Analysis of Project Management Techniques:

Brisbane Metro – Woolloongabba Station

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 1. Earned Value Management (EVM) and Project Success

The Brisbane Metro – Woolloongabba Station project, a $450 million infrastructure

investment under the South East Queensland City Deal, aims to significantly improve
the public transport network by integrating the Brisbane Metro into the Woolloongabba
precinct and enhancing connectivity between the busway network and Cross River Rail
(Moore, 2024). This project is meant to boost transit capacity, improve efficiency, and
accommodate the predicted population expansion of 2.2 million people in South East
Queensland by 2046 (TMR, 2024), as part of the larger development of Greater
Brisbane public transport network. Such large-scale projects like these call for the
appropriate management tools to improve effectiveness. Fleming and Koppelman
(2016, p. 5) define " Earned Value Management (EVM) as a project management
technique that integrates cost, schedule, and scope to measure project performance
and progress in an objective manner." As per PMI (2021), by tracking how a project is
progressing relative to its budget and schedule, EVM offers important insights utilising
measures including Planned Value (PV), Actual Cost (AC), and Earned Value (EV).

Benefits of Earned Value Management

From the literature analysis it emerges that EVM offers a high level of control over cost
and schedule fluctuations, which is crucial for project success (Hasan et al., 2021;
Proaño-Narváez et al., 2022). Vanhoucke (2017) notes that it was established that
projects, which maintained the consistent application of EVM concepts, had better
control of these fluctuations and that the process helped the project managers to come
up with the final cost of the project within a range of 5–10%. Such precise consistency is
especially desired in large-scale construction projects such as the Brisbane
Woolloongabba Station project, in which any unpredicted delay or cost increase can be
catastrophic (TMR, 2024). Accurate results mean that project teams for transportation
infrastructure projects such as Brisbane Metro can identify and address all risks early
on, thus reducing their likelihood of increasing costs or time overruns for the community
and daily commuters (PMI, 2021; Olawale & Sun, 2015). Moreover, EVM provides
practical advantages in the aspect of schedule compliance (Vanhoucke and
Vandevoorde, 2006). Nizam and Elshannaway (2019) stated that Earned Schedule,

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which is an extension of EVM, and proved that it enhances the schedule performance
by 25% in large projects. This is especially the case for big public infrastructure projects
such as the Brisbane Metro where any delays attract fines and political consequences.
One of the major advantages of EVM is the possibility to track not only cost
performance but also schedule progress in real time, which gives the project managers
the means to make sure that the project stays on track (Lipke, 2011).

Stone (2023) further underlined that initiatives applying EVM are 70% more likely to
achieve their intended cost and schedule goals. This empirical result strengthens the
case that EVM provides a degree of dependability necessary for handling significant
projects (PMI, 2021). Reflecting this trend, Aramali et al. (2024) indicate that 56% of
high-performance companies use EVM, therefore producing a 72% success rate in
achieving project goals within budget and schedule. EVM is essential for cost and
schedule control in large transport projects like Brisbane Metro, where timely delivery
and budget adherence are critical for public benefit and stakeholder management
(TMR, 2024; PMI, 2021)

Limitations of EVM
However, the weaknesses of EVM are also well-documented in the literature, and these
weaknesses can have a negative effect on the Brisbane Woolloongabba Station project
if not managed effectively. An important weakness in EVM is its dependency on correct
and timely data inputs. Projects involving extensive public transportation like the
Brisbane Metro depend critically on reliable and timely data. As highlighted in PMBOK 7
(PMI, 2021), if the initial project baseline is inaccurate, or if construction progress
reports are delayed, EVM’s ability to monitor and predict project success is significantly
reduced (Macdonald, 2013; Ballesteros-Pérez and Elamrousy, 2018). Carroll (2017)
also stated that incorrect data may result in skewed EVM metrics that subsequently give
false insights into project performance.

Another major limitation in the EVM is that it measures only cost and schedule
performance indicators, while there are other factors that determine the project success.
Song et al. (2021) noted the strengths of EVM that can be used to monitor and control
budget and schedule, but the indicators of project quality, satisfaction of stakeholders,

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and project sustainability are not considered in EVM. However, in the large public
branded infrastructure projects such as the Brisbane Woolloongabba Station projects
where public opinion and usability is an essential determinant in the success of the
project (TMR, 2024), exclusive use of quantitative parameters of cost and time
negatively impacts the general project goals. A project can achieve the cost control and
time control while not being able to bring the required value to the community or may
not reach the intended operational performance goal which would be perceived as a
failure in perspective (Babar et al., 2016).

Furthermore, EVM believes a linear and stable PMI, 2020, which is hardly the situation
for major public infrastructure projects. According to Nizam and Elshannaway (2019),
components that EVM is not suited for commonly define megaprojects since they are
marked by uncertainty and instability. Unexpected legislative changes, political
changes, or environmental problems, for example, might drastically affect the direction
of a project; EVM's dependence on previous performance data may not be sufficient to
reflect these dynamic changes.

