Project Management for Hospital Construction Project

This document discusses project management techniques and strategies for a hospital construction project. It covers stakeholder analysis, building stakeholder relationships, stakeholder engagement assessment matrix, project communication matrix, and project meeting plan. The document also includes an issues log and a plus-delta evaluation.

Running head: PROJECT MANAGEMENT
Project Management
Name of the Student
Name of the University
Author Note

1PROJECT MANAGEMENT
Table of Contents
Introduction:...............................................................................................................................2
1. Stakeholder analysis for the project:......................................................................................2
2. Activities for building stakeholder relationship:....................................................................6
3. Stakeholder engagement assessment matrix:.........................................................................7
4. Project communication matrix:..............................................................................................9
5. Project Meeting Plan:...........................................................................................................10
Conclusion:..............................................................................................................................13
References:...............................................................................................................................14

2PROJECT MANAGEMENT
Introduction:
Every construction project of an organization is used for development of a particular
structure or a building. Construction projects are the mixture of the process which includes
the tangibly assembling as building or an infrastructure (Hardin & McCool, 2015). The
construction projects are not a single project, this projects holds various types of small
projects also or mini projects. In a successful construction project it must be executed by
using an effective planning and in a cost-effective manner. All of the construction project
requires some elements which are the most important for successful completion of a project.
This elements are the logistics scheduling, building materials and safety of the construction
site.
In this document the selected project is a hospital construction project. For the proper
evaluation of the project a stakeholder analysis plan will be developed for the selected
project. Following that activates will be described which are required for the building
relationship with the core team. Next stakeholder engagement assessment matrix will be
developed and also the communication matrix will be also developed. Further, project
meeting document will be created in this document.
1. Stakeholder analysis for the project:
Project stakeholder analysis of hospital construction project
Internal External
Affected by project process Craft:
 Site Joiner
 Shop fitter
 Wood machinist
 General construction
 Roofer
 Scaffolder
 Local, and
National
authorities and
governments
 Social Services
 Special interest
group
 Union
 Competitors

3PROJECT MANAGEMENT
 Plant Mechanic
 Labourer
 Bricklayers
 Ceiling Fixer
 Thatcher
 Plasterer
 Steel erectors/structural
 Painter and Decorator
 Demolition Operative
 Plant Operator
Technical:
 Architectural Technician
 CAD operator
 Construction Technician
 Civil Engineer
 Plant Technician
 Roofing Technician
 Estimator
 Buyer
Statutory authorities:
 Planning authorities
 Transport and Infrastructure
 Coastal Authorities
 Building Control
department:
 Emergency services
 Pressure groups
 Trade associations
 Suppliers
 Marketing Procurement
 Regulatory authorities
Professional group:
 Project Manager
 Architects
 Building Surveyor
 Site Foreman
 Planner
 Quantity Surveyor
 Geospatial Modeller
 Construction Manager
 Hydrographic Surveyor
 Site Supervisor
 Structural Engineer
 Environmental
 Environmentalists
 Local communities
 The general public
 Interests groups
 Regulators
 Real estate owners
 Nearby residents
 Trade and industry

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 Town Planner
 Contracts Manager
 Managing Director
 Chairman
 Facilities Manager
 Commercial Manager
Investor in the project
Medical team:
 Doctors
 Dieticians
 Discharge Co-ordinators
Non-medical team:
 Nurses
 Domestic Staff
 Receptionist Staff
 Security
 Ward Clerks
 Ward Managers
Affected by project results
 Investor
 Internal customer
 Craft
 Users
 Client
 Competitors
 Special interest
group
 Public
 Doctors
STAKEHOLDER IDENTIFICATION AND PRIORITIZATION MATRIX
WHAT IS
IMPORTANT TO THE
STAKEHOLDER
STAKEHOLDER STAKEHOLDER STAKEHOLDER
POWER PROEJCT MANGER SPONSOR

5PROJECT MANAGEMENT
INTEREST PROEJCT MANGER TECHNICAL TEAM
INFLUENCE PROEJCT MANGER TEAM LEADER
IMPACT ALL THE INTERNAL
STAKLEHOLDER
EXTERNAL
STAKEHOLDER
URGENCY PROEJCT MANGER SPONSOR TEAM LEADER
LEGITIMACY PROEJCT MANGER SPONSOR EXTERNAL
STAKEHOLDER
TOTAL 6 5 3
PRIORITY KEY KEY OTHER
STAKEHOLDER MATRIX
INTEREST IN
PROEJCT
STAKEHOLDER
PRIORITY
PRIORITY MITIAGATION
STRATEGY
POWER PROEJCT
MANGER ,SPONSOR
Key Assess the requirement
INTEREST PROEJCT
MANGER,TECHNICAL
TEAM
Key Improvement throughout the
project
INFLUENCE PROEJCT MANGER,
TEAM LEADER
Other Take input and assess
properly in terms of project
goal and objective
IMPACT ALL THE INTERNAL
STAKLEHOLDER ,
EXTERNAL
STAKEHOLDER
Key Improvement throughout the
project

