PROJECTS
TAURANGA CITY COUNCIL | INFRASTRUCTURE GROUP
Services Provided
- Project Manager - 15th Avenue to Welcome Bay Single Stage Business Case & Te Tumu Single Stage Business Case - July 2021 to July 2024
- Project Advisor & Director – Cameron Road Stage 1 - July 2021 to February 2024
- Acting Programme Manager – City Waters - November 2020 to April 2021
Details
Project timeline: Nov 2020 - July 2024
PROGRAMME & PROJECT SERVICES
15th Avenue to Welcome Bay Single Stage Business Case: Management of the business case to submission to NZTA for consideration of funding. The project was successful in being included in the NZTA National Land Transport Programme 2024-27.
Cameron Road Stage 1: Project advisory services for Wastewater Renewals and Project Director services for Implementation Phase. The project was delivered using an Early Contractor Involvement (ECI) Target Outturn Cost (TOC) model.
City Waters Programme Manager: Acting role for a newly formed programme during the recruitment of a permanent Programme Manager.
LYTTELTON PORT COMPANY | CRUISE BERTH PROJECT
Services Provided
- Management of:
- Procurement of main Designer and Contractor
- ECI Design Phase
- Construction
- Engineer’s representative to main construction contract
- Project closeout and transfer to operations
Details
Project timeline: May 2017 - November 2020
Value: $70M
Suppliers:
- HEB (Main Contractor)
- BECA (Lead Designer)
- WTP (Quantity Surveyors)
CRUISE BERTH PROJECT
Since the 2010-2011 Christchurch earthquakes, large cruise vessels have been unable to call at Lyttelton Port. In 2016 LPC commenced work on development of a dedicated cruise berth facility capable of handling the largest cruise vessels currently in operation worldwide. In 2017 LPC appointed BECA and HEB Construction to work with LPC to deliver the project under an Early Contractor Involvement (ECI) model. The ECI team had to overcome significant challenges in developing a feasible design, including geotechnical stability; environmental effects of large diameter piling in the marine environment; and designing scour protection for the powerful propulsion units used by the design vessels. The project was delivered on schedule and below budget despite the nationwide five-week Covid-19 shutdown that occurred in 2020.
CHRISTCHURCH INTERNATIONAL AIRPORT
Services Provided
- Project management consultancy advice.
- Development of project management methodology
Details
Project timeline: 2017
DEVELOPMENT OF PROJECT MANAGEMENT FRAMEWORK
CIAL’s Project Management Framework provides a simplified ‘road map’ of the core project phases, gateways, expected deliverables and internal stakeholder roles and responsibilities. Genesis Projects worked collaboratively with CIAL to develop the Framework around existing project management collateral and experience. This involved extensive interviews with PMO staff, consultants, contractors, lessees, and a range of staff from various CIAL operational units and corporate functions. A key requirement of the Framework was that it clearly define and integrate the roles of the PMO team and the BAU functions in project delivery.
LYTTELTON PORT COMPANY
Services Provided
- Procurement of Concrete Structures Maintenance Contractor
- Procurement of Engineering Services Consultant
- Development of guidelines for Project Closure and Transfer to Operations
Details
Project timeline: 2016-2017
MARINE STRUCTURES ASSET MANAGEMENT
Concrete Structures Maintenance Contract: This contract involves routine inspections, maintenance and repair works to LPC’s critical wharf assets. Following several years of direct negotiation with a preferred supplier, LPC opened this work up to the market as a fixed term contract.
Engineering Services Agreement: Genesis Projects’ work involved aligning LPC’s approach to asset management of marine structures with the guidelines of the International Infrastructure Management Manual. This required a detailed scoping of the works to be carried out by LPC’s Engineering Services provider, WSP, including developing guidelines for assessing and reporting asset condition and performance.
Project Closure and Transfer to Operations: Genesis Projects developed the Internal Stakeholder Engagement and Project Closure and Transfer to Operations content of LPC’s Development Management Guidelines.
LYTTELTON PORT COMPANY | CQ2 CONTAINER WHARF
Services Provided
- Management of:
- Pre-feasibility and feasibility studies
- Design
- Procurement
- Construction
- Engineer’s representative to main construction contract
- Project closeout and transfer to operations
Details
Project timeline: March 2012 - December 2015
Value: $88M
Suppliers:
- HEB Construction
- Opus International Consultants (now WSP)
CQ2 CONTAINER WHARF
LPC’s Cashin Quay 2 container wharf was destroyed during the 2010 and 2011 Christchurch earthquakes. The replacement wharf is a 230m long 34m wide structure designed for a berth pocket for 14.5m draught vessels. The most challenging aspect of this project was that following the award of the wharf construction contract, an insurance settlement was reached and LPC was able to radically alter the design to better align with its long-term business goals. This was done without delay to the originally planned start date. The project site was in the middle of a busy operating port and the project team was required to liaise intensively with Operations to minimise business disruption and to progressively handover completed sections of the wharf for the berthing of container vessels.
