GSOE9820
Engineering Project Management


Robot Blacksmith Project
Project Management Plan


SUBMITTED BY:
DREAM TEAM

BY SIGNING THE BELOW DECLARATION, I AGREE WITH THE CONTRIBUTION LIST PROVIDED FOR THE PROJECT AND THAT I HAVE NOT
INCLUDED ANY PLAGIARIZED CONTENT FOR MY INDIVIDUAL CONTRIBUTIONS.

Group
Members
Mark
Saturnino
Rafael
Formoso
Joel
Lawrence
Jessica
Leau
Ramon
Ningye
Zhang
zID z000001 z000002 z000003 z000004 z000005 z000006
Member
Contributions
• • • • • •
Declaration (signed) (signed) (signed) (signed) (signed) (signed)

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1 Project Charter
1.1 Project Background
The invention of the Computer Numerical Control (CNC) machine revolutionized the global manufacturing industry,
allowing manufacturers to produce items with incredibly high precision without sacrificing speed and consistency. This
was followed by the introduction of the additive manufacturing process, also known as 3D printing, which gave users
the ability to create objects with far more complex shapes by building items layer by layer. While both methods have
their inherent benefits, they both come with significant drawbacks. CNC manufacturing leaves large amounts of waste
materials as material is stripped away, and objects created with additive manufacturing have known limits to their
structural integrity given the resolution of the printer, as well as open-air exposure during the formation process.
Metamorphic manufacturing was designed in response to these two problems, built around the idea of reshaping raw
materials rather than trimming away or compounding material. It allows for much finer grained control over the
structural properties of the material, inspired by how a blacksmith can reshape metal using only heat and compressive
force. It seeks to extend this even further, by using modern computational systems and artificial intelligence to create
highly complex geometrical objects, all without the need to create a cast or a die for each individual object [1].
1.2 Project Objectives
The objective of the project is to build a shared MM cell at UNSW which will be used as a foundation for technological
development and interdisciplinary research between universities and private institutions. The project’s benefits are
closely aligned to UNSW’s 2025 Strategy1: “to improve lives globally through innovative research, transformative
education, and commitment to a just society”. This project exemplifies these in the following ways:
A. Academic Excellence:
a. Deliver a facility capable of sustaining high quality research and encouraging academic excellence to
contribute to the strategy involving University Research quality, sustaining UNSW within the top 50
research-intensive universities worldwide,
b. Contribute to Educational Excellence by enabling lecturers to use it to enhance their mode of
instruction,
c. Deliver a facility that offer hands-on experience to over 500 students and researchers each year across
the engineering and science disciplines,
d. Design a facility that enables at least 5 research articles published in the Q1 journals each year and 2
co-published research with the Group of 8 or other international universities,
e. Design a cutting-edge course on Metamorphic Manufacturing to be offered in UNSW by 2025.
B. Innovation and Engagement:
a. Collaborate with other faculties within UNSW (School of Computer Science and Engineering) and
foster research opportunities with universities from the Group of 8, as well as industry projects.
b. Provide a new avenue for collaboration with international institutions,
c. Develop entrepreneurship and innovation, enhancing opportunities for the start-up culture and
increasing the number of startups that the UNSW Founders Program supports to 1100 by 2025,
d. Open additional opportunities for research funding by approximately $5 million from knowledge
exchange and other contract works with external organizations within five years of the project’s
completion (E5),
e. Increase UNSW's brand awareness by issuing promotional material showcasing UNSW’s state-of-the-
art facilities, targeting future students in alignment with UNSW 2025+.


1 2025 Strategy Update, UNSW January 2020
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f. Becoming a global leader in research on metamorphic manufacturing technology, contributing to the
advancement of modern digital manufacturing.
1.3 Project Stakeholders and Benefits
1.2.1 Academic community
• Student
o Current Students – The MM cell will be accessible for current undergraduate and postgraduate
students interested in research, or for students taking the UNSW course on additive manufacturing.
Their access to state-of-the-art facilities and education will serve to improve their employability and
competitiveness in the rapidly evolving job market. PhD students will be able to conduct research in a
highly innovative field and collaborate with researchers from other universities, improving their
research output and paving the way for additional research grants and funding,
o Alumni – Alumni will benefit from the improved reputation of UNSW, potentially leading to increased
financial contributions, and access to their professional network,
o Future – The facility can improve the quality of life of the student community by providing a venue for
extracurricular activities, attracting highly motivated students.
• Academic:
o Research – The MM cell will provide a space for collaboration and innovation, attracting researchers
to deliver cutting edge research, increasing the university’s overall research output,
o Teaching – The MM cell contributes to Educational Excellence by providing a facility that allows
students to develop hands-on experience with the course material (transformative education),
o Research Companies – The facility would enable the university to attract partners from industry,
providing opportunities for grants and partnerships (wider social engagement),
o Other Universities – The facility would enhance our partnerships with other Go8 universities through
collaborative research (knowledge exchange).
• UNSW Executive – The overall enhanced reputation of the university would aid in increasing revenues and
securing funding for the university’s various pursuits, improving the institution’s financial sustainability.
• Project Sponsor (Dr. Xiaopeng Li) – As the main sponsor of this project, its completion would serve to enhance
his personal reputation while providing a facility allowing him to conduct further research into his area of
interest.
1.2.2 External Community
• Australian government (primarily Australian Research Council, see Communication Plan)
o As the largest single contributor to the economy, the government may be interested in providing
research grants to enhance its own capabilities,
o The university’s continued record of providing state-of-the-art facilities and education would serve to
attract international students, following Australia’s overall strategy for education.
• Industry partnership
o Industrial proponents may be interested in becoming early adopters of this new, cutting-edge
technique as a way of driving down costs and improving output. This could lead to research and
scholarship funding, as well as partnerships with industry competitions such as the Lightweight
Innovations for Tomorrow (LIFT) Manufacturing Institute.
o The MM cell would allow for research into techniques that could help environmental sustainability by
reducing material waste and energy consumption, thereby decreasing manufacturers’ carbon
footprint.
• Local Outreach
o A larger university presence would benefit the local community through increased economic activity,
and an improved reputation and media profile.
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2 Scope Statement
This project aims to deliver a metamorphic manufacturing cell (MM cell) within the UNSW campus. This includes the
renovation of a room on campus to accommodate all the necessary equipment. Given the rapidly evolving nature of
the field, the cell will be designed with modularity in mind, such that components may be added, removed, or swapped
out as needs arise and as paradigms change within the broader research community. Each component of the MM cell
has been chosen to cover some aspect of the five fundamental elements of metamorphic manufacturing (STARC)2.
2.1 Acceptance Criteria
The project will be considered complete once all sub-deliverables have been fulfilled. The MM cell will undergo a final
test, wherein it will be required to transform a bar of titanium into a 3D shape, given through a CAD model designed
by the project sponsor. The project will be considered closed once all deliverables have been turned over to the project
sponsor.
2.2 Deliverables
The primary deliverable for this project will be a fully functional MM cell, equipped with the tools necessary to reshape
1-kilogram bar of titanium or low alloy steel based on a given CAD model. A sample layout is provided in Appendix F.
The MM cell can be decomposed into the following major sub-deliverables:
2.2.1 Facility Renovation
The chosen facility will be renovated to fit the electrical and safety requirements of the MM cell. The project will
include the development of a layout design, and a request for proposal will be developed to solicit contractors to
perform the renovation.
2.2.2 Staging Area
The staging area refers to a location separate from the rest of the MM cell in which researchers may place their
material inputs prior to the manufacturing process. To ensure the researchers’ safety, a plexiglass shield will be
installed, and materials must be fed through a conveyor belt. Light curtains will be installed to ensure that any
machinery remains off while there are people within the cell.
2.2.3 Robotic Deformation System
The robotic deformation system will consist of a robotic arm and a power hammer. The robotic arm will be used as a
workpiece manipulation unit, adjusting the pose of the material over the power hammer, while the power hammer
will be used to apply force to the material to deform it.
2.2.4 Induction Furnace
A furnace will be installed to apply heat to the material prior to forging. An induction furnace was chosen over other
types of furnaces because of its portability and its lowered impact on the environment compared to alternatives such
as gasoline or coal-powered furnaces.
2.2.5 Sensor Array
The sensor array will consist of six depth cameras, which will be used to monitor the dimensions and geometry of the
material in real-time, as well as the current state of the workpiece manipulation unit and power hammer. Its data will
be fed into the materials deformation simulator. In addition, the sensor array will include an infrared sensor to
measure the temperature of the material.


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2.2.6 Central Control System
The central control system refers to the computer that will be used to process the sensor data, simulate the material,
and send commands to the robotic deformation system and induction furnace. It will also have all the standard
amenities available to university computers, such as intranet access.
2.2.7 Deformation Simulator
The deformation simulator will be a software application designed to model the physical properties of the material
and accurately simulate its deformation given stress. An application programming interface (API) will be provided to
allow other applications to feed it sensor data, manipulate its simulated actuators, and extract data for further
processing.
2.2.8 Morphology Solver
This will consist of a software application which utilizes artificial intelligence to develop a sequence of actions to morph
the material into a given goal state. The application will interface with the deformation simulator and robotic
deformation system. Users will interact with this system by loading a predefined CAD file and specifying parameters
to control the solver (e.g. maximum action sequence length).
2.2.9 Project Documentation
The project documentation will describe all the information necessary to properly operate, maintain, and extend the
system’s hardware or software components. It will be provided to academics and technicians at the end of the project
covering all aspects of the MM cell.
2.3 Exclusions
The project deliverables are limited to the components specified above. Though the facility will provide capacity for
possible extensions to the cell, the development, maintenance, and installation of such extensions are beyond the
scope of this project.
During the renovation, the project team will not be responsible for the removal of any structures found during the
construction of the facility that were not present in UNSW’s provided blueprints.
2.4 Constraints
This project will operate under a fixed budget of $2,000,000.00, including any contingencies. Project funding will be
provided by the project sponsor. All purchases related to the project must be coursed through UNSW’s Strategic
Procurement Team.
In addition, all processes required to produce the facility, as well as all activities performed in the operation of the
facility itself, must abide by UNSW’s Work Health & Safety policies.
2.5 Assumptions
This project will operate under the assumption that a room has been provided prior to the commencement of this
project. The room provided is assumed to be in good condition and pre-approved to be transformed into a laboratory
by NSW (SafeWorkNSW) and UNSW (OH&S Guidelines).


