nih.gov/pubmed/25929114. Rondinelli, J. L., Omery, A. K., Crawford, C. L., Johnson, J. A. (2014). Self-reported activities and outcomes of ambulatory care staff registered nurses: an exploration.The Permanente Journal,vol. 18, no. 1, pp. e108, doi: 10.7812/TPP/13-135. Salmond, S. W., Echevarria, M. (2017). Healthcare Transformation and Changing Roles for Nursing.Orthopedic nursing,vol. 36, no. 1, pp. 12, doi: 10.1097/NOR.0000000000000308 Taylor, N., Clay-Williams, R., Hogden, E., Braithwaite, J., Groene, O. (2015). High performing hospitals: a qualitative systematic review of associated factors and practical strategies for improvement.BMC health services research,vol. 15, no. 1, pp. 244, doi: 10.1186/s12913-015-0879-z Tschannen, D., Lee, E. (2012). The impact of nursing characteristics and the work environment on perceptions of communication.Nursing research and practice,vol. 2012, pp. 1-7, doi: 10.1155/2012/401905 Xu, J. H. (2017). Leadership theory in clinical practice.Chinese Nursing Research, vol. 4, no. 4, pp. 155-157, doi: 10.1016/j.cnre.2017.10.001 Zahedi, F., Sanjari, M., Aala, M., Peymani, M., Aramesh, K., Parsapour, A., Dastgerdi, M. V. (2013). The code of ethics for nurses.Iranian journal of public health, vol. 42, no. Supple1, pp. 1-8, https://www.ncbi.nlm.nih.gov/pubmed/23865008.

Case Study for Project Plan of Perth Stadium †Free Sample

Question: The Project Charter should explain the background of the organisation where this project will be carried out, the objectives of the project and the importance of this project to the organisation. The project team should also include a Business Case, Milestone Schedule, as well as any major problems or anticipated Risks with this project if they are known at this stage. The textbook provides detailed examples of what needs to be included in the Project Charter. These examples will assist the project team in the development of the Project Charter for My Project.The project that your team uses could be from one of the following categories depending on the type of business a student is involved in: an organisational project that a student is involved in as the organisations main line of business to manage projects for your organisation or on behalf of others an activity that a student is convinced would benefit from being handled as a project an activity in which a student was involved in the past that was not carried out as a project, but one which you believe would have been managed better as a project. Answer: 1. Introduction: Currently in Western Australia, Brookfield Multiplex is reconstructing famous Perth Stadium. Westadium Consortium (WC) is handling the whole project and Brookfield Multiplex is handling construction works. The group of Lakhwinder and Navdeep is also a part of Westadium Consortium and the group is actively involved into completion of the new stadium. The current assignment deals with planning and management of Perth stadium reconstruction project. 2. Project Charter for New Perth stadium development: Charter Element Description Scope Stadium development, transportation infrastructure development, refreshment centers Business Case behind the project part of locality development Milestone Schedule Construction starts in 2015 Seat installation in 2016 Surface development in 2017 Analysis of risk Change in international sports authoritys guidelines Estimated Budget $1.1 billion Stakeholders of the project Westadium Consortium The government of Western Australia Local people, players, vistors etc. Lessons Importance of government support in large constructions Operating principle of teams Different departments operate in collaboration Table1: Project charter for New Perth Stadium Development project 2.1 Scope analysis: Current project for new Perth Stadium primarily aims at construction of a five-tiered multipurpose stadium, which will be able to different sports including Cricket, soccer and AFL Football, rugby and other entertainment events. Analysis of project scope is important to develop detailed plan (Kloppenborg, 2012). Currently the stadium will have capacity of 60000 seats (afl.com.au, 2015). However, seating capacity can be increased up to 70000 in future (afl.com.au, 2015). In the newly built stadium, comfort of supporters is prioritized the most and covered seats will account 85% of total stadium capacity (Get The Bigger Picture, 2015). The project also includes installation of two 240 sqm video screens (Perthstadium.com.au, 2015). The design is focused o the aesthetic look of stadium. The project also deals with constructions of a bronze-entrance, which will display geological features of Western Australia. Secondary Constructions included in the project are pedestrian paths, community halls, and places for BBQ, playgrounds and three recreational spaces. In this stadium, LED lights will be installed which will be changed according to the journey color of home teams at night. Apart from this, there will be 4G Wi-Fi connections and provision of future installation of more 1000 screens. WC is not only undertaking construction activities, it is also responsible for proper maintenance of the stadium for next 25 years (Brookfieldmultiplex.com, 2015). 