that fitted the school’s schedule,” Mr. D’Arcy
says. “In true collaboration with the users, we
modeled a proposed schedule two years ahead of
the planned move.”
The local community and military personnel also
were concerned about delays—in their daily commutes. They worried the massive construction project would clog roads and create gridlock. To keep
the community informed, the team launched a
website that provided regularly scheduled updates
of street closures or other potential inconveniences.
It also consulted with residents before construction
workers broke ground.
“We sent letters to the public and held open
forums where people could ask questions,” Lt. Col.
Fox says. “It was a little like a development applica-
tion on a much larger scale.”
Nonetheless, traffic still became a problem, as
there was only one entrance to the site. To ease the
congestion, the team created a second entry point
that could only be used by contractors. It also asked
workers to arrive and leave 30 minutes earlier so
they weren’t on the road during rush hour. “Stag-
gering their entrances and exits made [rush-hour
traffic] run much more smoothly,” Lt. Col. Fox says.
The project’s final stages included relocating the
museum’s military artifacts that numbered in the
thousands, including heavy engineering machinery,
vehicles, plaques, memorials and artwork, to their
new home. No items were broken or misplaced,
which was a testament to the team’s strong communications with stakeholders to develop effective
requirements and risk management approaches, Lt.
Col. Fox says.
“We were very respectful of each item, keeping
in mind that these are the memories of people
who’ve fought and died for us,” he says. “Being a
part of such a huge project, and one that included
so much culture and history, was truly an amazing
had their own
roles and their
so no one had
at once. That
—Grant D’Arcy, Laing
O’Rourke, Sydney, Australia
The Holsworthy Barracks
physical fitness complex