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3 Work Breakdown Structure
Given the major project deliverables outlined in Section 2 – Scope Statement of this document, their related work packages can be decomposed further to provide a clearer
representation of the work that must be completed to ensure their successful delivery (PMBOK Section 5.4)3. The complete work breakdown structure diagram may be found
in Appendix A.













Figure 1 : Work breakdown structure


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4 Cost & Time Estimation
Table 1 presents a summary of the Project Cost and Duration estimates. The full breakdown for each of the work
packages can be seen in Appendix H.


The contingency budget provided in Table 1 covers both the
HR cost and material cost (see Appendix E). The breakdown
of the contingency budget is $194,930 for HR cost and
$136,750 for material cost. Based on these figures and the
ones from the table, the comparison of total cost between
HR and Material expenses can be seen in figure below.

The total contingency budget of $331,680 represents
27.20 % of the planned cost which is very likely in complex
and innovative projects.


Figure 2 : Comparison between total HR Cost and Material Cost
WBS Deliverables
Working
days
HR Cost
Contingency
Time Buffer
Contingency
Budget
Material
Cost
Total Cost
1. Concept Design 40 $49,046.20 - $5,000.00 - $54,046.20
2. Preliminary Design 55 $21,072.80 - - - $21,072.80
3. Renovated Facility 103 $15,149.97 - $2,000.00 $26,700.00 $43,849.97
4. Hardware
Components

4.1 Central Control
System
20 $11,146.61 20 $12,500.00 $25,000.00 $48,646.61
4.2 Workpiece
Manipulation System
80 $41,059.53 40 $96,500.00 $150,000.00 $287,559.53
4.3 Mechanical Power
Hammer
80 $31,759.64 20 $61,500.00 $80,000.00 $173,259.64
4.4 Induction Furnace 80 $31,759.64 - $27,500.00 $44,000.00 $103,259.64
4.5 Sensor Array 20 $7,311.44 20 $8,561.60 $2,500.00 $18,373.04
5. Software
Components

5.1 Morphology Solver 310 $165,725.91 20 $19,497.60 - $185,223.51
5.2 Deformation
Simulator
310 $155,977.33 20 $14,623.20 - $170,600.53
5.3 Sensor Array 130 $58,491.50 - $19,497.60 - $77,989.10
6. MM Cell Integration 100 $225,674.62 - $64,500.00 - $290,174.62
7. Project Management 540 $77,472.73 - - - $77,472.73
$891,647.91 $331,680.00 $328,200.00 $1,551,527.91

WBS Level 2

Table 1 : Time and Estimate of the Project

WBS Level 3
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5 Network Diagram
To describe the relationship between various work packages and examine the flow of activities, a network diagram is
included in Appendix B, following the logic specified in Lock, Chapter 144. The precedencies in the Diagram follow the
patterns described in Work Breakdown Structure of this document. All durations are listed in working days and aligns
with the estimated timeframe set in Cost and Time Estimation.
Notably, the development of the deformation simulator, and to a lesser extent the morphology solver, are critical to
ensuring that the project is completed on time, i.e. they lie along the critical path described in Lock Chapter 145. The
length of their development also adds a significant cost burden to the completion of the project.
To address this concern, each software component is expected to be developed simultaneously, however, acceptance
testing for any individual software component is contingent on the completion of any other component which is more
closely integrated to the hardware of the MM cell. Given the experimental nature of the project, software teams will
be expected, but not required, to use Agile development to manage the delivery of their respective sub-components.
Other risk events which may potentially affect the schedule are discussed in Appendix D, in the Risks and Opportunities
Register.
6 Project Schedule
The project is expected to be finished within 540 working
days. A full week is considered as 5 working days where each
day represents eight (8) hours of work. The timeline showing
the Key Project Milestones is presented in Figure 3, to give an
overview of the Project Schedule. A detailed version that
shows all work packages involved can be seen in Appendix G
and Appendix I.




Figure 3 : Project Timeline Overview







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7 Stakeholder Management and Communication Plan
7.1 Stakeholder Management Plan

7.1.1 Stakeholder Identification
Section 13.2.3.1 of PMBOK® 6th ed6 presented a structured approach to identify, analyse, and engage stakeholders
that directly or indirectly impact the direction, progress, and outcome of the project based on their needs, concerns,
interests, influence, and authority. To this end, being able to recognise the right stakeholders for a particular project
is critical as their involvement primarily determines the fate of the project. For the MM Cell Project, the Team used
iteratively the tools and techniques specified in Section 13.1.2.1 (Expert Judgment) and 13.1.2.2 (Data Gathering) of
PMBOK® 6th ed7 to produce the list of relevant stakeholders by the end of the Planning Phase. This list, is shown in
Appendix C: Table 5 and Table 6 which contain the identification information and contact details of each stakeholder,
including the nature of their expected involvement in this Project whether Primary (through Project Execution) or
Secondary (through the UNSW Strategy) and their current association with UNSW (Internal or External).
7.1.2 Stakeholder Analysis and Engagement
Some of the data analysis tools mentioned in Section 13.1.2.3 of PMBOK® 6th ed8 were employed to further classify
the stakeholders identified in the previous section. Each of the stakeholders was evaluated based on the level of Power
(impact of stakeholder to the project) and level of Interest (impact of project to the stakeholder), in relation to the
Project. The outcomes were numerically represented from 1 to 5 where 1 is the lowest rating (Very Low) and 5 is the
highest rating (Very High). A detailed definition of the different ratings specific for each metric is presented in Appendix
C: Table 8.
The two metrics were then considered as the decision criteria in a Decision Matrix shown in Appendix C: Table 9, to
identify the stakeholders’ engagement levels which were then refined and translated to the four organisational
capabilities (see Appendix C: Table 10) for the efficient management of stakeholders. Through this multicriteria
analysis, the Project Manager will be able to engage each stakeholder effectively during project execution and in
decision making to maximise their individual contributions and meet their specific needs. The analysis and proposed
engagement plan for each identified stakeholder is shown in Appendix C: Table 7.
7.1.3 Stakeholder Engagement Monitoring
One of the concepts presented in Chapter 13 of PMBOK® 6th ed9 about developing the Stakeholder Plan is the iterative
nature of the activities involved. A routine checking of the Plan is necessary to capture changes to the stakeholder
information which could occur at any point in the Project lifecycle, even during the execution and control phase. Such
changes could have significant implications to their project goals or contributions, and thus must be re-examined to
adjust, if necessary, the management approach of the concerned stakeholders. For the MM Cell Project, the
Stakeholder Management Plan will be checked regularly and updated as often as necessary to maintain the accuracy
of the Stakeholder Register and Stakeholder Analysis and Engagement. Where applicable, other sections of the PMP
will be revised accordingly to ensure the change is integrated across the PMP. Some of the areas that could be affected
are the Stakeholders and Benefits, Communication Plan, Risks Assessment, Project Schedule and Project Cost.
The stakeholder monitoring will be scheduled fortnightly and at every milestone completion which are both in line
with the frequency of Risks Audit as part of Risk Response Control. The identification of new risks that relates to
stakeholders will be captured in this review process and also through the use of other tools described in Risk


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Identification. Through this constant monitoring and integration, it can promptly address new risks to manage its
overall impact to the Project. Similarly, the opportunities arising from the movements in stakeholder power and
influence will be aptly exploited to maximise the value-adding capacity of each stakeholder. Any change to the Plan
will be subject to the change management process where a change request is required.
7.2 Communication Management Plan
7.2.1 Governance
This Communication Plan is based on the principles presented in 10.1.1 Project Communications Management
PMBOK® 6th ed10 and this document will be the reference in managing and controlling all communication channels to
exchange information during the project execution. Through this Plan, the Project aims to deliver, retrieve, or
exchange relevant information of the appropriate quality and quantity using different media between and among
relevant stakeholders in a timely manner to satisfy the goals of each stakeholder as indicated in Stakeholder Analysis
and Engagement, accomplish outcomes presented in the Project WBS and ultimately deliver the Project Objectives.
To have an effective communication trail and efficient use of resources, the Project Manager will be the central point
of all communications within the Project and the main conduit between the Project Team and the Organisation (UNSW
Community). Additionally, the Project Manager will be accountable for the interactions with external linkages, in
coordination with the relevant functional teams of the host organisation.
7.2.2 Project Documents and Communication Management
As shown in in Appendix C: Table 11, the Communication Management Overview of the Project uses some of the
communication methods presented in 10.1.2.5 PMBOK® 6th ed11 which will form part of the Project Management
activities to generate the Reporting Documents for this Project (see in Appendix C: Table 12). In reference to 10.2.1.2
Project Documents and 10.2.1.3 Work Performance Reports PMBOK® 6th ed12, the Project Documents will contain but
not limited to details about the activity status, risks, concerns, challenges, and change requests which will be used to
produce summary dashboards, project reports, Action Plans, promotional materials, among others.
The communication materials will be shared to all relevant stakeholders (Primary and Secondary) for the purpose of
disseminating execution-related information (e.g. reporting), promoting the Project Benefits in relation to the UNSW
2025 Strategic Priorities, gauging movements in the stakeholders’ level of support, interest, and influence, requesting
for feedback, or inviting for collaboration and partnership. The Project Team will adapt also the 5C Rules in Written
Communications and some Communication Skills mentioned in 10.1 PMBOK® 6th ed13 as additional measure to prevent
misunderstandings which could lead to undesirable project outcomes.
In the first few Project Team daily meetings facilitated by the Project Manager, there will be an allocated discussion
time for each Work Package (led by a Supervisor) with the whole Team. As the Project progresses, only the highlights
and critical updates will be presented. For any issues raised, the Project Manager will retain the relevant members to
discuss the details of the raised issue and dismiss the others whose tasks are not related and/or impacted by the
incident so they can carry on with their activities. If needed, an emergency meeting can be arranged depending on the
resources required, urgency, and criticality of the issue.
7.2.3 Communication Plan Updates
The approach to re-evaluate and update the Communication Plan will be similar to what is discussed in Stakeholder
Engagement Monitoring. Before any revisions to any part of Plan is made, a change request will be submitted and
subject to the integrated change control process of this Project.


