VA Colorado Hospital Project Analysis
Added on 2020-03-16
8 Pages1439 Words87 Views
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Project Management1Project ManagementNameInstitution
Project Management2Introduction Primarily, the Colorado VA hospital construction project was aimed at servicing the expandedmedical needs of the veteran community, the project has experienced cost overruns, managementwrangles, and ineffective communication which has stalled the full implementation of theproject. Some of the problems facing the construction would have been avoided had there beeneffective communication between the stakeholders, and contractors, choosing a simpler designand sticking to the plan . However, steps are underway to complete the project despite thesetbacks.Project Objectives Noteworthy, the construction project was meant to replace and expand the hospital facilityto cater for the medical needs of the veterans (Mathews, 2016). Also, the project was aimed atproviding expanded and convenient health care services for veterans, both male and femalewithin Coloroda and its neighbor states.Problems due to ineffective scope management? Noteworthy, ineffective management of Colorado VA hospital has lead to high cost ofconstruction way above the allocated budget thus resulting in delayed completion(Olinger,2015).Due to a defective leadership, aesthetics pricing was overpriced. Despite beingaware of the overpriced costs, the management team did not heed to counsel thus the huge costoverruns on the project (Matthews,2016).Following leadership shortcomings of the managementteam, the construction project will be completed outside the allocated time frame and atoverpriced costs(Mathews,2016).
Project Management3 Formerly, the project was priced at $604 m but its estimated to cost $1.7 bn. Further, there isa funding deficit following the overpriced costs of the construction project. The dilemma ofinadequate funding could mean halted construction which denies the veterans timely use of thefacility. Moreover, the use of the IDC method proved difficult to implement due to lack ofprecedence in constructing VA facility. The discord between the management and thecontractors slowed down the construction process for two years due to inability to decide on thescope of the project(Deam,2014) thus halting the process when the contractor was released fromcontractual obligations.Why these problems occurred. Due to the adoption of the IDC approach by the construction agency despite lacking sufficientknowledge in the approach led to the lagging behind of the project (Olinger,2015).Further,failure to heed the warning of the adopting the IDC approach contributed to the failure of theproject. There was no cohesiveness and uniformed decision-making among the management ofthe VA Hospital which delayed the making of vital construction decisions. Moreover, also, theproject was being controlled by a designer and not the project Executive for the Hospital whichled to deviations from the project plan. Further, there was overpricing and lack of price control being exercised by the VAmanagement team. Also, ignorance of the forewarned high pricing by the management group ledto the untimely construction project .Following discord between the workers and the VAofficials, the construction process did not run smoothly .Further, the oversight role of theCongress on the project was ineffective and impotent thus the project proceeded withoutaccountability and control. Also, the untimely cooperation between contractor and designers on
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