Kaiarahi Ferry 2017-08-22T02:27:35+12:00
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Kaiarahi Ferry

Service: Project Controls


Client: KiwiRail


Date: November 2014 – September 2015


Project Location: Wellington


Frequency was approached back in November 2014 by KiwiRail to assist with one of their critical projects for Interislander. The project included the management of substantial refurbishment works to be completed in an international shipyard prior to the commissioning of the vessel in New Zealand waters. The project had a very high public profile with an unmovable completion date.
The project was instigated following the decision to replace the retiring Arahura in middle of 2015. Frequency got involved once a replacement ship had been identified and approval to procced was given by the KiwiRail Board. The project scope involved the development of a Governance structure that ensured clear and concise reporting and decision process. Establishment of a number of workstreams to ensure the business was ready in a timely manner for the departure of Arahura and the arrival of the Kaiarahi. This workstream was the refurbishment and delivery of the vessel, sale of the Arahura, port and shore infrastructure changes; crewing and operational changes for the new vessel.
Frequency’s role on the project was a programme / project manager with a strong emphasis on project controls and risk management, as this project was very high on the list of critical infrastructure requirements for the KiwiRail business. Frequency’s Project Manager was working in close contact within the Interislander organisation and a project office was set up to facilitate this. The project was completed within the timeframe and to budget with the vessel meeting its service performance requirements as specified.

Key Challenges:

  • Stakeholder management was a key success factor to this project both internally and externally and had to be tightly managed. This was achieved with a robust stakeholder management plan and mapping at an early stage with regular reporting to both the KiwiRail executive team and Board Directors.
  • Financial management was key as the project only had a finite amount of funding. This was managed with robust financial reporting across all workstreams and a change management procedure put in place to capture any changes required. A very clear financial delegated authority was also put in place for the project to ensure value for money was achieved and we spent the funds where they had the most impact and delivered in the quality and reliability required.
  • Contract management with the vessel being converted and refurbished in Singapore had the potential for both cost and quality to become a major issue. This was managed with a team of supervisors placed on site in Singapore.
  • Programme needed to be managed closely as the ship needed to be ready for the peak season to meet the demand on passenger and freight across Cook Strait.