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8 Human Resource Plan
The Human Resource Plan was developed using Resource Management guide provided within PMBOK14.
8.1 Identification of resources
The project will use a 6-person project management team for coordination. This was identified using the Schedule and
Work Breakdown Structure (WBS). These fixed term contracts are derived using the responsibilities determined within
the RACI Chart and aligned with the previously mentioned schedule and WBS. With the exception of the Professional
Officer and the Process Engineer, the roles with be a fixed-term 1-year contract. The Process Engineer will have a
contract for the life of the project to ensure testing stages are completed and the Professional Officer will be expected
to manage the MM Cell on behalf of the school while also continuing industry engagement and undertaking new
projects for the school. Further to this team, software engineers will also be hired for delivery of the software systems.
8.2 Acquiring resources
Roles and responsibilities will be provided to UNSW Human Resource who will manage the recruitment process of the
project team. Construction and procurement will make use of UNSW’s Tenderlink service to obtain the resources
necessary for these stages. This reduces risk of workforce sourcing issues however there is room for risk of under-
budgeting potential tenders. These potential extra costs were appropriately assessed and where appropriate, have a
separate Contingency Budget allocated, based on their risk ratings. There is also the potential for sourcing issues of
the project team so recruitment should begin by October 2020, to ensure more than ample time to mitigate this risk.
A full list and more detailed discussion of HR-related risks is covered within the Risk Management Plan.
8.3 Organisational Chart
The organisational chart in Figure 4 sets out the clear hierarchy required for the project. This will minimise conflicts
over authority and help ease decision making.

Figure 4: Organisation Chart
8.4 Roles and responsibilities
Authority for each role is detailed within the RACI Chart in Table 5.
8.4.1 Process Engineer
Position: Full-Time. Duration: 1.75 years. Grade: 5. Salary/Rate: A$84,967. Responsibilities: The successful candidate
will develop, configure, and optimize the industrial processes related to the MM Cell from inception through to
certification. This includes the designing, running, testing, and upgrading of any and all systems and processes. In doing


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Steering
Committee
Project Sponsor
Professional
Officer
Process Engineer
Sensors and
Software Delivery
Lead
Software
Engineer/s
Site and
Procurement
Manager
Builder/s
Sub-contractors
Mechatronic
Engineer
Project Safety
and Risk Assessor
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this, they will need to ensure they manage cost and time constraints and provide process documentation and
instructions. Competence: The successful candidate will have 5+ years of relevant experience including in process
simulations, excellent technical skills, and knowledge of process related standards. They will have a strong familiarity
with Australian and NSW Health and Safety Regulations. It is expected they are degree qualified or are suitably certified
to match their experience.
8.4.2 Sensors and Software Delivery Lead
Position: Full-Time. Duration: 1 year. Grade: 7. Salary/Rate: A$105,650. Responsibilities: The successful candidate
will coordinate and manage the software development process using Agile methodologies. They will also coordinate
and manages the sensor development and installation process. Competence: The successful candidate will have
excellent technical skills and proven experience managing agile software projects. They will also be familiar with
hardware system design and integration with experience to match. The role will require the successful candidate to
be an analytical thinker who can successfully manage a small team. To complement the Agile experience, they should
have matching qualifications. As the lead, they should have 2+ years of leading similar teams and 8+ years industry
experience.
8.4.3 Site and Procurement Manager
Position: Full-time. Duration: 1 year. Grade: 6. Salary/Rate: A$96,316. Responsibility: The successful candidate will
ensure that construction is completed on time and within budget. To do this, they will need to oversee the direction
of the project by ensuring that specifications and requirements are being met while coordinating and supervising
construction workers. They will also need to assist the professional officer to negotiate contracts, secure necessary
permits and leases, and devise fruitful procurement and sourcing strategies. Competence: The successful candidate
will have 5+ years relevant experience with proven knowledge of sourcing and procurement techniques. It would be
beneficial if they also had a passion and dexterity for “reading” the market. To support their experience, they will need
to be talented in negotiations with an aptitude for decision-making and working with numbers. Due to the variable
size of their team during the life of the project they will demonstrate strong leadership capabilities in the context of
construction management.
8.4.4 Professional Officer
Position: Full-time. Duration: Ongoing. Grade: 8. Salary/Rate: A$118,122. Responsibility: The successful candidate
will be performing a split role comprised of managing this project and performing wider industry engagement on
behalf of the School and UNSW. They will primarily be responsible for providing expert advice to all stakeholders on
the efficient use of the MM Cell while driving a culture of continuous improvement by leading the evaluation of the
MM Cell infrastructure, service delivery and training. This will include providing innovative solutions to improve
systems, procedures, and protocols of the MM Cell. Their secondary role will be to ensure the successful delivery of
the project. In doing so, this will position them to successfully fulfil the primary role. To do this, they will need to lead
project planning sessions, coordinate staff and internal resources, manage project progress and adapt work as
required through use of stage gates and iterative methods. Crucially, they will need to manage and maintain
relationships with all stakeholders and to successfully engage with industry by coordinating research agreements and
partnerships. Upon the successful completion of the project, they will also conduct a project review and consolidate
all project documentation. Competence: The successful candidate will hold a degree in Engineering, Physics,
Electronics, Computer Control Instrumentation or similar, or an equivalent level of knowledge gained through any
other combination of education, training and/or experience. They will have demonstrated experience in providing
technical support and expertise in teaching laboratories, extensive experience developing, managing, and
implementing Health and Safety processes and procedures in laboratories and in undertaking risk assessments. To
complement this, they will have demonstrated experience with mechanical systems as well as basic mechanical and
electrical workshop skills. They will also need to have a demonstrated ability to effectively supervise a small team of
staff, providing leadership and direction, with a commitment to continuous improvement through long-term planning.
Finally, they should have demonstrated success in managing high level technical projects and in developing online
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educational resources with a demonstrated ability in the provisioning of support and advice to researchers and
students on the technical aspects of laboratories.
8.4.5 Mechatronic Engineer
Position: Full-time. Duration: 1 year. Grade: 5. Salary/Rate: A$84,967. Responsibility: The successful candidate will
design, develop, and enhance electro-mechanical systems and mechatronic devices by creating automated systems
and the software to control them. This will require developing design documents for mechanical parts and final
products as well as selecting the required tools and materials for the manufacturing process. Competence: The
successful candidate will hold a degree in Engineering, Physics, Electronics, Computer Control Instrumentation or
similar, or an equivalent level of knowledge gained through any other combination of education, training and/or
experience. They should have relevant experience that demonstrates strong mathematical, analytical, and creative
thinking skills. This role will require someone who has the ability to work in a team or alone with a focus on attention
to detail.
8.4.6 Project Safety and Risk Assessor
Position: Full-time. Duration: 1 year. Grade: 5. Salary/Rate: A$84,967. Responsibility: The successful candidate will
conduct the continuous inspection of the project site, to ensure a hazard-free environment, conduct the assessments
and approvals of subcontractor safety plans and promote safe work practices on site. They will need to provide
verification of tools and equipment to ensure good quality, create and enforce safety guidelines and programs, carry
out drills and exercises on managing emergency situations, conduct investigations on accidents, verify that all safety
reports are submitted to related government institutions and respond to workers’ safety concerns. Finally, they will
need to establish and maintain health and safety communication structures that are aligned to UNSW’s safety policy
and procedures. Competence: The successful candidate will have 5+ years of experience in the running of high level
OH&S Management systems, demonstrated experience arranging OSHA-mandated evaluations of the site and
experience and competencies in hazard Identification, and risk management. They should also be familiar with the
requirements of maintaining an accredited system in line with ISO 90001 Quality and ISO 14001 Environmental
Standard. Relevant accreditations will be looked upon favourably.
8.4.7 Software Engineer
Position: Full-time. Duration: 1 year. Grade: 6. Salary/Rate: A$96,316. Responsibility: The successful candidate will
be required to assist with the development of the software implementation within an Agile environment. They will
need to constantly enhance the system applications by developing standard operating procedures, identifying
opportunities for improvement, making recommendations, and designing and implementing all recommended
changes. This will require the maintenance of codebases and peer reviewing code changes while liaising with
colleagues to implement technical designs and investigating and using new technologies where relevant. On
conclusion, they will provide a written knowledge transfer document. Competence: The successful candidate will be
a degree qualified software engineer or hold an equivalent level of knowledge gained through any other combination
of education, training and/or experience. They should have a passion for solving problems and providing workable
solutions using their knowledge of algorithms and data structures. They will have worked experience within an Agile
environment using their strong analytical and reasoning skills to visualise processes and outcomes from conception to
implementation. This will require a demonstrated proficiency in troubleshooting software issues and debugging a large
codebase with previous experience with robotics being favourable.
8.5 Team development and Training Strategies
The team will be provided with access to UNSW’s library of learning resources such as LinkedIn Learning which they
can complete at their leisure. In addition, opportunities to attend conferences will also be provided. This will be
arranged by the Professional Officer who will also determine conference suitability using their industry engagement
knowledge.
GSOE9820 T2 2020 Robot Blacksmith Project Management Plan Dream Team
14
UNSW HR have been provided with a detailed role and responsibility expectation for each role. This eliminates the
need for any additional training to be undertaken to bring a team member up to speed. If further training is identified
by the Professional Officer that can facilitate a better outcome, this will be conducted at the sponsors discretion using
funds from the contingency budget.
8.6 RACI Chart

Deliverable
Project
Manager
Process
Engineer
Sensors and
Software
Delivery Lead
Site and
Procurement
Manager
Mechatronic
Engineer
Project Safety
and Risk
Assessor
Software
Engineer
Concept Design C A R R C
Preliminary Design C A R I R C I
Hardware Components I C C C A I I
Software Components I C A C C I R
MM Cell Integrations I A I
Project Management A

Table 2: RACI Chart
Key:
R – Responsible for completing the work
A – Accountable for ensuring task completion/sign off
C – Consulted before any decisions are made
I – Informed of when an action/decision has been made
8.7 Recognition plan
The objective of this project is to deliver an innovative technological facility and as such, successful completion allows
for increased notoriety of project team members through research publications. Further, this is an incredibly relevant
recognition for the Professional Officer. To assist with the drafting of these publications, the following will be made
available by the project sponsor:
• Upon successful completion of the project, any team member who satisfactorily completed all assigned work
packages on time will receive a certificate of thanks from the UNSW Executive team at a dedicated ceremony,
• Team members who successfully complete all of their assigned tasks will have their photo taken at the
ceremony for inclusion in external and internal publications,
• All publications upon the launch of the facility will reference the project team and their success.









