代做BUS9203 Project Management Assignment 1: Project Proposal/Charter代写留学生Matlab语言程序

BUS9203 Project Management

Assignment 1: Project Proposal/Charter

Project Proposal: Establishing an Electric Vehicle Fast-Charging Network in Albany, Auckland

Introduction

The New Zealand transport industry emits more than 40 percent of the country greenhouse gases (Jiayi, 2016), and thus the implementation of EVs is a significant contribution to sustainability (Williams et al., 2023b). Although there is a governmental initiative in its promotion (the Clean Car Discount and the Zero Carbon Act), there still is a lack of charging points in suburban areas. As a hub, Albany has a high concentration of residential areas, shopping centre, and university and is located close to State Highway 1 making demand for rapid, reliable charging concentrated in this area. The proposed project offers 8-10 high powered (75-150 kW) fast charging stations, which would fill the gap in the infrastructure, reinforcing the leadership of Vector Limited, new revenues, and offering a pilot model capable of supporting sustainable mobility throughout Auckland. The planned project will introduce 8 to 10 fast-charging points in the city of Albany with a focus on residential facilities, commercial centers, and major highway exits. In addition to bailing out infrastructure shortfalls, the project can enable Vector Limited to enhance its leadership in green energy, generate new revenue, and give evidence of corporate social responsibility.

Project Charter

Project Objectives

The main purpose of the current project is to install the network of 8-10 high-capacity DC fast-charging stations (75-150 kW) at strategic locations in Albany, Auckland to serve the rising need of convenient EV charging in the suburbs. These stations will be located around the residential places as well as large commercial centres like the Westfield Albany, educational places like the Massey University in Albany, and highway exits in State Highway 1, assuring access by both the locals and those who will use transit opportunities.

The measurable goals to be attained by the project are as follows:

1. Deployment Timeline: Complete installation and launch of all stations within 6–7 months.

2. Infrastructure Quality: Ensure all stations meet NZ safety, reliability, and fast-charging standards.

3. Financial Targets: Achieve ROI within three years via fees, subsidies, and partnerships.

4. Market Penetration: Boost EV adoption in Albany, enhancing customer satisfaction and sustainability.

5. Brand & Strategic Positioning: Strengthen Vector’s green infrastructure brand and enable future expansion.

Alongside these quantifiable goals, the project is informed by the twelve PMBOK principles of the seventh edition of the PMBOK Guide. Our investment in sustainability and responsible infrastructure deployment is representative of our stewardship. The process of stakeholder engagement is paramount as there is active cooperation among councils, residents, commercial partners, and technology providers. The project is value-focused as it prioritises ROI and convenience of customers. It incorporates cross-cutting aspects of transport, energy, and the development of communities by thinking systematically, and complexity management will help it to manage technological, regulatory, and financial issues systematically. The presence of a strong leadership and effective teamwork will harness the initiative and will be supported by a relevant customized approach to the project that is in line with special needs of Albany (tailoring). Quality is guaranteed by the compliance with the New Zealand regulatory standards, and the active approach towards risk management reduces the uncertainties. Last, the project adopts adaptability, resiliency, and change, which helps Vector Limited to flourish before the changing user to EV adoption and the resulting technological advancements.

Business Case

The upcoming commercial and strategic desire to establish a high-capacity EV fast-charging network in Albany, Auckland, shows the increase in the demand of sustainable transport infrastructure in New Zealand, as evidenced by Sheng and Sharp (2019). The adaptation of EV is growing at a high pace in the whole country, with Auckland exhibiting a significant suburban EV density (EECA, 2024). Nevertheless, Albany lacks a substantial number of fast-charging stations and this presents a challenge to residents, workers, and other companies and establishments that use EVs. Closing this gap will pose a strong solution enabling Vector Limited to increase its portfolio of green infrastructure.

Albany has the right geography and population in terms of where to put centralized EV charging. The suburb is a north-south transport axis that connects residential, commercial areas such as Westfield Albany and institutions such as Massey University Albany. Being located on State Highway 1, it is a prime transit corridor creating a concentration demand towards very reliable high-speed charging. Installation of 8-10 stations will help to cover every aspect of traveling, including commuters riding by train and people who have farther places to reach, raising convenience and the EV penetration.

