Project Management

LIST OF CONTENTS

1.0 TASK A – SUBSTITUTION OF ANIMAL TRACTION VEHICLES (ATV) IN MEDELLÍN 3
1.1 PROJECT INFORMATION 3
1.1.1 Project Background 3
1.1.2 Project Details 3
1.2 PROJECT MANAGEMENT ASPECTS AND THEIR INTERRELATION WITH THE CHOOSEN PROJECT 4
1.2.1 Project Definition 4
1.2.2 Project Management Technique 5
1.2.3 Organizational Structure 5

2.0 TASK B- GT-R REBIRTHPROJECT 7
2.1 PROJECT LIFECYCLE 7
2.1.1 Project Conception and Definition Phases 8
2.1.2 Project Execution Phase 8
2.2 PROJECT REQUIREMENTS 10
2.3 PROJECT STAKEHOLDERS 10
2.3.1 Primary Stakeholders 11
2.3.2 Secondary Stakeholders 12

3.0 TASK C- PROJECTS: Substitution of ATV in Medellín and GT-R Rebirth 12
3.1 SUBSTITUTION OF ATV IN MEDELLÍN – Project Selection 12
3.2. GT-RREBIRTH – Project Selection 13
3.3 SELECTION TECHNIQUES - Comparison 14

4.0 REFERENCES 14

LIST OF FIGURES AND TABLES
Figure 1. AVT 3
Figure 2. Replacement Motor Vehicle 4
Figure 3. Balanced Matrix – Medellín Council 6
Figure 4. Project Life Cycle’s Phases 7
Figure 5. Project Level of Effort and Time Consumption 9
Figure 6. Stakeholder Matrix 11
Figure 7. Nissan’s Vision andMission……………………………………………………………………….13

Table 1. Influence of Balanced Matrix Organisation structure on the Project 7

1.0 TASK A – SUBSTITUTION OF ANIMAL TRACTION VEHICLES (ATV) IN MEDELLÍN, COLOMBIA
1.1 PROJECT INFORMATION
In order to be consistent with the terminology, it is used the term “project”, even though the scale of the work was considered as a “program”. Some information is givenaccording to the knowledge I have about the project.
1.1.1 Project Background
The “Alcaldía de Medellín”, the local Authority of the Medellín city, has executed a project aimed to ban and substitute the ATVs in its jurisdiction (Alcaldía de Medellín n.d.). The “Alcaldía de Medellín” will be referred as Medellín Council, in order to make congruence with Australian governmental structure.
ATVs weremainly used for the transport of about 10% of the construction and demolition wastes generated in Medellín. The coachmen usually dumped the waste in non-authorised areas (Alcaldía de Medellín n.d.). Animal cruelty was involved in this activity, due to load overweighting (Figure 1) and malnutrition of the horses (Alcaldía de Medellín n.d.). Animal activists made enquiries asking for solutions.|
Figure 1. AVTSource: Horse with excessive weight 2009 Alcaldía de Medellín n.d., p.29) |
1.1.2 Project Details
Medellín Council, in order to control the horses mistreatment and improve waste management, decided to carry out the project, including in it 4 core interventions (Alcaldía de Medellín 2012).
* Characterisation of the population (horses, proprietaries and their families)
*Training of the coachmen and their families.
* Evaluation of alternatives to substitute activity.
* Reception and adoption of horses.
A holistic approach was conducted by members of different Medellín Council’s secretariats.
As outcomes: the population was identified; training in different fields were provided for the coachmen and their family unit members; an alternative motor-tractionvehicle was implemented (Figure 2) and the horses received veterinary attention and posteriorly were giving in adoption (Alcaldía de Medellín n.d.).
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Figure 2. Replacement Motor VehicleSource: “Cocheros" The End Of The Line in Medellín 2009 (Cocheros 2009) |

1.2 PROJECT MANAGEMENT ASPECTS AND THEIR INTERRELATION WITH THE CHOOSEN PROJECT
1.2.1 Project Definition
Wysocki (2011, p.8)indicates that “To be called a project, an undertaken must meet a specific set of conditions”. Nicholas and Steyn (2008, p. 32) define “A project is a system of people, equipment, materials, and facilities organized and managed to achieve a goal”. Kerzner (2009, p.2) extent that “A project can be considered to be any series of activities and tasks that:
* Have a specific objective to be completed...