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9 Risk Management Plan
9.1 Overview
For most of the projects, having tasks which are not completed in the planned duration and budgets are almost
inevitable15. Hence it is critical to develop a risk management plan to “identify, evaluate, respond to, monitor and
report of the risks”16. This Risk Management Plan will follow the process recommended in the PMBOK to outline how
risks will be assessed and managed for the MM cell project. This Risk Management Plan is prepared following the
process of risk management planning, risk identification, risk assessment, risk response development, and risk
response control. The detailed risk management approach is presented in the Appendix J.
9.2 Prioritized Risks and Response Strategies
Based on the management approach indicated in Appendix J, a risk register has been developed for this Project and
presented in Appendix D of this report. In this section, the 10 Risks Events with the highest risk values are presented,
including their proposed response strategies, in Table 3 which is shown in the next two pages. It is recommended that the
following are to be read in conjunction with Work Breakdown Structure, Cost and Time Estimation, Project Schedule, and
Time-Phased Budget.
9.3 Risk Response Control
Key risk response controls include constant monitoring, control, and improvement. New, changing, and outdated
risks should be continuously recorded and reported17. It is hence recommended to:
i. Conduct internal risk audits every fortnight, or when proposed by project key stakeholders.
ii. Conduct external risk audits at key milestones or when steering committee believe necessary.
iii. Update Project Risks and Opportunities Register (Appendix D) accordingly.
iv. Process Project Change Order Request, if necessary, to set up corrective and preventive measures as part of the
Performance Integrated Change Control process18.



15 [3]
16 [4]
17 [1]
18 [1]

16
Task
ID.
Risk event
Risk
owner
Impact Likelihood Severity Risk value
Response
management
strategies
Mitigation Contingency plan
4.1.2
4.2.2
4.3.2
4.4.2
Vendor offers are
higher than expected
Project
team
Affects project
scope
4 5 20 Mitigate
More than two cost estimating
methods are used for accurate
estimation and contingencies
are included in the project
budget
Escalate to the project
sponsor and provide details
of scope changes, if any are
required, through change
request form
4.1.4
4.2.4
4.3.4
4.4.4
Delays in procurement
of robotic arms,
furnace, power
hammer or central
control system
Project
team
Project delays 3 4 12 Transfer
Add time buffers and order at
an early stage
Include late penalties in the
supplier's contract

4.2.6
Robot fails
commissioning tests
Project
team
Project delays 4 3 12 Mitigate
Time buffers are included the
schedule so that additional
tests can be performed to
debug robot faults
Redo tests
6.6
MM cell system fails
the test
Project
team
Delays the
project
3 4 12 Mitigate
Time buffers are included in the
schedule so that additional
tests can be performed to
debug system faults
Redo test
1.3
System requirements
documents not
detailed enough
Project
team
Project delays
and affects
project quality
2 5 10 Mitigate
Comprehensive system
requirements should be drafted
which will be reviewed by the
expert committee
Escalate to the project
sponsor and provide details
of scope changes, if required,
through change request form
2.1.1
Missing key
specification
requirements in
request for proposal
(RFP) for facility
renovation
Project
team
Affects project
quality, scope,
and delays
project
2 5 10 Mitigate
Strong specification
requirements should be drafted
for the facility renovation RFP
which will be reviewed by the
expert committee
Escalate to the project
sponsor and provide details
of scope changes, if required,
through change request form
GSOE9820 T2 2020 Robot Blacksmith Project Management Plan Dream Team
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Task
ID.
Risk event
Risk
owner
Impact Likelihood Severity Risk value
Response
management
strategies
Mitigation Contingency plan
2.1.2
Bid documents
received does not
meet the requirements
of the renovation
project in terms of cost
or specification
Project
team
and
sponsor
Affects project
quality, scope,
and delays
project
2 5 10
Active
acceptance

Review renovation RFP and
work on contract terms with
the short-listed tenderers
3.1
Facility renovation is
more complex than
expected requiring
additional resources
Project
team
Affects project
quality and
delays project
2 5 10 Transfer
Contractor should be allowed
to do a comprehensive site
assessment before their bid
submission and include that
contractor shall bear the cost of
any additional materials or
equipment required to
complete the renovation in the
contract

3.5
Unforeseen material
waste clean-up cost
Project
team
Affects project
scope and
budget
3 3 9 Transfer
Include the clean-up cost as
part of contractor's bid
submission

5.1.3
5.2.3
5.3.4
Critical bugs and
system errors are
found during the
implementation of
morphology solver,
deformation
simulation and sensor
array
Project
team
Delays the
project
2 4 8 Mitigate
Time buffers are included, and
a thorough software test plan is
drafted which will be reviewed
by the expert committee
Work around the critical bugs
and system errors and keep
project sponsor updated.
Change project end date, if
necessary, through change
request form

Table 3: Prioritised Risk Register (Showing top 10 risks only)
Other project risks identified together with their mitigation strategies or contingent actions are included in Appendix D.
GSOE9820 T2 2020 Robot Blacksmith Project Management Plan Dream Team
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10 Time-Phased Budget
The allowed project budget (Planned Value) against the project duration is demonstrated in Figure 5, with the detailed figures
demonstrated in Table 4 below. From the figure, it is shown that approximately one-fifth of the project budget will be spent
in the first 1/3 of the project duration (9 month), while majority of the project planned value occurred in the 2nd tertile of the
estimated project time.
Reference can be made to Work Breakdown Structure, Cost and Time Estimation and Project Schedule for more details.








Figure 5: Planned Value of Project over Time
Table 4: Project Cost Breakdown with respect to Time


GSOE9820 T2 2020 Robot Blacksmith Project Management Plan Dream Team
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11 Bibliography

[1] Project Management Institute, PMBOK® Guide – Sixth Edition, 2017.
[2] The Minerals, Metals & Materials Society (TMS), Metamorphic Manufacturing: Shaping the Future of On-Demand
Components, Pittsburgh, PA: TMS, 2019.
[3] D. Lock, Project Management - 10th Edition, Burlington, VT: Gower, 2012.
[4] R. S. Khatta, Risk Management, Global India Publications, 2008.
[5] E. G. Obbard, GSOE:9820 - Engineering Project Management, Kensington, NSW: UNSW, 2020.
[6] University of Queensland, Australia, Enterprise Risk Matrix, Brisbane, QLD: University of Queensland, 2019.



20
12 Appendix A Work Breakdown Structure
12.1 Design Process
Taking elements from the engineering design process, the project will undergo multiple stages of design, with each
step representing increasing levels of detail. The MM cell’s conceptual design will be created by the project
management team and is intended to serve as a focal point for all design decisions as the project progresses and
should include detailed descriptions of the specifications required for each component. The conceptual design is then
passed on to specialists, sourced externally for the facility renovation, and internally for all other academically focused
aspects of the project. Each specialist category is then required to produce a preliminary design describing a detailed
solution according to their project component before they can proceed with any further work.
12.2 Facility Renovation
The facility renovation will be undertaken by an external contractor. The contractor will be determined through a
bidding process, coursed through UNSW’s Strategic Procurement Team. As part of the bidding process, contractors
will be required to submit a detailed solution that aligns with the system requirements.
12.3 Hardware Procurement
The acquisition of each major hardware component is coursed through UNSW’s Strategic Procurement Team.
Following its procurement, each component is required to go through testing, both to ensure that the product is
delivered without defects, and to measure each component’s capabilities for use in the simulated environment.
It is generally assumed that all the equipment will be bought off-the-shelf, with any further modifications being
conducted by researchers as extensions to the MM cell. Such extensions are not covered under the scope of this
project.
All hardware components procured are expected to meet the system requirements of the project. However, detailed
development and planning regarding their integration will begin only once procurement documents have been signed
for all components.
12.4 Software Development
Because of the highly specialized nature of each software sub-deliverable in this project, each software component
described in the Scope Statement will be developed by separate teams with experience in the fields related to their
respective deliverables.