Fiscally, the project will bring an income stream in the form. of charging fees, benefitting from government incentives toward clean energy usage (Ministry of Transport, n.d.). Initial investment includes 75-150 kW DC fast chargers, site preparations and related infrastructure. It is projected to have a three-year ROI wherein the long-term costs of a project stand against the medium-term revenue. Other than providing financial returns, the initiative is beneficial as EV contributes greatly towards decrease in greenhouse gases (Zhao et al., 2023), boosts contributions towards Sustainable Development Goals (Abdelkareem et al., 2025), and supports economic growth (Barton & Schütte, 2015).

 

Image 1: Visual Map of Charging Sites

Project Scope

Albany EV Fast-Charging Station Project scope identifies the limits and deliverables as well as the most important events to implement a high-capacity charging network successfully. The project will incorporate installation of 8-10 centralized DC fast-charging points (75-150 kW) at strategic places of choice and the project will cover residential areas, commercial districts, education facilities, and major exits along South Highway 1. All the stations will have several charging ports, convenient payment services, and safety control that comply with the New Zealand laws and technical requirements.

The project consists of site selection, permit securing, procurement and installation of fast chargers, operational readiness, and marketing to residents, businesses, and transit users, ensuring optimal use and uptake.

The project also lays foundation of a model that can be used in the future in expanding across Auckland and other suburbs in New Zealand. Moreover, the project scope also meets the PMBOK knowledge areas in following manger:

Knowledge Area	Application
Intergration Management	Project Manager oversees coordination of all phases
Scope Management	Deliverable:8-10 fast-charging stations in Albany
Schedule Management	6-7 month rollout tracked by Gantt chart milestones
Cost Management	ROI analysis ensures breakeven in~3 years
Quality Management	Stations comply with NZ safety and performance standards
Resource Management	Engineers, finance staff, legal, and marketing teams
Communication Management	Marketing campaigns and stakeholder updates
Risk Management	Risk register and matrix with mitigation strategies
Procurement Management	Vendor contracts for chargers and infrastructure
Stakeholder Management	Collaboration with councils, businesses, and residents

TABLE 1: Application of PMBOK to Project Scope

Milestone Schedule

The Albany EV Fast-Charging Station Project can be planned in four steps over 6-7-9 months, avoiding risk and resource bottlenecks.

Phase 1: Site Selection & Permitting (Month 1–2)

· Locate and assess the possible sites close to residential zones, business centers, colleges, and highway exits.

· Carry out feasibility studies, environmental considerations and council approval documents.

· Secure required permissions and land deals with real owners.

Phase 2: Procurement & Installation (Month 2–4)

· Invest in purchasing high capacity DC fast-charging (75 and 150 kW) equipment and infrastructure.

· Composition of electrical linkages, foundations, and charging systems on the chosen sites.

· Incorporate safety monitoring, payment systems and branding features.

Phase 3: Testing & Commissioning (Month 5)

· Extensive testing of all the charging units to ensure functionality, adherence to safety and user experience.

· Identify and solve technical/operational problems prior to launch.

Phase 4: Launch & Promotion (Month 6–7)

· Initiate the launch and arrange media campaigns.

· Implement marketing efforts including collaborating with local businesses and universities.

· Monitor early usage trends and collect feedback to streamline operations

This milestone plan implies a coordinated but gradual process and in this manner, the project will be operational to capacity within the approximate time of 6-7months. Continuous monitoring around such milestones can easily ensure that Vector limited is able to provide an efficient allocation of resources, any delays and achievement of ROI expectations can be avoided.

TABLE 2: GANTT CHART

ROI & Financial Analysis

The Albany EV Fast-Charging Station Project is a potentially profitable business opportunity that Vector Limited can make as it can offer Vector Limited good returns that are sustainable and will secure its hold on national sustainability programs. The project needs initial capital that will be used in purchasing and installing 8-10 high-capacity DC fast chargers (75-150 kW), site development, electrical and the electric infrastructure, signage and interfacing of payment and the monitoring system. Initial calculations have shown that such projects demand significant initial investments (Rabl et al., 2024), with approximately NZD 2.5-3 million for this project, conditioned by factors specific to the site and equipment settings (EECA, 2023).

The costs that are necessary to operate are electricity, regular maintenance, security and support personnel, and advertising (Y. Zheng et al., 2024). When the location selection is strategic and the deployment of these charging stations is centralized, such costs are optimized and ensure that each charging station is utilized to the optimum level.