2.2 Business Case analysis: According to Eric Kirkland, (2014) business case analysis enables to understand real purposes of conducting the project. The new Perth stadium construction is an integral part of Burswood Peninsula redevelopment activities. However, the new stadium can be used as a center for different sports and entertainment activities. As the new stadium has the infrastructure of hosting different sports and entertainment activities, many international and national events will be organized here. This new stadium will require large number of staffs when it will become operational. So the current project is expected to improve the employment statistics of the locality. It is also expected that the new stadium will enhance popularity of Perth to tourists and it will contribute significantly on the local economy. 2.3 Milestone schedule and success criteria: Milestones Date of Completion Stakeholders Success Criteria Current Condition: Pre construction site works November 2013 Ertech Keller Joint Venture(EKJV) 50% completion of the work RFP (Request For Proposal) Release and receiving proposals December ,2013 Western Australia Authority Receiving RFPs Assessing and selecting proposals Mid-2014 Western Australia Authority Announcing award of contract to Westadium Consortium Commencement of detailed design development Mid-2014 Westadium Consortium Detailed Design development Starting of construction process 2015 Westadium Consortium Brookfield Multiplex Completion of the stadium within stipulated time Future: Placing 8 tower cranes 2015 Westadium Consortium Brookfield Multiplex Starting Seat installation 2016 Westadium Consortium Brookfield Multiplex Finishing seat installation on time Starting installation of bronze faced 2016 Westadium Consortium Brookfield Multiplex Finising faced installation successfully Hiring 5700 workers By end of 2016 Westadium Consortium Brookfield Multiplex Enhancing speed of construction Development of playing surface By mid 2017 Westadium Consortium Brookfield Multiplex Cpmpletion development of grass surface Stadium becoming fully operational March,2018 Westadium Consortium Brookfield Multiplex Western Australia Authority Successful organization of events Maintenance of the stadium For Next 25 years Westadium Consortium Preventing the stadium from being damaged and keeping it operational Table 2: Milestone schedules and Success Criteria for stadium development project (Source: Perthstadium.com.au, 2015) Our current project is segmented to different subtasks. Setting realistic milestones is one of the most important tasks for smooth execution of the project (Kendrick, 2011).The current project commenced in July 2013 though inviting various organizations to undertake it. The tendering process took place during the period August 2013 to December; 2013.Finally in mid 2014, Westadium Consortium (WC) received the responsibility to undertake the project. Before WC undertook the project, some pre construction works took place at the site by EKJV and half of these works were completed within November,2013.Designing team of the organization started developing the detailed design of new stadium from mid 2014.Finally the construction process commenced since late 2014. Currently the new stadium is under construction. The whole construction is expected to be completed by December 2017 (PerthNow, 2015).Future target for this project is making the stadium fully operational from March 2018.Although the construction work has just been started, the first target is placing 8 tower cranes in the stadium area by 2015. The next target in the timeline is starting seat installation from early 2016.According to the set timeline, installation of the bronze faced, will also start from early 2016.By the end of 2016, large number of workers will be hired in the project to enhance speed. The playing surface will be finished by mid 2017. 