21






Figure 6 : Work Breakdown Structure (WBS)

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13 Appendix B Project Network Diagram

Figure 7: Network Diagram Schedule
Critical path shown as highlighted
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14 Appendix C Stakeholder and Communication Management

Table 5: Stakeholder Register











Table 6: Members of the Project Management Team
Email Phone Preferred Method
Dr. Xiaopeng Li School of MME Senior Lecturer Project Sponsor and Head of Steering Committee Primary Internal UNSW xiaopeng.li@unsw.edu.au +61 2 9385 6784 Email By appointment through email (enter date) (enter date)
Professor Chun Hui Wang Head of School of MME Member of the Steering Committee (Consultant) Primary Internal UNSW chun.h.wang@unsw.edu.au +61 2 93853232 Email when needed, by appointment through email (enter date) (enter date)
Dr. Tamsin Peters MME Laboratory Manager Member of the Steering Committee (Consultant) Primary Internal UNSW tamsin.peters@unsw.edu.au +61 413 565 722 Email when needed, contact during work hours only (enter date) (enter date)
Greg Kaplan Facilities Management Director Member of the Steering Committee (Consultant) Primary Internal UNSW greg.kaplan@unsw.edu.au +61 2 9385 5111 Email when needed, provide at least a day notice (enter date) (enter date)
Tim Neems Finance Business Partner Member of the Steering Committee (Consultant) Primary Internal UNSW tim.neems@unsw.edu.au +61 435 200 335 Mobile and Email when needed, provide at least a day notice (enter date) (enter date)
Jessica Leau Professional Officer Project Manager and PM Team Lead Primary Internal UNSW jessica.leau@unsw.edu.au +61 xxx xxx xxx Mobile and Email Contact mobile no. for urgent matters (enter date) (enter date)
Project Management Team See Table 6 See Table 6 Primary Internal UNSW See Project Management Team See Table 6 Mobile and Email Contact mobile no. for urgent matters (enter date) (enter date)
Suppliers N/A Contractual (Equipment and Materials) Primary External Private Companies (enter date) (enter date)
Builders/ Construction Workers N/A Contractual Primary External Private Companies (enter date) (enter date)
Software Engineers and Designers N/A Contractual - To be Tendered Primary External Private Companies (enter date) (enter date)
Promotes Project in line with UNSW Strategy Secondary Internal UNSW (enter date) (enter date)
Project Supporter/Collaborator (UNSW Strategy) Secondary Internal UNSW (enter date) (enter date)
Project Supporter/Collaborator (UNSW Strategy) Secondary Internal UNSW (enter date) (enter date)
Project Supporter/Collaborator (UNSW Strategy) Secondary Internal UNSW (enter date) (enter date)
Project Supporter/Collaborator (UNSW Strategy) Secondary Internal UNSW (enter date) (enter date)
Project Supporter/Collaborator (UNSW Strategy) Secondary External UNSW (Affiliated) (enter date) (enter date)
Project Supporter/Collaborator (UNSW Strategy) Secondary External Private Companies Contact through UNSW Media & Content (Monica Melki - m.melki@unsw.edu.au) or directly through their websites (enter date) (enter date)
Project Supporter/Collaborator (UNSW Strategy) Secondary External Academe Contact through UNSW Media & Content (Monica Melki - m.melki@unsw.edu.au) or directly through their websites (enter date) (enter date)
Project Supporter/Collaborator (UNSW Strategy) Secondary External AU Government Contact through UNSW Media & Content (Monica Melki - m.melki@unsw.edu.au) or directly through their websites (enter date) (enter date)
Project Promoter/Collaborator (UNSW Strategy) Secondary External Public Sector Contact through UNSW Media & Content (Monica Melki - m.melki@unsw.edu.au) or directly through their websites (enter date) (enter date)
Project Promoter/Supporter (UNSW Strategy) Secondary External Media Companies Contact through UNSW Media & Content (Monica Melki - m.melki@unsw.edu.au) or directly through their websites (enter date) (enter date)Members of the Press/Media
Contact through unsw2025@unsw.edu.au or call +61 2 9385 10002025 UNSW Strategic Piorities Program Office
Current UNSW Students (Undergraduate and Postgraduate)
Future UNSW Students
UNSW Research Staff
Contact directly via email or through the relevant School, Department, or FacultyUNSW Teaching Staff
*The names, roles, affiliations and contact information that appear in this table are used for academic purposes only and not to be contacted for this Project.
Contact through UNSW Alumni and Engagement (Jane Miller - jane.miller@unsw.edu.au)UNSW Alumni
Manufacturing Industry
Partner Universities
Government Agencies and non-Government Organisations
Local Community
Stakeholder Name Project RoleCurrent Role
STAKEHOLDER REGISTER
Additional Notes
Next
Comms
Latest
Comms
Contact details to be updated after Award of Business (Tender Process)
Contact directly via email or through the relevant School, Department, or Faculty
Contact details to be updated after Award of Business (Tender Process)
Contact details to be updated after Award of Business (Tender Process)
Contact through UNSW Global
Contact directly via email or through the relevant School, Department, or Faculty
Contact DetailsProject
Involvement
UNSW
Association
Organisation
Email Phone Preferred Method
*Jessica Leau Project Manager / PM Lead University of New South Wales (UNSW) jessica.leau@unsw.edu.au +61 xxx xxx xxx Mobile for urgent matters
*Mark Saturnino Process Engineer University of New South Wales (UNSW) mark.saturnino@unsw.edu.au +61 xxx xxx xxx Mobile for urgent matters
*Rafael Formoso Sensors and Software Delivery Lead University of New South Wales (UNSW) rafael.Formoso@unsw.edu.au +61 xxx xxx xxx Mobile for urgent matters
*Joel Lawrence Site and Procurement Manager University of New South Wales (UNSW) joel.Lawrence@unsw.edu.au +61 xxx xxx xxx Mobile for urgent matters
*Ramon Mechatronic Engineer University of New South Wales (UNSW) ramon@unsw.edu.au +61 xxx xxx xxx Mobile for urgent matters
*Ningye Zhang Project Safety and Risk Assessor University of New South Wales (UNSW) ningye.Zhang@unsw.edu.au +61 xxx xxx xxx Mobile for urgent matters
*The Project Management Team Members went through the standard UNSW Recruitment Process and were selected after careful and objective evaluation of
their qualifications against the Competencies for each role. The details of the Competencies is covered in Section 8.4 of the Human Resource Plan.
Contact Details
PROJECT MANAGEMENT TEAM
Organisation / AffiliationTeam Members Project Role
GSOE9820 T2 2020 Robot Blacksmith Project Management Plan Dream Team
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Table 7: Members of the Project Management Team
Table 8: Definition of the Different Power and Interest Ratings





Table 9: Stakeholder Engagement Decision Matrix Table 10: Four Organisation Capabilities and their Definitions