The projection of the revenue streams is done in three major channels:

1. Time or kWh based user charging fees.

2. Subsidies and incentives by government on clean energy infrastructure.

3. Co-branding and preferential access with the local businesses and commercial hubs through partnership.

According to conservative adoption and usage estimates, the project would pay itself off in a three-year period, with rapid payback possible should EV adoption rates remain high. A sensitivity analysis indicates that revenue will be sufficient to cover operating costs even with the differences in slower rates of user growth, and will accumulate as profits thereafter.

Also, the project has non-financial returns in terms of more brand awareness, better community goodwill, and the role of Vector Limited as the leader in sustainable infrastructure. These strategic advantages will support the long-run profitability and open opportunities to expand the fast-charging network to the other suburbs of Auckland in the future, additionally, increasing revenue prospects and reasserting corporate social responsibility obligations.

TABLE 3: ROI

Risks & Mitigation

The Albany EV Fast-Charging Station Project needs to take proactive measures in addressing risk management in order to maintain progress and stability of the budget. The details of projected risks that may probably affect the progress are listed below in the table, coupled with the likelihood of their occurring, the possible impact they can make, the mitigation strategies that can be taken to counter them, followed by the identification of the responsible person who is deemed fit to face the certain risk.

With these risks mitigated in timely manner, or in advance if possible, Vector Limited is in a position to protect investment, keep the project on schedule, and realise the targeted return on investment as it provides the region of Albany with sustainable infrastructure.

 

TABLE 4: RISK REGISTER

Project Team & Governance

The Albany EV Fast-Charging Station Project will have a well-organized team that facilitates accountability and productivity. Integration and delivery is the overall responsibility of the Project Manager (PM). A Site Engineer ensures that there are technical set-ups and compliance, and a Finance Lead is a budgeting and ROI tracker and subsidy administrator. The Marketing Lead spearheads stakeholder engagement and uptake initiatives, and a Legal Officer oversees contractual and regulatory-wise compliance.

Decision making will be achieved through a consensus-based approach with a RACI matrix to clarify responsible, accountable, consulted and informed. This will enable that every team member is aware of his or her duties, though the final responsibility will be on the PM.

A peaceful settlement mechanism will focus on free dialogue and cooperation. The issues which cannot be resolved within the team will be escalated to the PM and issues will be settled with the assistance of the PMI Code of Ethics principles (responsibility, respect, fairness, honesty). The form. of governance results in teamwork, openness, and ethical leadership styles

Role	Background & Skills Needed	Why They Fit the Team	Assigned Student
Project Manager	Project management experience; leadership; coordination skills	Oversees project delivery, ensures accountability, final decision-maker	Pengfei Li
Site Engineer	Engineering background; EV installation experience; regulatory knowledge	Ensures technical set-ups and compliance	Cynthia
Finance Lead	Finance/accounting background; budgeting and ROI tracking skills	Manages budget, ROI, and subsidies	Lexi
Marketing Lead	Marketing experience; stakeholder engagement; strategic thinking	Drives adoption and awareness, targets high-traffic hubs	Pengfei Li
Legal Officer	Legal background; contract and compliance knowledge	Oversees regulatory and contractual compliance	Cynthia

TABLE 5: TEAM REGISTER

Importance of Project to Organisation

The Albany EV Fast-Charging Station Project will be of strategic, commercial and reputation importance to Vector Limited. It strengthens Vector as a leader in sustainable energy infrastructure, to facilitate New Zealand towards the goal of low-emission transport and thus match the national climate targets; which includes the Zero Carbon Act and Clean Car programs (Ministry of Transport, 2023). It also helps create a positive brand image that, according to Şenyapar and Aksöz (2024), results from innovation and environment friendly efforts.