2.4 Risk analysis and Constraint identification: As we are part of a large project, analysis of risks is important for timely completion. As stated by Rybka and Bondar-Nowakowska, (2013) risk analysis is also important to limit the budget. Change in Guidelines of Sports authorities: The stadium design indicates that it will be used to organize different sports including cricket, football, rugby etc. Current design of the stadium is developed according to the guidelines of these sports authorities. As it is a large project, it will take time to be completed. If the sports authorities such as FIFA or ICC change their rules and standards regarding stadium, exiting design may need to be modified. It will cause adverse impacts on by both time and cost for successful completion of the project. Damage of property caused by Supporters: WC is not only responsible for developing the stadium; it is also responsible for maintaining it when it will become operational. Often it is observed that the agitated supporters cause loss or damage of properties in a stadium. It will also affect on the operating cost of new Perth Stadium. Apart from this, it should be ensured that the stadium is being developed in a sustainable manner and it is not affecting environment. On other hand, the Australian government also emphasizes on providing comfort to spectators. Any change in environmental standards may require change in construction design and material. Time constraint for the project: New Stadium development in Perth is a large project and it includes completion of several constructions such as multi-storied stadiums, road networks and recreation centers. The construction work has just started in 2014 and according to the timeline; WC will complete it by December, 2017.Due to the high complexity of designs, construction may not be finished within time. 2.5 Estimated Budget: According to the current plan, the stadium will require more than $1.1 billion to be built. However, about half of this fund will be collected from taxes paid by citizens. Rest amount is collected by a financial plan of WC. 2.6 Stakeholders of the project: Stakeholders of the current projects are constructors-Brookfield Multiplex, project managers -Westadium Consortium, the Government of Western Australia. Members of WC except Brookfield Multilex are BrookField Financial, Brookfield Johnson controls and John Liang. Ponnappa, (2014) opined that success of a project depends on contribution of stakeholders in it. John Liang is responsible for asset management and equity investment. Brookfield financial is responsible for fund allocation and Brookfield Johnson looks after facility management activities. All these members are stakeholders of new stadium development project. Apart from these local people of Perth can also be considered as stakeholders as the project may influence their lives also. Stakeholder Identification and Prioritization matrix Brookfield Multiplex Brookfield Financial Brookfield Johnson controls John Liang Western Australia Government Local people Importance of project to stakeholder Successful completion of construction works Maintaining cash flow and providing financial advises Managing core project activities and makes it profitable to WC Fund development Successful completion of the project Making the new stadium operational Successful completion may lead to financial growth and also can increase job opportunities Power High: Taking decisions regarding construction of stadium and surrounding area High: Making cash flow and budget allocation strategies High: Responsible for undertaking main tasks related to stadium development High: Develops strategies regarding stock market activities High: Made all policies regarding stadium development Low: Cannot take part in project works directly Interest High: Completing all primary and secondary construction works within time and budget High: Completing the project without hampering quality and making profit for WC High: Ensuring quality of tasks while maintaining profitability High: Development of fund High: Successful completion of project will lead to financial growth in local area. Medium: Successful completion of stadium can lead to prosperity indirectly Influence High Influence is high as construction is an important part of stadium development project High: Interrupted cash flow and budget allocation can interrupt progress of whole project High: Ensures that the tasks related to stadium development are executed efficiently High: Ensures uninterrupted process of stadium development High: Can change policies anytime Medium: Cannot take part directly in policy making process Impact High Quality of the project depends on construction work High: Timely completion depends on efficiency of financial allocations High: Controls efficiency and thus improves quality of new stadium High: Efficient funding ensures timely completion of stadium High: Change in government policies can cause alteration in design and time limit Low: Cannot alter project works Urgency High Delay in construction can cause delay in total project High Financial allocation is important to avoid unwanted delays High As it is a large construction project, quality is important High: Quality of the project depends on funding High: Main client of the project Low: Indirectly related to project Legitimacy It is a member of Westadium Consortium (WC)(Project manager) It