EVM in Public Projects

EVM is still crucial in public transportation projects since, as seen in many infrastructure
projects like the Crossrail Project in the UK, where it helped spot possible budget
overruns early (PMI, 2021; Molenaar et al., 2013), it can track cost and schedule
performance objectively. Given the political and financial stakes involved, the adoption
of EVM could be crucial for the Brisbane Metro project in guaranteeing that both budget
and schedule targets are reached. Khamidi et al., (2011) conducted a study on the
effectiveness of EVM in infrastructure projects in Malaysia and demonstrated that EVM
helped to minimize the cost overruns by 18 % and achieve the planned time by 10 % as
compared to infrastructure projects that did not utilize EVM. This discovery indicates
that, despite the fact that EVM does not give a full picture of success, it is still useful in
reducing the financial and scheduling risks that exist in most big infrastructural projects
(Vishwajit, 2018). As stated by Keng and Shahdan (2015), given that Brisbane
Woolloongabba Station project is characterized by its highly contentious stakeholder
environment coupled with high public visibility, EVM would prove valuable in neutral and

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straightforward means of assessing cost and schedule performance (PMI, 2021).
However, it is also important to understand that EVM should not be used alone. As
PMBOK 7th Edition (PMI, 2021) shows, EVM performs best when used in concert with
other project management instruments including risk management. Combining EVM
with risk management would improve the capacity of large-scale transportation projects
like the Brisbane Metro to respond to unanticipated occurrences, where external
influences (e.g., political changes, environmental rules) can influence the project. Raz
and Michael 2016).

Therefore, Earned Value Management (EVM) provides relevant advantages in cost and
schedule control especially in large projects such as Brisbane Metro. Nevertheless, the
like any other model, EVM have its constraints including the inevitable reliance on
accurate data and therefore it is not a full proof system.

2. Time-Constrained vs Resource-Constrained Scheduling

The following is the critical comparison of time-constrained and resource-constrained

scheduling techniques:

Aspect Time-Constrained Scheduling Resource-Constrained

Scheduling
Physical Time-constrained projects Resources are fixed, and
Resources prioritize meeting deadlines, activities are scheduled based on
allowing for additional resource resource availability. When
allocation to maintain the resources are scarce, project
schedule (Larson and Gray, delays are possible, making it
2021). Resources are flexible, crucial to prioritize tasks and
and the project schedule can be activities (Klein, 2012). Industry
smoothed to avoid resource practices recommend careful
peaks, improving resource planning and forecasting to
utilization (Fleming and allocate scarce resources
Koppelman, 2016). Best industry effectively, avoiding overstretch
practices emphasize the and improving long-term

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 importance of resource performance (PMI, 2021).
smoothing to prevent resource
bottlenecks and maximize
productivity during peak times
(PMI, 2021).
Project Procurement must be expedited Procurement is paced according
Procurement to meet tight deadlines, often to resource availability. Longer
requiring fast-tracked purchasing lead times can accommodate
processes and just-in-time resource constraints, reducing
delivery to align with the pressure on procurement
compressed schedule (Larson timelines. However, delayed
and Gray, 2021). This can procurement may risk availability
increase the risk of cost and increase costs due to
escalation and supply chain changing market conditions
disruptions. Industry standards (Hurink et al., 2011). Industry
recommend using advanced best practices suggest utilizing
procurement techniques, such framework agreements and long-
as early supplier engagement term contracts to secure
and real-time tracking, to resources and avoid price
mitigate these risks (PMI, 2021). volatility (APM, 2020).
Project Limited flexibility for changes. More flexibility for handling
Change Project managers must avoid project changes. Since resource
Management scope creep, as changes that availability dictates scheduling,
affect the critical path can lead changes can be integrated more
to missed deadlines and smoothly if they do not
increased costs (Fleming and overburden resources. However,
Koppelman, 2016). Changes are changes must be managed to
often harder to incorporate prevent further delays due to
without affecting schedule resource limitations (Hanzálek
adherence. Best practices and Šůcha, 2016). Industry
advise using robust change practices recommend ongoing

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 control systems to ensure that resource audits to anticipate and
only critical changes are mitigate resource-driven delays
integrated into the schedule (APM, 2020).
(PMI, 2021).

Summary
For the Outback Way project, resource-constrained scheduling is the most appropriate
approach. This project, like many large infrastructure initiatives, will face significant
limitations in resource availability, including skilled labor, specialized equipment, and
materials, particularly in remote areas. By focusing on resource availability rather than
tight deadlines, the project can avoid overburdening resources and minimize risks of
cost overruns and delays caused by resource shortages (Manzoor, 2019).

While in time-constrained schedule, the concentration will be made on finishing the

project at a certain time, resource-constrained scheduling will let for more accurate
planning of scarce resources. This approach is especially critical in areas where
procurement lead-time is long and the resource supply may be unpredictable.
Moreover, resource-constrained scheduling allows for incorporating changes into the
plans and does not compromise the schedule, which is more suitable for the Outback
Way’s environment and conditions, unlike the FPE schedule (Larson and Gray, 2021).

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