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Assessment Task Critically reflect on the assigned case study available from either the Subject Learning Resources tab on the course homepage, or will be sent to you by the LF as an announcement. Read...

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Assessment Task
Critically reflect on the assigned case study available from either the Subject Learning Resources tab
on the course homepage, or will be sent to you by the LF as an announcement. Read the Module 1-6
learning resources. Individually write a 3000-word report which summarises the important
procurement context of the case study. Your report must also identify the procurement complexities
of the case study, proposing mitigations and possible learnings and leadership challange.
Please refer to the instructions for details on how to complete this task.
ASSESSMENT 2 BRIEF
Subject Code and Title Contracts and Procurement
Assessment Case Study Analysis and Individual Report on Adelaide Oval redevelopment
Individual/Group Individual
Length 3000 words (+/- 10%)
Learning Outcomes The Subject Learning Outcomes demonstrated by successful
completion of the task below include:
a) Critically evaluate the risks associated with contract and
procurement management approaches

) Evaluate procurement requirements to formulate
procurement processes in order to initiate contracts

c) Critically analyse and identify the responsibilities of the role
of the procurement manager and project manager
necessary to ensure project outcomes
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Context
Procurement and contracts are integral to successful project management. While no two project
environments are exactly alike, particularly in their approaches to procurement, learning from case
studies can help develop benchmarking practices and apply lessons learned.
Procurements , acquisitions, requests for proposal, vendor selection, contract
administration, and contract closure are integral parts of the process. Learning from case
studies and benchmarking against better practices, standards and excellence is vital to
understand complexity of issues and successful strategies for procurement and contract
management. It will also ensure improved responsiveness to key issues, promote supplier client
elationships through proactive management of risks and ultimately deliver higher levels of focus on
performance-based outcomes.
Assessment 2 is an individual report which will provide you the opportunity to apply insights formed
from your review of the assigned case study (Read audit report 2015,2018,2000), combining with in-
sights formed during your interaction with fellow students after engagement in the discussion
oard forum for Assessment 1.

These insights encourage a deeper understanding of the challenges faced by the project team in
managing large, or complex projects, particularly when adopting procurement methodologies that
involve private- public sector finance to deliver complex projects. This is an increasingly common
method of stakeholder involvement where global financial and procurement capability to
innovatively build public infrastructure and facilities meets the needs of the growing population. You
are also encouraged to understand and explore any related organisational issues, stakeholders and
the funding and finance aspects associated with the project.

Assessment 2 is about uncovering complexities in procurement and contract contexts generally,
identifying key issues, looking at leadership, governance and key themes that will allow improved
focus, and learning. You are also encouraged to understand and explore the related organisational
issues, stakeholders and the funding and finance aspects associated with projects.

Instructions
Assessment 2 Individual Report (overall 3000 Words, +/- 10%) is designed around analysing the pro-
curement in the case study project. This assessment comprises of three parts:
• Part A: Introduce and summarise the procurement context and scope (life cycle journey of the
case study project). Identify the project procurement components and tender evaluation
that may have been used in the case study (according to your knowledge from the theory you
have studied).
• Part B: Describe the complexities (and key issues
isks), discuss the project environment and
organisation aspects, leadership and governance and how these have influenced outcomes. •
Part C: Identify or suggest key mitigations and possible learnings. Explain how those
learnings may require changes to roles and responsibilities of key project resources, changes to
procurement
iefs or scope specification.
•Part D: Leadership challenges associated with project execution, and importance ofproducing
deliverables according to schedules and established milestones to meet the needs of the key
stakeholder Possible actions and how implementing those action will improve sustainable
outcomes for the
oader community, the environment and key stakeholders. Students should
include specific learnings from Module 5 and 6, such as performance drivers, performance
outcomes, relationships, completions effort and lessons learnt. (use module 5 and 6) (minimum
400 words)
Referencing : APA 7
Australian reference (South Australia government website and Reputed Journals and literature )
Good Practice : Use proper diagram and tables with reference
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https:
li
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ens.edu.au/academicskills/apa/tool
Mohammad kamrl hasan
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Mohammad kamrl hasan
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Mohammad kamrl hasan
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Mohammad kamrl hasan
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PROJ6004_Assessment_2_Brief_Individual_Report_Module 4 Page 3 of 8
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Assessment Ru
ic
Assessment
Attributes
Fail
(Yet to achieve
minimum standard)
0-49%
Pass
(Functional)
50-64%
Credit
(Proficient)
65-74%
Distinction
(Advanced)
75-84%
High Distinction
(Exceptional)
85-100%
Knowledge and
understanding of
contract and
procurement
approaches, risks, and
oles







Percentage for this
criterion = 30%

10%
Presents a limited or
incomplete summary of
the project procurement
context and scope,
components, and tender
evaluation that may have
een used in the case
study.
Presents a functional
summary of the project
procurement context and
scope, components, and
tender evaluation that may
have been used in the case
study.
Presents a thorough
summary of the project
procurement context and
scope, components, and
tender evaluation that may
have been used in the case
study.
Presents a highly developed
summary of the project
procurement context and
scope, components, and
tender evaluation that may
have been used in the case
study.
Presents a sophisticated
summary of the project
procurement context and
scope, components, and
tender evaluation that may
have been used in the case
study.
10%
Presents a limited or
incomplete description of
the complexities,
issues
isks, project
environment and
organisation aspects,
leadership and
governance and how
these have influenced
outcomes.
Presents a functional
description of the
complexities, issues
isks,
project environment and
organisation aspects,
leadership and governance
and how these have
influenced outcomes.
Presents a thorough
description of the
complexities, issues
isks,
project environment and
organisation aspects,
leadership and governance
and how these have
influenced outcomes.
Presents a highly developed
description of the
complexities, issues
isks,
project environment and
organisation aspects,
leadership and governance
and how these have
influenced outcomes.
Presents a sophisticated
description of the
complexities, issues
isks,
project environment and
organisation aspects,
leadership and governance
and how these have
influenced outcomes.
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10%
Suggests limited or
incomplete mitigations
and possible learnings
that explain potential
changes to roles and
esponsibilities,
procurement
iefs or
scope specification.
Suggests functional
mitigations and possible
learnings that explain
potential changes to roles
and responsibilities,
procurement
iefs or scope
specification.
Suggests thorough
mitigations and possible
learnings that explain
potential changes to roles
and responsibilities,
procurement
iefs or
scope specification.
Suggests highly developed
mitigations and possible
learnings that explain
potential changes to roles
and responsibilities,
procurement
iefs or
scope specification.

