Infrastructure Project Case Study – Performance and Sustainability on Brampton Civic Hospital

The report discusses the case study of Brampton Civic Hospital, focusing on the implementation and decommissioning phases. It addresses project life cycle, performance, asset management, sustainability, and operational security and safety.

Infrastructure Project Case Study – Performance and
Sustainability
On
Brampton Civic Hospital
Part B [Draft report]
Submitted to: Carmel Helman
Submitted by:
[Name of the Student]
[Student Id]
PROJ6011: Integrated Infrastructure Project Management

Executive summary
The main aim of the report is to discuss about the case study of Brampton Civic Hospital. The paper
will focus on the implementation and decommissioning phases and will follow the case study used in
Assessment 1. This report will focus on managing the knowledge and analytical skills for the project
life cycle. This report will address and analyse the project life cycle, project performance, asset
management and sustainability and operational security and safety. The report will describe the
infrastructure based on the Brampton Civic Hospital and will describe all the necessary requirements
to complete the assessment 2. Lastly the paper will analyse and will provide a reflection from the
lessons learnt.

Table of Contents
1. Introduction.......................................................................................................................................4
2. Background of Brampton Civic Hospital...........................................................................................4
3. Discussion.........................................................................................................................................4
3.1. Infrastructure project life cycle...................................................................................................5
3.2. Managing Infrastructure project performance.............................................................................5
3.3. Asset management and sustainability.........................................................................................5
4. Reflection..........................................................................................................................................6
5. Conclusion.........................................................................................................................................6
6. Bibliography......................................................................................................................................7

1. Introduction
The report aims at providing a better lifecycle for the Brampton Civic Hospital. The hospital
has implemented all new technologies in order to provide better treatment towards their patients. The
report will focus on building a proper infrastructure project lifecycle for the hospital. This becomes
very much necessary to understand and control the processes taking place within the hospital. In the
second part of the report the importance of building high performance team will be described
(Rahman & Kumaraswamy, 2008). Third part of the report will emphasise on the asset maintenance
and sustainability based management that are necessary to complete the lifecycle. The fourth part will
describe the need for safety and security within the hospital. Lastly the report will provide a reflection
based on the developed report.
2. Background of Brampton Civic Hospital
Brampton Civic hospital aims at building up a public hospital that will be accessible for
everyone. The hospital has included new infrastructure with emerging technologies for providing
better service to the patients (Goodman & Hastak, 2006). The project is set to be implemented in
Brampton city Canada. This is Canada’s first public hospital. The total expected area required to
complete this project is 1.2 million sq. ft. and will include 608 beds and 108 rooms for operation
purposes.
3. Discussion
The report is going to discuss about the implementation and decommissioning phases that are
important for this case study. The Brampton civic hospital case study will be used to determine the
requirements that are necessary for developing a project life cycle. This is essential to understand the
need for controlling the process, determining the quality management and maintain the supply chain
management. This is necessary for the project leader to understand the quality that is needed to be
maintained while developing this project (Ormazabal, Viñolas & Aguado, 2008). The risks that are
likely to come along with the implementation of this projects are needed to be addressed. The major

risk that are likely to come along with the implementation of this case study is the cost overflow. The
cost in managing the technology used will be huge and thus will affect the hospital. Apart from this,
the hospital needs to hire employees accordingly, so that they can operate the new technology
properly. In order to manage the project function it is necessary to develop a proper plan.
3.1. Infrastructure project life cycle
Before planning a project it becomes necessary to understand the infrastructure life cycle of
the project. There is a need to understand the approach towards the project from a leader point of
interview. This will help to develop a better quality and will help to serve maximum benefit towards
their patients. It is necessary to mitigate the risk and manage perfect planning so that the hospital does
not faces problem in future. The main risks that are associated with the implementation of this project
is that the handling of new equipment’s (Martland, 2012). Moreover in implementing this technology
the money required will be more. This is necessary to understand that in order to improve the
processing of the lifecycle, it is necessary to have employees and staffs who will be able to operate
every instrument well.

Figure1: Infrastructure project life cycle
Source: (Martland, 2012)
3.2. Managing Infrastructure project performance
Brampton Civic Hospital is being developed with the aim of providing better facility and is
open to all. The report will focus on the performance definition. This is necessary to understand the
performance after implementing new technology (Creedy, Skitmore & Wong, 2010). The
procurement project plan includes planning the type of contract and any metric that will be beneficial
to determine performance of the contract. The project manager needs to set a date for delivering the
product and the company will use their standard document to continue the procurement plan. Apart
from all these there is a great importance of building a good team. As good team will lead to
successful completion of this project.