Rating 1 2 3 4 5
5 Consult Involve Collaborate Empower Empower
4 Inform Consult Involve Collaborate Empower
3 Inform Consult Consult Involve Collaborate
2 Monitor Inform Consult Consult Involve
1 Monitor Monitor Inform Inform Consult
POWER
IN
T
E
R
E
S
T
RATING POWER DEFINITION
5 Very High
This stakeholder can direct (or have a massive impact on) the course of
the project
4 High
This stakeholder can have a major impact on the project’s schedule and/or
budget, and/or a minor impact on the project’s scope
3 Moderate
This stakeholder can have a minor impact on the project’s schedule and/or
budget
2 Low
This stakeholder cannot impact the project, but may know (or have access
to) someone who can
1 Very Low This stakeholder cannot directly impact the project
RATING INTEREST DEFINITION
5 Very High
This stakeholder is passionately advocating for the project and its
outcomes, and will be devastated if the project fails.
4 High
This stakeholder is highly supportive and its benefits and will be angry if
the project fails
3 Moderate
This stakeholder sees benefit to themself and/or to others in the project
and will be annoyed if the project fails.
2 Low
This stakeholder sees benefit to others in the project and prefer the project
to succeed, but does not feel strongly either way.
1 Very Low
This stakeholder either have no interest at all or some reservations about
the project and would push for reconsideration or project termination.
STRATEGY CLASSIFICATION DEFINITIONS
Empower
Authorise this stakeholder to make specific decisions about the project.
Maintain engagement with the appropriate level of involvement.
Collaborate
Partner with this stakeholder to develop the solutions and action plans
during Project Execution. Keep the involvement active on relevant areas.
Involve
Rely on this stakeholder’s expert advice when making decisions about the
project. Either retain or aim to upgrade to Maintain Classification.
Consult
Obtain this stakeholder’s feedback on key project decisions that are
relevent to them. Either retain or aim to upgrade to Maintain Classification.
Inform Manage
Provide with relevant, high-level information about the project at regular
intervals / milestones. Either retain or aim to upgrade to Meet
Classification.
Monitor Monitor
Track stakeholders' perception and monitor movements in Power or
Interest level. Aim to upgrade this group to at least Desired Classification.
Maintain
Meet
RATING POWER DEFINITION
5 Very High
This stakeholder can direct (or have a massive impact on) the course of
the project
4 High
This stakeholder can have a major impact on the project’s schedule and/or
budget, and/or a minor impact on the project’s scope
3 Moderate
This stakeholder can have a minor impact on the project’s schedule and/or
budget
2 Low
This stakeholder cannot impact the project, but may know (or have access
to) someone who can
1 Very Low This stakeholder cannot directly impact the project
RATING INTEREST DEFINITION
5 Very High
This stakeholder is passionately advocating for the project and its
outcomes, and will be devastated if the project fails.
4 High
This stakeholder is highly supportive and its benefits and will be angry if
the project fails
3 Moderate
This stakeholder sees benefit to themself and/or to others in the project
and will be annoyed if the project fails.
2 Low
This stakeholder sees benefit to others in the project and prefer the project
to succeed, but does not feel strongly either way.
1 Very Low
This stakeholder either have no interest at all or some reservations about
the project and would push for reconsideration or project termination.
STRATEGY CLASSIFICATION DEFINITIONS
Empower
Authorise this stakeholder to make specific decisions about the project.
Maintain engagement with the appropriate level of involvement.
Collaborate
Partner with this stakeholder to develop the solutions and action plans
during Project Execution. Keep the involvement active on relevant areas.
Involve
Rely on this stakeholder’s expert advice when making decisions about the
project. Either retain or aim to upgrade to Maintain Classification.
Consult
Obtain this stakeholder’s feedback on key project decisions that are
relevent to them. Either retain or aim to upgrade to Maintain Classification.
Inform Manage
Provide with relevant, high-level information about the project at regular
intervals / milestones. Either retain or aim to upgrade to Meet
Classification.
Monitor Monitor
Track stakeholders' perception and monitor movements in Power or
Interest level. Aim to upgrade this group to at least Desired Classification.
Maintain
Meet
Identified Stakeholder Power Interest Project Goals Stakeholder Contribution
Engagement
Level
Organisational
Capabilities
Action Plan
Project Sponsor 5 4 Steer the Scope and provide Resources Authorise changes to scope Empower Maintain Engagement Progress reports and daily project health status
Head of MME School 3 5 Objectives are satisfied Assist the PM in decision-making Collaborate Maintain Engagement Always keep in the loop and engage for solutions
MME Laboratory Manager 2 3 Meet UNSW Laboratory Standards Work with the Project Team for the Standards Consult Meet their Needs Get in-depth input up front and check from time to time
Facilities Management Director 2 3 Meet UNSW Facilities Development Guideline Work with the Project Team for the Guidelines Consult Meet their Needs Get in-depth input up front and check from time to time
Finance Business Partner 3 2 Ensures procurement process is done on time and within budget Assist in Procurement Process with the UNSW Purchasing Team Consult Meet Their Needs Get in-depth input up front and check from time to time
Project Manager (Professional Officer) 4 5 Project in control - Budget, Schedule, Deliverables Lead Project Team and liaise with other Stakeholders Empower Maintain Engagement First Point of Con act for all Project-related concerns
Project Management Team 3 5 Complete Milestones and ensure PM is always satisfied Remove barriers, escalate concerns, reporting duties Collaborate Maintain Engagement Provide resources, check dynamics, and track project status regularly
1 4 Project Outcomes to promote UNSW 2025 Strategic Priorities Strategy Driver and Project Awareness Enabler Inform Manage Expectations Keep informed, ask suggestions, and engage in opportunities for Project promotions
Partner Suppliers 2 3 Tender to meet the required specification, duration, budget Support sponsor in decision-making Consult Meet Their Needs Get in-depth input up front an check from time to time
Contracted Builders 2 2 Complete the Work Packages as specified Provide progress, escalate concerns and required resources Inform Manage Expectations Align goals and manage understanding up front and track WP status regularly
Contracted Software Engineers and Designers 2 2 Complete the Work Packages as specified Provide progress, escalate concerns and required resources Inform Manage Expectations Align goals and manage understanding up front and track WP status regularly
Current UNSW Students 1 2 no direct goal associated with this stakeholder Potential Project Supporter/Collaborator Monitor Monitor Perception Inform via general communications and monitor general perception of Project
Future UNSW Students 1 2 no direct goal associated with this stakeholder Potential Project Supporter/Collaborator Monitor Monitor Perception Inform via general communications and monitor general perception of Project
UNSW Research Staff 2 3 Express Interest or Concerns and plan for future projects Involvement in some low risk areas Consult Meet Their Needs Consult on key interest areas and project expectations relating to future plans
UNSW Teaching Staff 1 2 no direct goal associated with this stakeholder Potential Project Supporter/Collaborator Monitor Monitor Perception Inform via general communications and monitor general perception of Project
UNSW Alumni 1 1 no direct goal associated with this stakeholder Potential Project Supporter/Collaborator Monitor Monitor Perception Inform via general communications and monitor general perception of Project
Manufacturing Industry 1 1 no direct goal associated with this stakeholder Potential Project Supporter/Collaborator Monitor Monitor Perception Inform via general communications and monitor general perception of Project
Partner Universities (Local and International) 1 2 no direct goal associated with this stakeholder Potential Project Supporter/Collaborator Monitor Monitor Perception Inform via general communications and monitor general perception of Project
Government Agencies and non-Government Organisations 2 2 Interested in the Project Outcomes for potential future projects Involvement in some low- risk areas Inform Manage Expectations Keep informed and engage on their interest areas to be a Project supporter
Local Community 1 1 no direct goal associated with this stakeholder Potential Project Promoter/Collaborator Monitor Monitor Perception Inform via general communications and monitor general perception of Project
Members of the Press/Media 1 1 no direct goal associated with this stakeholder Potential Project Promoter/Collaborator Monitor Monitor Perception Inform via general communications and monitor general perception of Project
STAKEHOLDER ANALYSIS and MANAGEMENT OVERVIEW
2025 UNSW Strategic Piorities Program Office
GSOE9820 T2 2020 Robot Blacksmith Project Management Plan Dream Team
25



Communication
Level
Method or
Artifacts
Activity Objective Medium Frequency Target Audience Owner
Deliverable
(Project Documents)
Documentation
Kick off Meeting Introduction of Project and its Management to key stakeholders
• Email Agenda and Minutes
• Face to Face Meeting
• Once
• Sponsor
• PM Team
• Primary Stakeholders
Project Manager
• Agenda and Minutes
• Action Items List
COMMS document
saved in Project Folder
Sponsor Meeting
(Steering Committee)
Highlight previous and upcoming week activities to assess project performance
and integrate any learning in future activities.
• Email Agenda and Minutes
• Face to Face Meeting
• Weekly
• Sponsor and if required,
other members of Steering
Committee
Project Manager
• Agenda and Minutes
• Action Items List
COMMS document
saved in Project Folder
PM Team Briefings
Review project progress to identify risks, opportunities, additional resources,
learnings
• Email Agenda and Minutes
• Face to Face / Dial-in
Meeting
• Daily Stand-up (Agile/Sprint)
• Weekly (In-depth Review)
• PM Team Members Project Manager
• Agenda and Minutes
• Learnings and Opportunities
• Risk Register Update
• Action Items List
COMMS document
saved in Project Folder
Design Team Meetings
Review design team progress to understand and escalate design and integration
risks/opportunities, additional resources or support, learnings
• Email Agenda and Minutes
• Face to Face / Dial-in
Meeting
• At least 2x per week
(Designing Period)
• As needed thereafter
• Relevant PM Team
member/s
• Design Team
Project Manager
• Agenda and Minutes
• Learnings and Opportunities
• Risk Register Update
• Action Items List
COMMS document
saved in Project Folder
Supplier Meetings
Review supplier offer, discuss resolutions, make clarifications and among other
things relating to this particular supplier of machine/equipment/materials.
• Email Agenda and Minutes
• Face to Face / Dial-in
Meeting
• At least 1x per week
(Procurement Period)
• As needed thereafter
• Procurement Team
• Relevant PM Team
member/s
• Design Team Lead
• Construction Team Lead
Project Manager
• Agenda and Minutes
• Learnings and Opportunities
• Risk Register Update
• Action Items List
COMMS document
saved in Project Folder
Construction Team
Meetings
Review construction team progress to identify and escalate risks/opportunities,
additional resources or support, learnings
• Email Agenda and Minutes
• Face to Face / Dial-in
Meeting
• At least 2x per week
(Renovation Period)
• As needed thereafter
• Relevant PM Team
member/s
• Construction Team
Project Manager
• Agenda and Minutes
• Learnings and Opportunities
• Risk Register Update
• Action Items List
COMMS document
saved in Project Folder
Emergency Meetings Immediate escalation and/or discussion of a certain critical aspect of the Project
• Phone Call
• Face to Face
• Email
• As needed • Relevant Stakeholder/s Project Manager
• Agenda and Minutes
• Learnings and Opportunities
• Risk Register Update
• Action Items List
COMMS document
saved in Project Folder
Trainings and Support
Meetings
discussion of training/support needed and its conduct to enable the workforce
complete project tasks and see to its completion.
• Email Agenda and Minutes
• Face to Face / Dial-in
Meeting
• Once a Month
• As needed
• Relevant Stakeholder/s Project Manager
• Agenda and Minutes
• Learnings and Opportunities
• Risk Register Update
• Action Items List
COMMS document
saved in Project Folder
Reporting Documents
Documents that contains a summary or synthesis of project details obtained from
the interactions of PM with different stakeholders in meetings, phone calls, or
email exchanges, organised for documentation, reporting, escalation and/or
information dissemination to relevant audience.
• Email
See
Table 12 Project Documents
See
Table 12 Project Documents
Project Manager
See
Table 12 Project Documents
COMMS document
saved in Project Folder
Notice Boards
UNSW Campus Notice Boards to promote the Project, inform its status
(completed, on-going, next stage) and advertise its benefits and significance in
relation to the UNSW 2025 Strategy
• Print Media
• Before or at Go Live
• Every Gate Outcome
• Major Events (e.g. Forums)
• UNSW Community Project Manager
Posters and Flyers
Audience Feedback
Printed Copy posted
and Digital Copy saved
in Project Folder
Reports for 2025
Strategic Priorities
Program Office
Provide a Progress Report including previous challenges and how they were
addressed to demonstrate Team capabilities. Relate every update to any relevant
themes in the UNSW 2025 Strategic Priorities to reinforce the relevance of the
Project.
• Face to Face
• Email
• Before or at Go Live
• Every Gate Outcome
• Major Events (e.g. Forums)
• As needed
• UNSW 2025 Strategic
Priorities Program Office
(potentially the members of
UNSW Leadership Team)
Sponsor
or delegated to
Project Manager
Audience Feedback
Action Items List
Opportunities
Digital Copies saved in
Project Folder
Presentations and
Forums
Entice the academic community of the Project and use it to inspire and draw
active participation and contribution by being supporters of this Project and
become the advocates of the UNSW 2025 Strategic Priorities
• Face to Face
• Videoconferencing
• Before or at Go Live
• As needed
• UNSW Community Project Manager
Audience Feedback
Learnings and Opportunities
Action Items List
Digital Copies saved in
Project Folder
Consultations
Group consultations to monitor perceptions and set expectations of the use and
purpose of the Laboratory.
• Face to Face
• Videoconferencing
• Before or at Go Live
• As needed
• UNSW Community Project Manager
Audience Feedback
Learnings and Opportunities
Action Items List
Digital Copies saved in
Project Folder
Emails and Intranet
Informing the Public and other Secondary Stakeholders about the Project and its
potentials in the academe and industry. Promote UNSW Strategic Priorities by
highlighting the contributions of this project in relation to this.
• Email
• Digital Media
• Before or at Go Live
• Every Gate Outcome
• Major Events (e.g. Forums)
• UNSW Community Project Manager
Audience Feedback
Opportunities
Action Items List
Digital Copies saved in
Project Folder
COMMUNICATION MANAGEMENT OVERVIEW
COMMS AREA
Promotion,
Consultation, and
Collaboration
STAKEHOLDERS
SECONDARY
Internal
COMMS AREA
Execution, Monitoring
and Control of Project
Work
STAKEHOLDERS
PRIMARY
Internal and External
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Table 11: Overview of the Project Communication Plan