Suggests sophisticated
mitigations
Answered 4 days After Nov 16, 2021

Solution

Amar Kumar answered on Nov 19 2021
117 Votes
Case Study Analysis and Individual Report on Adelaide Oval redevelopment
Executive Summary
Considering the 1870s, Adelaide Oval has been an essential component of the state's
anding and cultural texture. It has had several facelifts throughout the years, but none compared to the most recent one. The reconstruction has resulted in a world-class entertainments arena with a seat capacity of more than 50,000 people that will be enjoyed for many years to come. With over 2,300,000 hours performed, the $535 million reconstructions included a pinnacle development labor force of more than 900 workers for hire. Never has an arena of this size and scope been built in less than 100 weeks. The core goal was to maintain the Adelaide Oval's tradition and culture while creating an improved competitive facility.
This challenging and complicated effort influenced every aspect of the planning and delivery stages. Adelaide Oval is a state-of-the-art plan, and innovative piece of art that begins groups closer to the movement, combines the Oval with the town and adds to the beauty of Adelaide's horizon. Adelaide Oval is the cheerful new rhythm of the city, promoting future development and thriving for every South Australian, and has been lauded as one of the state's primary social framework initiatives.
.
Table of Contents
Introduction    5
Background    5
Needs Assessment    5
Procurement Process and Plan    5
Tender Evaluation    7
Procurement Contracts    8
Challenges & Innovation & Leadership    8
Design Challenges    8
Construction Challenges    9
Mitigation and Possible Learnings    9
4.0 Leadership Responsibility and Challenges    10
References    12
List of Figures
Figure:1 Sensitive evaluation process using AHP procedure                     8
1.0 Introduction
The Act went into effect on September 29, 2011. It
ings together the elements for the commercial administration of the Adelaide Oval Redevelopment scheme and the money management and detailing for the assignment by the Auditor General. This fourteenth Release, like with preceding Announcements, releases the Act's provisions (Bensen and Rowland, 2010). The Auditor General's responsibilities and requirements under the Act are in addition to those imposed by the Public Finance and Audit Act 1987, which require the Auditor General to assess the monetary tasks of public specialists involved.
1.1. Background
The development was place from March 2012 to March 2014, and it has taken the important development successes that went along with it. The Adelaide Oval reconstruction project used an Amended AS4300-1995 Design and Construct agreement. Late in 2011, the specialist group merged with Lend Lease (Frost et al., 2016). The incorporated plan office included more than 70 expert colleagues.
1.2. Needs Assessment
The Act limits the measure of State Government cash that can be made accessible or spent on the Adelaide Oval Redevelopment project by the proper Minister or other element following up for the benefit of the State. The Act covers the measure of cash that can be appropriated and spent on the venture at $535 million between December 1, 2009, and December 1, 2019.
1.3. Procurement Process and Plan
You sort out what varieties of adjustments bode adequately for your investment, and you attempt to describe each of the pieces of the effort that will be settled out.
•    The varieties of adjustments you expect to appropriate and any determinations that will be utilized to gauge the project operators' exhibition
•    The organized movement dates for the act or pieces you are consenting
•    The industry's conventional reports you will appropriate
•    What buying might mean for the requirements and suspicions of the undertaking plan
Procurement Process
The undertaking obtainment cycle mi
ors the acquirement exercises from buying the material or administration through to the installment of bills and shutting of acquisition contracts.
Procurement Plan
After the choice has been made to buy products or reevaluate administrations, the acquirement group fosters an a
angement that incorporates the accompanying:
•    Determining the appropriate attachments and recognition proposes for each sort of purchased merchandise or reevaluated supervision
•    Preparation requirements for reports (RFQs) and solicitations for recommendations (RFPs) and evaluating membership opportunities
•    Assessing RFQs, RFPs, and agreements
•    Acquiescing and signing contracts
•    Supervising position and available performance
•    Superintending understanding diversity
•    Shutting agreements
Contingent on the venture's level of complexity, each of those averages can take hours or, in some situations, a significant period to complete. Every one of these methods is also remembered for the project ace schedule. The length of the acquisition cycle can influence basic activities, such as deciding whether to self-play out the movement or delegate the job to others. Any acquisition exercises that cause a task postponement or fall on the project fundamentally may necessitate special treatment.
1.4. Tender Evaluation
An examination of sensitive evaluation procedures worldwide revealed the inadequacy of the 'lowest bidder' approach for project worker selection. As a result of this deficiency, several countries have developed familiarity with this standard and developed ways for assessing engagement. The capabilities' goal is to find a reasonable worker for hiring while also promoting seriousness. The review identified eight workers for hire ascribes from the writing, which is thought to be signs of project workers' ability to execute an agreement and meet specific project-explicit models, using a multi-rules direction (MCDM) approach (Johnson and Rowland, 2002).
Using the "most reduced bid," multi-quality examination (MAA), and insightful progressive system process (AHP) procedures, the tenders of eight people for hiring short-recorded...
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