is a member of Westadium Consortium (WC)(Project manager) Facilities manager and member of WC Equity Investor and member of WC Project owner Stadium construction will impact on lives of Perth Residents indirectly Total High High High High High Low Priority Key Key Key Key Key Other (secondary) Table 3: Stakeholder Identification and Prioritization matrix for stadium development 2.7 Lessons: The Western Australia is undertaking the project of stadium development in PPP model and it is part of Burswood re-development process. Our team got the opportunity to take part in this project; we learned valuable lessons while working for WC. These are as follows, Importance of Government support for large structure development: We, Lakhwinder and Navdeep, realized the importance of government support for large constructions while working in this project. In case of our project, new stadium development in Perth, huge fund is required for its successful execution. In this case, funding has not become of problem as the government collected almost 60% of total amount from taxpayers (PerthNow, 2015). Although there are environmental constraints, the governments focus on attracting visitors helped to designers to reduce complexity caused by strict environmental standards. Importance of provision of change: As the proposed stadium is a multipurpose one, its design needs to be changed due to modification in any of the sports guidelines. Apart from this, it may require to expand in future also. To avoid future problems the design is made flexible for changes. 2.8 Operating principle of teams: The current project is being executed through the collaboration of different departments. Regular meetings are held among teams o these to discuss status of work and new target development. However, each team sets their own course of action to complete their tasks. 3. Communication Plan: The communication plan for the project is presented here through a communication matrix. Communication plan is important to execute operational activities and it is helpful for strategic planning (Kloppenborg, 2012). SI Purpose Structure Time Method 1. Stake holders: Both members of team(Lakhwinder and Navdeep) Purpose: Planning to complete the assignment, resource identification, budget allocation Face to face communication Before starting construction Pull: Meeting 2. Stake holders : Navdeep and Lakhwinder Purpose: Resource allocation Face to face communication and documentation After design development Pull: meeting 3. Target Audience: Lakhwinder and Navdeep Purpose: Progress in work File sharing Once in a week Push: E-mail 4. Both members of team(Lakhwinder and Navdeep) Purpose: Issues causing delay and finding solutions Face to face communication and documentation After finishing milestones like placing tower cranes Pull: Meeting Table 3: Communication plan We, Lakhwinder and Navdeep implemented a meeting management process to finish our tasks. Figure1: Meeting management process used by us First meeting: Before starting the task, we arranged for a discovery meeting. In this meeting, we discussed on the sub-tasks, which we need to complete. In this meeting, we also decided the milestones, which will be completed to finish the whole project on time. Both of us contributed equally to set the milestones. However, we both took responsibility of some tasks separately and we developed our own plans to finish these tasks separately. There were some tasks, which we decided to complete as a group. Planning for these tasks was done in collaboration with each other. Identification of resources was another important part of our first meeting. We both used our knowledge to identify which resources are needed by us. As it was our first meeting, we also discussed on the budget of our project and developed plans for funding it. However such meetings are arranged whenever we needed to discuss on the current status of projects. Second meeting: our second meeting was arranged to allocate resources for the project. As I am the manager of our group, resource allocation was my responsibility. I took three days to collect all resources. Second meeting was held after three days of first meeting. In this meeting, I provided resources to another member of our group, Navdeep .Although the meeting was arranged by me, we both decided how to use these resources efficiently. Third meeting: After second meeting, we both started to complete our tasks. It was important to know progress of tasks. Navdeep communicated once in each week for informing me regarding the progress. Most of the time, we used emails for such communication. Although Navdeep initiated such communications, I also informed him about the progress in my part. Fourth meeting: Both of us faced different issues while completing our tasks. Once in every week we met to discuss on the issues, which are causing delay to finish tasks. In these meetings, we also developed strategies for eliminating problems. These meetings are also used to identify future issues and modification of our current strategies. 