Figure2: Managing Infrastructure project performance
Source: (Creedy, Skitmore & Wong, 2010)
3.3. Asset management and sustainability
In order to successfully complete the commission steps the organization needs to follow
certain steps that includes start early, meet often, maximizing the training and finally the organization
needs to keep commissioning involved (Sánchez Soliño & Vassallo, 2009). Once the contract is
prepared and the organization is ready to start with the project, it is necessary to get all the documents
signed off from each stakeholders and employees. In case any employee or stakeholders need to
change any plan they can suggest it before signing off these documents. This is necessary to
determine the challenges that are likely to be faced with the implementation of these changes in the
infrastructure.

Figure3: Asset management and sustainability
Source: (Sánchez Soliño & Vassallo, 2009).
3.4. Infrastructure project security and safety
The report needs to assess in details the operational issues that are likely to be faced with the
implementation of these project. Moreover their lies some safety and security issues that are needed to
be identified and mitigated. The main issues is that the equipment’s need to be handled with care so
that it can perform perfectly (Accenture, 2012).

Figure4: Infrastructure project security and safety
Source: (Accenture, 2012)
4. Reflection
From the above report I can conclude that it becomes essential to manage the infrastructure
and prepare security strategies that will help in completing the project successfully. This is necessary
to include safety and security considerations from both point of view that is from contractor and from
user point of view.
5. Conclusion
From the above report it can be concluded that there is a need to focus on implementation and
decommissioning phases for performing the integrated infrastructure project. The report has critically
analysed the project life cycle, in managing the asset, for performing the project and for maintaining
the security.

6. References
Accenture (2012). Intelligent Urban Infrastructure: High Performance Platform for Urban
Development. Retrieved from https://www.accenture.com/t20150523T043119__w__/us-
en/_acnmedia/Accenture/Conversion-Assets/DotCom/Documents/Global/PDF/
Industries_4/Accenture-Intelligent-Urban-Infrastructure.pdf#zoom=50
Creedy, G. D., Skitmore, M., & Wong, J. K. W. (2010). Evaluation of risk factors leading to cost
overrun in delivery of highway construction projects. Journal of Construction
Engineering and Management, 136(5), 528–537. From TUA library databases.
http://ezproxy.laureate.net.au/login?url=http://search.ebscohost.com/login.aspx?
direct=true&AuthType=ip,url,uid&db=edsgao&AN=edsgcl.225313920&site=eds-
live&scope=site
Goodman, A. S., & Hastak, M. (2006). Infrastructure planning handbook: Planning, engineering,
and economics, New York, NY: ASCE Press. Reprinted by permission of American
Society of Civil Engineers via the Copyright Clearance Center. Chapter 5, “Municipal
Infrastructure Systems: Performance and Prioritization”
Martland, C. D. (2012). Chapter 5 (Sec 5.1)
Ormazabal, G., Viñolas, B., & Aguado, A. (2008). Enhancing value in crucial decisions: Line 9 of
the Barcelona subway. Journal of Management in Engineering, 24(4), 265–272. From
TUA library databases.
http://ezproxy.laureate.net.au/login?url=http://search.ebscohost.com/login.aspx?
direct=true&AuthType=ip,url,uid&db=edsgao&AN=edsgcl.186516397&site=eds-
live&scope=site
Rahman, M. M., & Kumaraswamy, M. M. (2008). Relational contracting and teambuilding:
Assessing potential contractual and non-contractual incentives. Journal of Management in
Engineering, 24(1), 48–63. From TUA library databases.

http://ezproxy.laureate.net.au/login?url=http://search.ebscohost.com/login.aspx?
direct=true&AuthType=ip,url,uid&db=edsgao&AN=edsgcl.173021111&site=eds-
live&scope=site
Sánchez Soliño, A., & Vassallo, J. M. (2009). Using public-private partnerships to expand
subways: Madrid-Barajas International Airport case study. Journal of Management in
Engineering, 25(1), 21–28. From TUA library databases.
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direct=true&AuthType=ip,url,uid&db=bth&AN=35745912&site=eds-live&scope=site
Song, L., Mohamed, Y., & AbouRizk, S. M. (2009). Early contractor involvement in design and
its impact on construction schedule performance. Journal of Management in Engineering,
25(1), 12–20. From TUA library databases. http://ezproxy.laureate.net.au/login?
url=http://search.ebscohost.com/login.aspx?
direct=true&AuthType=ip,url,uid&db=edsgao&AN=edsgcl.191855321&site=eds-
live&scope=site