Based on the case study link: https://www.audit.vic.gov.au/sites/default/files/2020-10/20201014-Follow-up-LXRP-report.pdf, I have to answer the below question but I would appreciate if a sample answer could be provided to show how I can improve my answer. Q. Describe one specific project planning problemencountered in this project, and how it may have been avoided or better managed. Planning is essential, it is a course of action for the rest of aproject such as the Level Crossing Removal Project (LXRP), to establish upfront incrementally what is going to be and reassess what should be done in the future to progress the project with appropriate stakeholders to deliver a suitable outcome (PMI 2017). Initially, the 2017 audit found that Department of Economic Development, Jobs, Transport and Resources (DEDJTR) and Level Crossing Removal Authority (LXRA) did not provide a cost-benefit analysis that was linked to how resources would be used best prior to construction for stage two of LXRP (Victorian Auditor-General's Office (VAGO) 2017). A study by Globerson and Zwikael (2002) found that poor planning will hinder implementation, monitor and control processes or the project's successful deliverables.

To mitigate poor planning initially LXRA should have established the use of innovation tool such as a KnApp (Knowledge App) which allows workers to share, collaborate, learn and network across organisational boundaries that bridges their knowledge gaps efficiently and effectively (Microsoft (MS) News Center 2020). This KnApp would have been a significant cost saving if initially applied to avoid delays in using infrastructure machinery and equipment (MS News Center 2020). LXRA eventually undertook the transparent process to be able to select 50 level crossing sites that were deemed to be removed due to being the most dangerous and congested to improve the cost effectiveness of the project as it utilised delivery efficiency select the site (VAGO 2017). Overall, this has resulted considering how innovative tools and processes for stage two of LXRP effectively improve risk management and communication management that potentially would lead to improving quality planning processes (Globerson and Zwikael 2002). References: 1. https://www.audit.vic.gov.au/sites/default/files/2020-10/20201014-Follow-up-LXRP-report.pdf

2. PMI (Project Management Institute). 2017. A Guide to the Project Management Body of Knowledge (PMBOK Guide). 6^th Edition. Newtown Square, Pennsylvania: PMI, Inc. PART 2: SECTION 3 (Planning Process Group) (PAGES 565 - 594)

3. Globerson, S., and O. Zwikael. 2002. "The impact of the project manager on project management planning processes." Project Management Journal 33(3): 58-64.

4. https://news.microsoft.com/en-au/features/victorias-level-crossing-removal-project-strips-learning-barriers-to-keep-workers-safe/