4. WBS for new Stadium development in Perth: Figure1: WBS for new stadium development in Perth WBS development helps to identify subtasks for completion of whole project (Randolph, 2014).WC is executing the project in three levels. Deliverable of the first level is finished stadium. However, completion of this level is dependent on activities of level two. Level two activities include inviting RFPs, selecting the project managers, detailed planning of the project and conducting operational activities. The Government of Western Australia started the process in 2013. The organizations, which are willing to undertake the project, got sufficient time to develop the proposal. However, after receiving these RFPs, the authority analysed all proposals and selected WC as the project manager. After completion of tendering process, WC started conducting project management activities for the new stadium. Developing design of the stadium was one of the most complex tasks among level 3 activities as the stadium should be able to host both sports and entertainment events. Seating capacity of the new stadium is also large and it is ensured that the capacity will be increased in future. As the Western Australia authority focused on y providing spectators high quality services, WC required to design large number of restaurants and refreshment centers. As the stadium capacity allows large number of visitors every day, transportation is one of the most important factors for its smooth operation. WC is also in charge of the transportation infrastructure development at the surrounding area. According to the proposal, the transportation infrastructure of new stadium will include both train and bus services. Apart from these, pedestrian bridge on Swan River will also be used to vacate the stadium after an event. Thus, designing process conducted by WC also included designing of a six-platform railway station in stadium area, bus terminuses and pedestrian bridge (Perthstadium.com.au, 2015). The stadium also required to be developed according to the guidelines of different sports events and it increased difficulty of the whole process. On completion of designing process, WC authority started other level 3 activities including resource allocation, setting milestones and hiring staffs. Before WC commenced the construction process, the local authority started conducting pre-construction activities in stadium ground. About 50% of these works finished before the main construction was started. Other activities of this level such as installation of seats, decoration of stadium and developing grass surface are yet to be done. References afl.com.au, (2015). Design plans for new Perth stadium unveiled - AFL.com.au. [online] Available at: https://www.afl.com.au/news/2014-07-17/new-perth-stadium-unveiled [Accessed 24 Feb. 2015]. Brookfieldmultiplex.com, (2015). Brookfield Multiplex :: Westadium Design For New Perth Stadium Revealed. [online] Available at: https://www.brookfieldmultiplex.com/newsfeed/view/westadium_design_for_new_perth_stadium_revealed_2014_07_17 [Accessed 24 Feb. 2015]. Eric Kirkland, C. (2014). Project Management: A Problem-Based Approach. Project Management Journal, 45(1) Get The Bigger Picture, (2015). New Perth Stadium. [online] Available at: https://getthebiggerpicture.wa.gov.au/new-perth-stadium/ [Accessed 24 Feb. 2015]. Kendrick, T. (2011). 101 project management problems and how to solve them. New York: AMACOM, American Management Association. Kloppenborg, T. (2012). Contemporary project management. Mason, Ohio: South-Western Cengage Learning. PerthNow, (2015). First look at new Perth Stadium train station at Burswood. [online] Available at: https://www.perthnow.com.au/news/western-australia/first-look-at-new-perth-stadium-train-station-at-burswood/story-fnhocxo3-1227222675576 [Accessed 24 Feb. 2015]. Perthstadium.com.au, (2015). Project timeline. [online] Available at: https://www.perthstadium.com.au/project-design/project-timeline [Accessed 24 Feb. 2015]. Perthstadium.com.au, (2015). Stadium Station design revealed. [online] Available at: https://www.perthstadium.com.au/news-and-information/latest-news/news-article/2015/02/17/stadium-station-design-revealed [Accessed 24 Feb. 2015]. Ponnappa, G. (2014). Project Stakeholder Management. Project Management Journal, 45(2), pp.e3-e3. Randolph, S. (2014). Maximizing Project Value: A Project Manager's Guide. Project Management Journal, 45(2), pp.e2-e2. Rybka, I. and Bondar-Nowakowska, E. (2013). Planning of the Risk Handling Methods Related to Alterations to Project Documentation. Procedia Engineering, 57, pp.952-957.