Table 12: Project Documents for Reporting and Strategy-related Communications
Grants Applications Expression of Interest or Application for Grants. • Email • near Project Completion
• ARC
• Other Grants Programs
Sponsor
Application Letters and
Responses
Digital Copies saved in
Project Folder
Press Releases
Advertise UNSW and its Strategic Goals through promoting the Project in public
media platforms. It aims to attract attention and to reach out for any interests,
particularly for collaborative research work with academic partners and funding
from government and industrial sector.
• Print and Digital Media
(TV Programs, Australian
Manufacturing News)
• Before or at Go Live
• Project Completion
• Academic and Industry
Partners
• Open to Public
Sponsor
Promotional Video Clip
Infographics or Poster
Audience Feedback
Digital Copies saved in
Project Folder
Bulletin Boards
Informing the Academic Community particularly the UNSW affiliations of the
benefits of the facility in terms of research opportunities and invite for
collaborative research work.
• Print and Digital Media
• Before or at Go Live
• Project Completion
• G8, U21, APRU, Plus
Allegiance
• Academic Community
Sponsor
Promotional Video Clip
Infographics or Poster
Audience Feedback
Digital Copies saved in
Project Folder
Emails and Websites
Informing the Public Sector particularly the Trade Industry of the benefits of the
research facility and invite expressions of interests and partnerships.
• Digital Media
• Before or at Go Live
• Every Gate Outcome
• Major Events (e.g.
Presentations)
• Industry Partners
• Open to Public
Sponsor
Invitation Letters and Responses
Audience
Feedback/Opportunities
Digital Copies saved in
Project Folder
COMMUNICATION MANAGEMENT OVERVIEW (continuation)
COMMS AREA
Promotion and
Invitation for
Partnerships and
Grants
STAKEHOLDERS
SECONDARY
External
Document Type Document Description Document Type When How From To
Use Agenda and Meeting Template with a control number format Meeting-XX DD-
MM entry #. Template includes action items, WP affected, by who, completed and
update provided by when, any support required).
Meeting-PM - Project Team Meeting Minutes
Meeting-SU - Supplier Meeting Minutes
Meeting-SP - Sponsor (Steering Committee) Meeting Minutes
Meeting-ST - Internal and External Stakeholders Meeting Minutes
Meeting-EX - External Stakeholder Meeting Minutes
Meeting-PR - Procurement Team Meeting Minutes
Assumption Log
Issue Log
Change Log
Separate Documents to register assumptions and constraints, issues and resolutions,
and scope change requests that arise during project execution. Each log entry is
linked to relevant stakeholder/s. Linked to Action Items List
Live Documents. Update Log
history.
Immediate submission of Request
and its Approval, Rejection, or
Modification
Email
Project Manager
(support from
relevant Teams)
Sponsor
Relevant Teams
Action Items List
Summary Log of all Action Items throughout the Duration of the Project with
reference to the Meeting Minutes control number.
Live Document. New versions
for every update and log
update history.
Daily Email Project Manager Relevant Teams
Progress Report
(includes Milestones
Checklist)
Project Progress Status in terms of Budget Spending and Schedule Tracking. Any
corrective or mitigate plan is added as comment for the relevant milestone.
Live Document. New versions
for every update and log
update history.
Beginning and End of a Milestone
(0%, 100%) or different frequency
depending on measurable criteria.
Email Project Manager
Sponsor
Members of Steering Committee (e.g.
2025 Strategy Program Office)
Relevant Teams
Sponsor Dashboard
(Executive Summary)
Sponsor Dashboard that includes summary of progress status (milestone checklist,
cost and time variance analysis) and any project detail to highlight, including
completed, on-going, and next milestones to deliver.
Live Document. New versions
for every update and log
update history.
Daily Email Project Manager Sponsor
Trainings and Support Plan
Training Plan of the Team Member needing Support for Performance Development
and/or necessary to accomplish a Work Package.
Permanent Documents and
Materials
To be arranged internally Email Project Manager Relevant Team members
Promotional Materials
Materials both in print and digital formats that are generated as part of the Project
Communication Strategy involving all identified Primary and Secondary Stakeholders
to inform about the Project, promote its Benefits (2025 UNSW Strategic Priorities),
engage collaboration, and identify potential Grants and source of Funding.
Permanent Documents and
Materials
Per stated Frequency in
Communications Management
Overview
Per stated Method in
Communications Management
Overview
Project Manager
(support from
relevant Teams)
UNSW Community
Academic Community
Manufacturing Industries
Private Research Companies
Grants Programs (Gov. & non-Gov.)
General Public
All Project Documents will be stored and managed in the cloud using OneDrive for Business platform provided by UNSW. The integrity of the Project Data is secured through encryption.
PROJECT DOCUMENTS for PROGRESS REPORTING and PROJECT PROMOTION
Agenda
Meeting Minutes
Semi-Live Document (allowed
to add missed item or making
corrections to the details)
Agenda:
At least 1 day before the Meeting
Minutes:
No later than 1 day after the
meeting
Email Project Manager Relevant Teams
GSOE9820 T2 2020 Robot Blacksmith Project Management Plan Dream Team
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15 Appendix D Risks and Opportunities Register

Table 13: Risks and Opportunities Register
Task ID. Risk event Risk owner Impact Likelihood Severity Risk value
Response management
strategies
5.1.4
5.2.4
5.3.4
Morphology solver, sensor array and
deformation simulator fail the test
Project team Delays the project 2 4 8 Mitigate
Time buffers are included in the schedule so
that additional tests can be performed to
debug system errors
Redo test
PM contacts the supplier for the
replacement or repairment of the
equipment under warranty.
Inform the project sponsor and request
change project end date, if required,
through change request form
Provide design team with UNSW construction
checklist.
The final drawing is reviewed and approved by
UNSW
Strong contractor selection process based on
previous project completion track record
Inspection after installation to be carried out
by an independent contractor
1.2
Proposed laboratory room for MM cell not
available
Project team Project delays 1 3 3 Active acceptance
Review other possible laboratory locations as
back-up
Room relocation and inform project
sponsor
Safely store the equipment in a secure storage
area
Include in the contract that the contractor is
liable for any damage to the equipment during
the installation process
Taking out construction insurance
Opportunity ID. Opportunity event
Opportunity
owner
Impact Likelihood Severity
Opportunity
value
Response management
strategies
3.1 Renovation work is easier than predicted Project team Reduced project duration 2 3 6 Enhance
3.2
The equipment may not require any
additional mounts for the robotic arms,
hammer, furnace operation of MM cell
Project team Reduced cost and duration 1 4 4 Accept
4.1.2
4.2.2
4.3.2
4.4.2
Vendor offers are lower than expected for
project equipment and parts
Project sponsor Reduced project cost 1 3 3 Accept
Additional Notes
Allows more time and resources in planning stage; encourage frequent communications
Unlikely to occur but will accept if it does occur
Unlikely for new technologies but can accept if does occur
4.1.4
4.2.4
4.3.4
4.4.4
Mitigation
Central control system, robotic arms,
induction furnace or power hammer are
damaged during installation process
Project team Project delays 1 3 3 Transfer
Escalate to the project sponsor with
estimated delay in project delivery and put
in place a new purchase order
Mitigate
3.2
3.3
3.4.4
Poor installation of equipment mounts,
electrical fixtures, and staging area by
contractors during facility renovation
Project team Project delays 1 4 4 Transfer
5 Transfer
Ensure equipment is under warranty and buy
guarantee extensions if necessary
1.2
Architecture drawing (fit-out plan) does
not meet UNSW facility requirements
Project team Project delays 1 5 5
4.2.6
4.3.6
4.4.6
Robot, furnace, and power hammer
breakdown during equipment testing stage
Project team
Adds to project cost and delivery
of new equipment may delay the
project
1 5
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16 Appendix E Contingency Budget
Contingency reserves are the budget allocated for identified risks which are accepted. Very often, they are viewed as the part of the budget which is intended to address the know-unknowns that can affect a project. They are part of the cost baseline
and the funding requirements of the project19.

























