218.730 Construction Project Management Assignment 2 Brief 2026 | Massey University

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218.730 Assignment 2 Brief

Introduction

This assessment is designed to evaluate your ability to apply project management principles within the context of a realistic, industry-based case study. You are expected to demonstrate a solid understanding of construction project delivery under pressure, including time, cost, quality, and stakeholder constraints.

Your final report should be professional in tone, supported by logical reasoning, and grounded in best practices relevant to the construction industry. All submissions must reflect high standards of presentation and align with construction sector expectations for client-facing reports. AI-generated or previously submitted content will be subject to academic integrity review.

There will be four tasks in this assessment outlined below with marks totaling to 100.

• Task 1: Project Charter Development [10 marks]
• Task 2: Work Breakdown Structure and Project Schedule [30 marks]
• Task 3: Cost Planning and Financial Strategy [30 marks]
• Task 4: Project Recovery and Dispute Resolution Strategy [30 marks]

The tasks will be completed in groups with a maximum of four members, encouraging collaboration and the development of team-based project planning skills. Each group will work together to analyse the case, develop appropriate project documentation, and propose practical strategies in response to specific challenges outlined in the scenario.

Each group is required to submit their compiled meeting minutes appended to the report. These minutes should outline key decisions, individual contributions, action items, and any significant issues discussed. They serve both as a record of collaboration and a means to reflect on the planning and management processes typical of professional project environments. All members should rotate the responsibility of documenting minutes throughout the project lifecycle. The attached minutes will be graded as part of Task 1 completion.

All group members are expected to contribute equitably to the completion of each task. Groups are responsible for managing their own internal dynamics, workload distribution, and timelines. Except in cases involving academic integrity concerns or exceptional circumstances (e.g. prolonged illness, serious conflict affecting completion), issues arising within the group should be resolved internally. Any serious matters requiring formal intervention must be brought to the attention of the course coordinator at the earliest opportunity.

Case Study Project Details

Your construction management firm has been awarded a design-and-build contract for the Kōkako Community Hub, a flagship social infrastructure project in Rotorua, a project funded through a tripartite partnership by the Ministry of Education, Te Arawa Iwi Authority, and the Bay of Plenty Regional Council.

The Hub will serve as a culturally inclusive, multi-use facility supporting community wellbeing, youth development, and environmental resilience. The design must balance functionality, cultural significance, and environmental performance, all within a $6 million budget and a 14-month delivery window.

Design Requirements And Specifications

• Gross floor area: 3,200 square meters
  • Key spaces:Wharenui-style multipurpose hall (adaptable for hui, events, youth programs)
  o Health and wellbeing clinic (3 consultation rooms + waiting area)
  o Maker space and digital lab (with flexible partitions and communal workbenches)
  o Commercial kitchen and community kai pantry
  o Garden and ngahere restoration area with learning spaces
• Architectural design:
  o Reflect Te Arawa tikanga and whakapapa through spatial layout, materials, and orientation, to be co-designed with the Te Arawa Iwi representatives.
  o Use of locally sourced, natural materials where feasible (e.g., totara, rammed earth walls)
• Sustainability and regulatory requirements:
  o Targeted certification: 6 Greenstar (NZGBC) rating, Net Zero Carbon
  o Photovoltaic solar energy system with capacity for partial off-grid use
  o Passive design elements (e.g., thermal mass, cross ventilation, natural lighting)
  o Rainwater harvesting system for garden and greywater use
  o Compliance with NZBC, CPTED principles, and universal design (accessibility)
• Parking and access:
  o 25 parking bays (2 accessible, 4 EV charging)
  o Safe cycling access, bike racks
  o Drop-off loop for elder transport services Milestones
• Early site works & community engagement formalities: March-June 2026
• Foundation and slab pour: July-August 2026
• Structural framing and external cladding: Sep-Oct2026
• Internal fit-out and MEP services: Nov 2026-Jan 2027
• Landscaping, testing & commissioning: Feb-April 2027
• Cultural blessing and facility opening: May 2027

Note: The brief is intentionally complex, with limited information in parts. You are expected to apply professional assumptions and justify your decisions clearly, reflecting best practices in design-and-build project delivery.

Task 1: Project Charter Development [10 Marks]

The client has strict project requirements and expects well-structured project management practices throughout the delivery of the project. As the appointed design and build contractor, your group is tasked with developing a comprehensive Project Charter that clearly defines the project’s objectives, scope, stakeholders, constraints, and governance.

Your charter should align with industry best practices and reflect the client’s expectations for clarity, organisation, and professionalism. Consider including key elements such as project purpose, deliverables, timelines, budget overview, risk assumptions, and stakeholder roles to ensure a strong foundation for successful project execution.

Where the project brief contains ambiguities or incomplete information, clearly state your assumptions and interpretations in the Project Charter. This will provide transparency and guide your project planning and management decisions throughout the assessment.

Compiled meeting minutes are required as part of Task 1. While they are not separately graded, they will be reviewed as evidence of effective group coordination, decision-making, and professionalism. In cases of academic integrity concerns or grade disputes, these minutes may be used to clarify contributions.