The project also fulfils the ethical boundaries. Stewardship of environmental outcomes will influence the design and operations of the infrastructure so as to reinforce the sustainability commitments made by Vector Limited. By incorporating ethical decision-making combined with professional integrity within every phase, the project does not only bring business value that can be measured but also allows maintaining social responsibility and enhancing trust in the community and organisation over an extended period. The decision-making process, authorities involved, and their role is briefly listed below:

 

TABLE 6: DECISION AUTHORITY ROLES

References 

Abdelkareem, M. A., Olabi, A. G., AlMallahi, M. N., Mahmoud, M., & Elgendi, M. (2025). Contributions of electric vehicles towards the sustainable development goals. Energy Conversion and Management X, 101170. https://doi.org/10.1016/j.ecmx.2025.101170 

Barton, B. & Schütte, P. (2015). Electric Vehicle Policy: New Zealand in a Comparative Context. Centre for Environmental, Resources and Energy Law. https://www.researchgate.net/publication/286449668_Electric_Vehicle_Policy_New_Zealand_in_a_Comparative_Context 

Chiradeja, P., Chuadmee, O., Ananwattanaporn, S., Sottiyaphai, C., & Ngaopitakkul, A. (2025). Evaluating effects of electric vehicle chargers on residential power infrastructure. Applied Sciences, 15(11), 5997. https://doi.org/10.3390/app15115997

Chiradeja, P., Sottiyaphai, C., Ananwattanaporn, S., & Ngaopitakkul, A. A. (2025). Evaluating the financial dynamics of electric vehicle charging stations in Thailand: Implications of energy cost variability. IEEE Access, 13, 33985–33994. https://doi.org/10.1109/access.2025.3544079

Energy Efficiency & Conservation Authority (EECA). (2024). Plugging into the future: How New Zealand is electrifying its roads. https://www.eeca.govt.nz/insights/eeca-insights/plugging-into-the-future-how-new-zealand-is-electrifying-its-roads/ 

Jiayi, Z. (2016). Analysis of New Zealand Specific Electric Vehicle Adoption Barriers and Government Policy. Victoria University of Wellington, School of Management. https://ideas.repec.org/p/vuw/vuwmba/20149.html 

Ministry of Transport. (n.d.). Electric Vehicles Programme. https://www.transport.govt.nz/area-of-interest/environment-and-climate-change/electric-vehicles-programme 

Rabl, R., Reuter-Oppermann, M., & Jochem, P. E. (2024). Charging infrastructure for electric vehicles in New Zealand. Transport Policy, 148, 124–144. https://doi.org/10.1016/j.tranpol.2024.01.010

Sheng, M., & Sharp, B. (2019). Aggregate road passenger travel demand in New Zealand: A seemingly unrelated regression approach. Transportation Research Part a Policy and Practice, 124, 55–68. https://doi.org/10.1016/j.tra.2019.03.005 

Williams, B., Gallardo, P., Bishop, D., & Chase, G. (2023b). Impacts of electric vehicle policy on the New Zealand energy system: A retro-analysis. Energy Reports, 9, 3861–3871. https://doi.org/10.1016/j.egyr.2023.02.080

Zhao, X., Hu, H., Yuan, H., & Chu, X. (2023). How does adoption of electric vehicles reduce carbon emissions? Evidence from China. Heliyon, 9(9), e20296. https://doi.org/10.1016/j.heliyon.2023.e20296

Zheng, Y., Keith, D. R., Wang, S., Diao, M., & Zhao, J. (2024). Effects of electric vehicle charging stations on the economic vitality of local businesses. Nature Communications, 15(1). https://doi.org/10.1038/s41467-024-51554-9 

WORD COUNT: 2600 (EXCLUDING TABLES AND CHARTS)

Appendix – Organizational Context: Vector Limited

Vision: Vector Limited’s vision is to “create a new energy future”, focusing on innovation, sustainability, and customer-centric solutions in New Zealand’s energy sector. Mission: Vector Limited’s has not explicitly mentioned its mission on their website. However, what they strive for is: “transformation of the energy sector to create a new energy future; identifying and developing options that will provide value, choice and service for our customers throughout New Zealand and deliver sustainable shareholder returns.” Stakeholders:  · Government & Regulators – Ministry of Transport, MBIE, Auckland Council. · Customers – residential, commercial, and EV users seeking reliable charging solutions. · Technology Partners – equipment suppliers, EV manufacturers, and IT providers. · Investors & Shareholders – who demand long-term financial sustainability. · Communities – residents and local businesses affected by infrastructure projects. Competitors: In the EV charging domain, Vector faces competition from providers such as ChargeNet NZ, which operates one of the largest national charging networks, and Z Energy, which is expanding into fast-charging services. Organizational Culture: Vector is a safe, innovative and sustainable company focused on partnership and collaboration to meet customer needs and technological change. It is both an energy provider and a caring community.