Sydney Water Upper South Creek

Upper South Creek

Project Overview

Client	Sydney Water – Upper South Creek
Services	Integrated Project Controls, Planning and Scheduling, Risk Management
Value	$1.2 Billion
Duration	2022 - Present

Project Overview

Sydney Water awarded construction contracts in late 2022 for its $1.2 billion Upper South Creek (USC) Advanced Water Recycling Centre (AWRC). The project includes a wastewater treatment plan capable of producing high-quality treated water and pipelines to release the treated and brine water into the water network. The facility will supply wastewater services to 400,000 new dwellings in the rapidly growing Western Sydney Aerotropolis Growth Area and the Western Sydney Airport. The AWRC is a significant step forward in the sustainable development of Sydney’s Western Parkland City and will be one of the southern hemisphere’s most advanced wastewater recycling facilities, offering more than 1,000 jobs during the construction phase.

TBH’s Role

TBH were brought in to provide a team to undertake the integrated project controls (IPC) services following the failure of previous consultant to undertake this function. TBH’s engagement followed a 2 stage process that involved a rapid Establishment phase to take over the existing IPC functions and reporting and develop connections with key stakeholders. Once the team was established the second stage involved an uplift in the maturity of IPC capabilities to provide proactive control of the USC project. Key functions included Time, Cost, Change, Risk, Document Management, Reporting and Governance together with a senior lead to interface with the broader business. Sydney Water’s pioneering use of the NEC4 form of contract for USC meant that the above functions had to be customised to provide the necessary inputs and apply these to Sydney Water and the contractor to support this collaborative commercial model.

Planning and Scheduling

• Development of SW Master Schedule for AWRC, Pipelines and Access Road
• Review and comments on contractors’ schedules
• Review of contractor’s EOT
• Analysis on productivity rate and identify gaps and establish Earned Value reporting

Cost Estimating and Management

• Development of CBS and cost tracking tool
• Development of detailed SW team estimate
• Consolidate contractor’s contract price into budget
• Create and alignment of WBS and CBS to implement Earned Value progress measurements
• Development of risk adjusted cashflow forecasts

Risk Management and Analysis

• Development of Risk Register
• Fortnightly risk review sessions to review and maintain mitigation actions
• Quarterly Cost and Schedule Risk Analysis
• Monthly contingency drawdowns and alignment with EWNs and CEs