Table 14: Contingency Reserve Budget


19 PMI Inc, A Guide to the PMBOK, p202, 6th edition, Pennsylvania 2017
Task
ID
Work Packages
Work
(Person-days)
Duration
(Hours)
Hourly
pay
Number
of works
Salary Cost
Material
Cost
Total Budget
Reserve
Comments
4.2.6
Robotic Workpiece
Manipulation System Tests
20 160 53.75 1 8,600.00 8,600.00
The project might be delayed if robotic arm fails its tests and tests will need to be
performed again after debugging the robotic manipulation system
6.6
MM Cell System Integration
Testing
30 240 53.75 5 64,500.00 64,500.00
The project might be delayed if MM cell fails its tests and tests will need to be performed
again after debugging the MM cell integration system
4.3.6 Power Hammer Tests 20 160 53.75 1 8,600.00 8,600.00
The project might be delayed if MM cell fails its tests and tests will need to be performed
again after debugging the MM cell integration system
4.4.6 Induction Furnace Tests 20 160 53.75 1 8,600.00 8,600.00
The project might be delayed if MM cell fails its tests and tests will need to be performed
again after debugging the system faults in the furnace
5.3.4 Sensor Array Testing 40 320 60.93 1 19,497.60 19,497.60
The project might be delayed if MM cell fails its tests and tests will need to be performed
again after debugging the sensor array
5.2.4
Deformation Simulator
Software Simulated Testing
30 240 60.93 1 14,623.20 14,623.20
Since MM cell is a new innovative project, it is highly probable that bugs and errors will
be found in the system development process which will need to be resolved
5.1.1
Morphology Solver Software
Simulated Testing
30 240 60.93 1 14,623.20 14,623.20
Since MM cell is a new innovative project, it is highly probable that bugs and errors will
be found in the system development process which will need to be resolved
3.1 Renovated Foundation - 2,000.00 2,000.00 Material cost may vary from the estimated cost as MM is a new technology
5.1.1
Morphology Solver Software
Design
10 80 60.93 1 4,874.40 4,874.40
The software design is highly experimental and design requirements might change over
time which will require additional modifications
4.1.4
Installed Central Control
System
- 12,500.00 12,500.00 Equipment prices may vary from the estimated cost as MM is a new technology
1.2 Facility Layout 5,000.00 5,000.00
Facility layout might need to be drawn again in case the laboratory room layout does not
meet UNSW requirements
TOTAL $194,930.00 136,750.00 $331,680.00
Equipment prices may vary from the estimated cost as MM is a new technology
The project might be delayed as the equipment will needed to be repaired or new
equipment will need to be shipped and installed
Equipment prices may vary from the estimated cost as MM is a new technology
The project might be delayed as the equipment will need to be repaired or new
equipment will need to be shipped and installed
Equipment prices may vary from the estimated cost as MM is a new technology
The project might be delayed as the equipment will need to be repaired or new
equipment will need to be shipped and installed
Equipment prices may vary from the estimated cost as MM is a new technology
The project might be delayed as the equipment will need to be repaired or new
equipment will need to be shipped and installed
18,900.00
4.5.4 Installed Sensor Array 15 120 60.93 1 7,311.60 1,250.00 8,561.60
40,000.00 52,900.00
4.4.4 Installed induction furnace 30 240 53.75 1 12,900.00 6,000.00
12,900.00 75,000.00 87,900.00
4.3.4 Installed power hammer 30 240 53.75 1 12,900.00
4.2.4
Installed Robotic Workpiece
manipulation system
30 240 53.75 1
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17 Appendix F MM Cell Sample Layout






















Figure 8: MM Cell Facility Floor Lay-out
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18 Appendix G Schedule Table


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19 Appendix H Detailed Cost and Time Estimation Table




























Table 15: Cost and Time Estimates

Note: Hourly rates are obtained using annual full-time salary of each position (see HR Plan), converted into hourly rate and additional 25% for casual loading, 1 working day is equal to 8 hours of work.
Acting as a PM for this MM cell project is a Professional Officer, it is assumed that 30% of work time of the PO is spend on managing this project.
[1] Risk register no. 2 - Delays in procurement of robotic arms, furnace, power hammer or sensors, additional cost are obtained from the warranty (2% of equipment cost) that covers shipping cost & repairment cost
[2] Risk register no. 11 - Critical bugs and system errors are found during the implementation of morphology solver, deformation simulation and sensor array, additional cost from time buffer
[3] Risk register no. 3 – Robotic manipulation system fails commissioning tests, additional cost from time buffer of testing
[4] Foundation cost covers source: https://designplusdrafting.com.au/architects-sydney-blog/
[5] Staging area cost include: Plexiglass, curtain, conveyor belt, steel frame.
[6] High performance computer with large amount of storage, processing power and high reliability.
[7] 3 UR-10 Robotic Arms source: https://cobots.se/produkt/ur10-robot/
[8] Power hammer assembled in robotic arms
[9] Induction furnace + ventilation (Centrifugal fan, duct, hood canopy, air cleaner)
[10] Risk register no. 12 - Morphology solver, sensor array and deformation simulator fail the test, additional time for testing
[11] Risk register no. 4 - MM cell system fails the test, additional time for testing

32
20 Appendix I Schedule in Gantt Chart


Figure 9: Project Gantt Chart
References
[1] Risk register no. 2 - Delays in procurement of robotic arms, furnace, power hammer or sensors
[2] Risk register no. 11 - Critical bugs and system errors are found during the implementation of morphology solver, deformation simulation and sensor array
[3] Risk register no. 3 – Robotic manipulation system fails commissioning tests
[4] Risk register no. 12 - Morphology solver, sensor array and deformation simulator fail the test
[5] Risk register no. 4 - MM cell system fails the test
Note: Schedule table can be seen on Appendix G

33
21 Appendix J – Risk Management Approach
21.1 Risk Management Planning
21.1.1 Existing Document Review
As recommended by Lock20 in Section 7 – Risk of the Project Management, existing checklists and
history of similar projects will be able to assist in highlighting potential problems. The following
information available to the team were considered during the development of this risk management
plan:
i. Interview with the project sponsor Dr. Xiaoping Li on his previous experience in developing
the world first Addictive Manufacturing (AM) cell & the UNSW AM cell.
ii. Interview with external expert Stephen Kuhle (MME Senior Technical Officer) on his
experience on procuring, installing, commissioning, and running robots.
iii. Approved project Charter from UNSW project steering committee as included in Section 1 of
this report.
21.1.2 Internal and External Context
The internal context analysis revealed that the team conducting the projects is newly formed.
However, all team members have demonstrated existing project management knowledge and
experiences. The project team were also equipped with multi-disciplinary academic backgrounds and
are all willing to contribute into the final project delivery.
The project is determined as the world first MM cell for research purpose and for potential future
commercializing. It is considered as one of the key projects in line with the UNSW 2025 organizational
strategy. Detailed project objectives and work scopes are included in the approved Project Charter in
Section 1.
21.2 Risk Identification
PMBOK21 recommended to use expert judgment, data gathering and analysis, interpersonal and team
skills, prompt lists and meetings for the risk identification. In addition, brainstorming was also highly
accredited by Lock in the section “identifying the possible risks"22. The identified risks presented in
Appendix D (Risk Register) are the results of existing information review, research, interview with
internal and external experts, and group brainstorming.
21.3 Risk Assessment
Risk analysis are carried out to quantify and qualify:
i. the likelihood of occurrence of each individual risk;
ii. the possible impact on the overall project outcome should they occurred; and
iii. potential measurements on risk responses.


20 [3]
21 [1]
22 [3]
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Reference was made to the University of Queensland23 Enterprise Risk Matrix in performing the risk
qualitative analysis.
21.3.1 Risk Likelihood
The risk probability levels in terms of likelihood applied to the risk assessment is provided in as below:
i. Very low probability (<=0.1%*): highly unlikely to occur except under minor conditions.
ii. Low probability (>0.1%-1%*): not expected, but inadequate precautionary measurements
could lead to a slight chance of occurring.
iii. Medium probability (>1%-10%*): May occur and have occurred in the known history of similar
projects.
iv. High probability (>10%-50%*): most likely to happen and have frequently happened in similar
project history record.
v. Almost Certain (>50%*): the risk is expected to occur in most of the circumstances.
* Indicate the chance of occurring per number of similar activities performed. E.g. Based on the known
record, two faulty items were revealed for the past 100 similar items delivered by a supplier. The risk
is considered low with 2% chance occurring.
21.3.2 Risk Severity
The risk severity levels applied to the risk assessment is provided in as below:
vi. Trivial: no or minor impact to the final project outcome
vii. Minor: slight effort is required for managing risks to minimize impact to project outcome
viii. Moderate: the risk, if not addressed, will lead to a moderate consequence
ix. Major: Impact to project is considered significant
x. Critical: A severe consequence will happen
21.3.3 Risk Assessment Rating
The severity and likelihood of each risk are assigned with a number from 1 to 5 to represent its level
of concerns. 1 represents “concern not warranted”, where 5 indicates alarming concerns. Risk rating
(1 to 25) was then determined as the product of multiplying the Likelihood rating (1 to 5) and the
Severity rating (1 to 5).
21.3.4 Risk Evaluation
A matrix was hence developed from the above-mentioned categories and is demonstrated in Figure
10, with risks being classified into four levels as shown in the risk matrix developed by University of
Queensland24, taking consideration to the project specifications.







23 [6]
24 [6]
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Figure 10: Risk Evaluation Matrix

Notes:
E (15-25): Extreme, immediate action is required
H (9-14): High, additional research and measurements required as soon as possible
M (5-8): Medium, review and mitigation required
L (<5): Low risk, minor control and monitoring required

21.4 Risk Response Development
Based on the “Risk Management Strategies" developed from Section 11.5.2 of PMBOK 25 and
recommended by Dr Edward Obbard26, responses to risks identified include:
i. Avoid the risk by changing the plan and abandon the possible causes.
ii. Mitigate the risk by reducing likelihood or impact level.
iii. Accept some of the risks with low risk rating.
iv. Transfer the risk to insurance.
In addition, following strategies are proposed in developing responses to potential opportunities27:
i. Exploit the opportunity to ensure its occurrence.
ii. Share the opportunity to another party who can create the most benefits to the project from
this opportunity.
iii. Enhance by increasing the probability or the impact of an opportunity.
iv. Accept the advantage from an opportunity.
The designed risks and opportunities responses to the project are included in the Project Risks and
Opportunities Register in Appendix D and are also demonstrated in the Project WBS in Section 4,
Project Schedule in Section 6, Stakeholder and Communication Management Plan in Section 7 and
Project Time-Phased Budget in Section 10.


25 [1]
26 [5]
27 [5]
Critical
(5)
Major
(4)
Moderate
(3)
Minor
(2)
Insignificant
(1)
Very High
(5)
E (25) E (20) E (15) H (10) M (5)
High
(4)
E (20) E (16) H (12) M (8) L (4)
Medium
(3)
E (15) H (12) H (9) M (6) L (3)
Low
(2)
H (10) M (8) M (6) L (4) L (2)
Very Low
(1)
M (5) M (4) L (3) L (2) L (1)
Risk Evaluation
Matrix
Severity
Li
ke
li
h
o
o
d