LYTTELTON PORT COMPANY | WHARF & SEAWALL STABILISATION TRIAL
Services Provided
- Management of:
- ECI design - build procurement process
- Ground stabilisation trial
- Engineer’s representative to main trial contract
- Project closeout
Details
Project timeline: October 2012 - April 2014
Value: $3.4M
Suppliers:
- Raito Inc
- Opus International Consultants (now WSP)
WHARF & SEAWALL STABILISATION TRIAL
LPC’s Cashin Quay 2 container wharf was destroyed during the 2010 and 2011 Christchurch earthquakes. The design of the replacement structure required improvement of the stability of the edge of the Cashin Quay reclamation. As there was no similar project experience in New Zealand, the project team selected an Early Contractor Involvement (ECI) design-build project delivery approach. Two USA based contractor teams were selected to participate in the ECI process, resulting in Raito Inc. being awarded the contract to undertake the works using Cement Deep Soil Mixing (CDSM). Following completion of a successful trial, the contract was terminated when LPC reached an insurance settlement and was able to alter the design of the wharf to a 34m wide structure with flatter batter slope, thereby avoiding the requirement for stabilisation of the reclamation materials.
LYTTELTON PORT COMPANY | CQ1 EARTHQUAKE REPAIRS
Services Provided
- Management of:
- Design
- Procurement
- Construction
- Engineer to maintain construction contract
Details
Project timeline: Feb 2011 - Feb 2012
Value: $24M
Suppliers:
- HEB Construction
- Opus International Consultants (now WSP)
CQ1 EARTHQUAKE REPAIRS
The 22 February 2011 earthquake came close to destroying Lyttelton Port Company’s coal loadout capability and creating severe disruption to the West Coast coal export trade. Earthquake damage was such that the coal ship loader was stranded at midpoint on the wharf requiring a total replacement of its support structure. This project involved a rare compression of multiple project stages into a few months: design, contract documentation and construction ran in parallel; coal loading continued within metres of construction works; and the works were tested by a significant earthquake during construction. Repairs were completed and coal ship loading was restored to pre-earthquake levels by late 2011.
SOLID ENERGY & LYTTELTON PORT COMPANY
Services Provided
- Management of:
- CoalTrans project pre-feasibility study including supply chain logistics modelling
- CSEP Stage 1 design, procurement and construction
- CSEP Stage 2 feasibility study
- CSEP Stage 3 environmental consenting
- Engineer's representative for CSEP Stage 1 construction contracts
- Documenting CSEP Stage 2 business case
Details
Project timeline: 2009 - 2012
Value: Stage 1 Capital Cost - $5M, Stage 2 estimated capital cost - $26M
Suppliers:
- Opus International Consultants (now WSP)
- OCTA Associates
- GHD
- Calcon
- Filtec
COALTRANS PROJECT / COAL STOCKYARD EXPANSION PROJECT
The CoalTrans project was initiated by Solid Energy in response to a long term forecast of an export coal supply chain capacity of over 4 Mtpa. This required a three-stage development of LPC’s coal stockyard, the Coal Stockyard Expansion Project (CSEP), as follows:
CSEP Stage 1: Replacement of existing stormwater treatment system with a smaller footprint lamella treatment system and overall better stockyard utilisation. Completed in March 2012.
CSEP Stage 2: Cutback of the northwest wall of the coal stockyard and relocation of the export conveyor. A Feasibility Study was completed, however, following a significant downturn in markets this stage was cancelled.
CSEP Stage 3: Reclamation in Te Awaparahi Bay with additional coal stockpiling. Resource consents were notified before the application was withdrawn because of the market downturn.
SOLID ENERGY NEW ZEALAND LTD
Services Provided
- Start up and development of Programme Office (PO)
- Secondment of Programme Director
- Development of Project Management and Capital Investment Systems
- Project management training
- Development of project execution plans for major mining investments
- Management of feasibility study and documenting business case for replacement of Stockton mine aerial ropeway,
Details
Project timeline: 2009 - 2011
PROGRAMME OFFICE & CAPITAL INVESTMENT SYSTEM
In 2001 Derek McFadden commenced a contract with Solid Energy to establish a Programme Office to oversee key organisational, engineering, environmental, energy and mining projects required for its long-term growth. This contract eventually involved developing and implementing a Project Management System throughout Solid Energy; participating in the planning, execution and control of projects; and training and coaching Solid Energy staff in project and programme management. Other tasks included: A major revision of Solid Energy’s phase-gate approval guidelines, which is its major capital investment portfolio management tool; and a significant review of Solid Energy’s rehabilitation liabilities and rehabilitation planning and management.