• Project charter
• Group meeting log

Task 2: Work Breakdown Structure And Project Schedule [30 Marks]

With the project objectives and constraints now defined, your group is expected to translate the scope into a structured and actionable delivery plan. This task involves developing both a Work Breakdown Structure (WBS) and a Project Schedule to support coordinated implementation of the project.

Your WBS should reflect a clear and logical decomposition of the project into its key components, identifying major deliverables and associated subcomponents across all phases of construction. It should provide a sound basis for planning, tracking, and controlling project scope. The structure and presentation of your WBS should align with recognised industry conventions and demonstrate a professional standard of documentation.

Building on the WBS, the project schedule should outline the sequencing and timing of activities necessary to deliver the project within the contracted timeframe. It should account for logical task dependencies, milestone events, and realistic durations based on informed assumptions or reference to industry norms. The schedule should be presented clearly and be suitable for review by stakeholders seeking assurance that the project can be completed efficiently and to a high standard.

You may use appropriate tools or platforms to prepare your schedule and WBS, provided that outputs are professional in quality and well-justified. Where assumptions or simplifications are made, these should be clearly stated.

Deliverables

• Work breakdown structure
• Project schedule with detailed documentation of the scheduling logic and process

Task 3: Cost Planning And Financial Strategy [30 Marks]

This task requires your group to develop a cost planning and financial strategy that demonstrates how the project can be delivered within the client’s allocated budget while meeting high expectations around quality, safety, and sustainability.

The cost strategy should provide a structured breakdown of estimated costs across the major components of the project. It should reflect thoughtful consideration of materials, systems, construction methods, and professional services required. Where cost assumptions are used, whether from databases, supplier benchmarks, or previous projects, these should be stated clearly to support the transparency and credibility of your approach. Provision for contingencies and allowance for cost-related risks should also be identified and explained.

Aligned with your proposed schedule, your group is also expected to prepare a monthly cash flow forecast that outlines how expenditure is expected to occur over the agreed delivery period. This should provide insight into the financial phasing of the project and demonstrate sound planning around liquidity, payment cycles, and project milestones.

Your overall submission should reflect the expectations of a professional client and be prepared in accordance with industry best practices for construction cost planning. Presentation, clarity, and justification are as important as the numerical outputs.

Deliverables

• Structured cost estimate with detailed documentation of all references, assumptions, and estimation methods and procedures.
• Monthly cash flow projection (chart format encouraged)
• Financial strategy including contingency, escalation, and provisional sums

Task 4: Project Recovery And Dispute Resolution Strategy [30 Marks]

Unexpected challenges during project execution

Despite strong early progress, several compounding issues have emerged:

1. Material Availability and Cost Escalation: The cost of local hardwood and earth-based construction components increased by over 30% between May and June 2026. This has pushed total material costs above the allocated allowance by $580,000.
2. Cultural Process Breach: A subcontractor implemented minor design substitutions (metal flashing details on the eastern façade) without consulting the cultural advisor or Te Arawa design liaison. Though technically compliant, this undermined agreed tikanga and paused construction on the façade and ceremonial entrance area for four weeks.
3. Weather-Related Delays: Severe rainfall in April 2026 led to flooding of temporary site access, delaying key deliveries and limiting site hours. This led to flow-on effects across all April milestones.
4. Labour Shortage and Sequencing Conflicts: Specialist subcontractors for the rammed earth walls were unavailable during the critical early winter period. Interior trades had to be re-sequenced, causing logistical clashes and inefficiencies.
5. Status as of 10 Jan 2027
   • Planned Completion: 90%
   • Actual Progress: 65%
   • Schedule Delay: 6 weeks
   • Estimated Final Cost: $6.92 million (15.3% over budget)

On 12 Jan 2027, the client consortium: Ministry of Education, Te Arawa Iwi Authority, and Bay of Plenty Regional Council, jointly issued a Formal Client Concern Notice. The notice expresses dissatisfaction over:

• Breach of the co-design agreement and failure to honour cultural protocols
• Lack of timely communication of schedule risks and budget escalations
• Potential risk to Greenstar certification due to resequencing of sustainability-related elements (e.g., water reuse systems)

Your group is tasked with preparing a formal report advising the client on how best to manage the dispute and ensure completion of the project within the original contractual expectations. Your report should adopt a clear and professional tone and demonstrate the application of construction management best practices under realworld pressure.

Your submission should reflect an understanding of complex project environments and demonstrate a balanced, well-reasoned approach to resolving issues while maintaining professional integrity and client trust.

Deliverable

• Client Advisory Report which, at the minimum, should address:

• how the project can be brought back on track in terms of time, cost, and scope
• stakeholder management strategies to maintain positive working relationships with the client, consultants, and subcontractors
• risk mitigation measures to prevent further delays, budget blowouts, or reputational damage o key legal and contractual considerations, including options for dispute resolution, the implications of any penalties, and possibilities for renegotiating contract terms if necessary.

218.730 Assignment 2 Marking Rubric