Level platforms and platform screen doors for safety
EXAMINATION INSTRUCTIONS:
ALL FOUR (4) questions should be attempted. This examination will be marked out of 100 marks.
Email peter.busch@mq.edu.au or jian.yang@mq.edu.au for questions/queries about this examination.
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Consult university provided unit materials on the unit website or in printed form.
Consult reference material from the university library or from credible online sources e.g. recognised publishers, government, educational institutions, research organisations.
Refer to or re-use identical or similar question solutions as might be found on social media, chat forums, ‘study help’ type websites, study note sharing websites or via other means.
Communicate or collaborate with another student or person in anyway during the exam without explicit permission from a University staff member (other than to authorised University staff members).
Part A consists of THREE (3) questions. You should aim to complete Part A in 60 minutes. Please submit your answers to Part A in the Part A Turnitin submission tool.
Section A 50 marks
10 marks
Project Integration Management
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20 marks
Why stand-up meetings don’t always work
resulted in products that were rated by judges as more valuable but less novel. To be innovative, products must be both.
Why do you think that happened?
How do you keep people on track without dampening their creativity?
It’s not either/or. You just need to be intentional about which you want to emphasise now. To shift the focus of stand-up meetings, managers can pull two levers: frequency and content. If you want more novelty, have fewer meetings and keep them short. If your priority is implementing existing ideas, greater co-ordination from more-regular meetings can be helpful. As for meeting content, a discussion of goals focuses people on implementing old ideas rather than on coming up with new ones. So if you don’t talk about goals, you open the door to more creativity. Say you’re a tech company trying to develop a completely new category of product. A lot of agile meetings could get in your way; it would be better to just have your engineers follow their individual inclinations and explore randomly.
Agile practices have been less common with hardware because it tends to take a lot longer to develop, which makes the constant check-ins and adjustments associated with agile more costly. In hardware, “waterfall” practices — a hierarchical, linear approach — traditionally make sense. But a lot of recent advances in hardware have actually been software-based, as we saw with Logitech’s clicker. So agile is worth thinking about even if your business has offered only hardware products. As far as creative projects go, the research suggests that agile practices aren’t your best bet. If you’re working with a group to develop a screenplay or a song, it’s better to let people go at it independently. Of course, it also depends on the nature of the project. If you’re working on a complex production with lots of moving parts, stand-up meetings might be very effective for coordinating sound engineers, writers, artists, and so on.
Does culture matter? Would your findings be different in other countries?
Part B consists of Three (3) questions. You should aim to complete Part B in 60 minutes. Please submit your answers to Part B in the Part B Turnitin submission tool. The following questions are based on the Case Study: Sydney Metro City & Southwest
Project Overview
The Environmental Impact Statement for this project was on display in 2017 and around 560 submissions were received. The Submissions and Preferred Infrastructure Report for the Sydenham to Bankstown Metro Upgrade was on exhibition during July 2018.
Project approval was received on 10 January, 2017.
The Submissions and Preferred Infrastructure Report for the Sydenham to Bankstown Metro upgrade was on exhibition until 18 July 2018.
Project features
Improved station interchange facilities
All trains stopping at all local stations – no waiting for the right train
Interchanges to other rail services at Sydenham, Central and Martin Place.
Room for 100,000 extra customers across Sydney
Human Resource Management
B1. Take the above mentioned Sydney Metro project as an example. What kind of leadership styles shall be taken at various project management levels? Discuss and explain your conclusions.
Procurement Management
B3. Based on what you have learned in the course on the types of contracts, explain the contract types that could be used in the Sydney Metro project. What is your view on the appropriate way to manage procurement in this project, particularly in contracting?