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URGENCY PROEJCT MANGER,
SPONSOR , TEAM
LEADER
Key Create proper schedule and
modify as required with
approval from the
stakeholders
LEGITIMACY PROEJCT MANGER,
SPONSOR , EXTERNAL
STAKEHOLDER
Key Assess issues, opportunity
for improvement and
integrate with project
2. Activities for building stakeholder relationship:
PROJECT DECISSION MAKING GUIDE
METHOD WHEN
Decision taken by sponsor Critical decision is needed for project
Project requires huge financial investment
Project requires large financial planning
Decision provided by project manager Project requires critical decision and
modification is not possible in the tie schedule
Decision take by functional manger Project requires detailed input regarding
project functioning for designing plan for
project progress
Discussion between core teams and decision
taken by project manger
Project requires core team value for effective
execution of the project
Involvement of core technical team Technical details plays an key role for project

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integration and execution
Recommendation provided by one or two team
members
Detailed investigation is required and team
value plays a critical role for project success
Decision taken by one or two team members Detailed investigation is required, however no
need for team input
3. Stakeholder engagement assessment matrix:
STAKEHOLDER ENGAGEMENT ASSESSMENT MATRIX
Stakeholders Unaware Resistant Neutral Supportive Leading
Craft team B
Technical team A B
Medical team A
Non-medical team C B
Project investor C B
Statutory
authorities
Departmental team B
Local, and
National
authorities and
governments
A B

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Environmentalists
Local communities
C B
The general public
Interests groups
B
Real estate owners B A
Nearby residents B A
Trade and industry A
Social Services C
Environmental
regulators
B B
Special interest
group
C
Union B A
Competitors B

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4. Project communication matrix:
PROJECT COMMUNICATION MATRIX
Stakeholder Learn from Share with Timing method Owner
Project team
(crafts team,
technical team,
professional
group )
Mistakes and
priority
Detailed status of the
project including Proper
schedule for the project,
cost for the project, risk
analysis and mitigation
plan and project quality
and control measures and
overall project progress
Weekly Email,
intranet,
push
message
Team
leads
Project team
(crafts team,
technical team,
professional
group )
Mistakes and
priority
Collaboration As
required by
the project
Email,
intranet,
push
message
Team
leads
Project team
(crafts team,
technical team,
professional
group )
Requirement and
progress of
project
Collaboration Every
alternative
week
Meeting Project
manager

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Sponsor and
investor
Mistakes and
priority
Approval for the project as required Email/
voice
mail
Project
manager
Sponsor and
investor
Mistakes and
priority
Project status Monthly Meeting Project
manager
Vendors Requirement and
priority
Detailed project status Weekly Email Project
manager
Vendors Project progress
and success
Collaboration As
required
Email Project
manager
5. Project Meeting Plan:
Project Meeting Agenda
Project Team: Architects. Date: 16/11/18 Time: 11:00 am. Place: Sydney, Australia
PURPOSE: Review of design plan of the hospital.
Topic Person Time
Review Agenda James Smith 2 min
Summary David Jones 5 min
Meeting Evaluation Grace Williams 2 min
Project Meeting Minutes
Project Team: Architects. Date: 17/11/18 Time: 11:00 am.
Members Present: David Jones, James Smith, Grace Williams, Luke Brown, Jackson

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Wilson, Erin Tylor and Chris Johnson.
Decision Made: The hospital will be constructed with fire-resistive design.
Issues Log:
Resolved Issues: Communication gap between the design team and the architect team.
New Issues: Bad organizational structure.
Action Item Person responsible Completion Date
Productivity Increment Luke Brown 5/12/18
Contractor Selection Chris Johnson 12/12/18
Granting Permission Erin Tylor 28/11/18
Site Evaluation Grace Williams 25/11/18
Meeting Evaluation:
From the meeting it has been evaluated that the construction of the building project will
follow the fire-resistive design. The fire resistive design will make the hospital less
vulnerable to the fire (Zhang & Li, 2015). This decision has been made because there are
various past fire cases in hospitals. The previous resolved issues and the new issues in the
project is discussed. Some actions which are needed for the project is described in the
meeting.
Project Issues Log
Open Issues
Name Date Opened Originator Potential Impact Progress
Governmental
Objection
5/8/18 State
Government
Delay in project Government will
send approve

12PROJECT MANAGEMENT
letter within two
weeks
Increased
Project Cost
9/9/18 Project Delay Financial
problems
Meeting with the
stakeholders has
been done and the
project budget
approval will be
done within one
month.
Unpaid
Workers
15/10/18 Financial
Problems
Temporary halt
of the project
Half of the
payments has
been done, after
full payment the
project will
execute normally.
Closed Issues
Name Date Opened Originator How Resolved Date Closed
Communication
Gap
5/8/18 Team
management
Follow up has
been taken of
the team
members
14/9/18
New
Technology
Implementation
5/8/18 Engineer Team Proper training
has been given
7/9/18
Height Related 9/10/18 Construction Proper caging 20/9/18

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Safety issue Team has been done
in the outer
portion of the
building.
Project Meeting Plus-Delta Evaluation
+ Δ
The project meeting was well organised as
all the risk factors of the projects are
evaluated in the meeting and the mitigation
technique has been assessed in the meeting
(Alarcón, 2014). There are some project
issues which are opened. The progress of
mitigation of those risks has been assessed.
Also, how the other issues has been closed
is assessed. In the next meeting discussion
about this risks can be continued.
The project can be improved by previously
assessing the risks related with the project.
In this meeting the design team and the
engineering team can be included for better
collaboration among them (Tenera & Luís
Carneiro, 2014). This might be improved
the overall performance of the project.
Conclusion:
From the above discussion it can be concluded that the project plan development is
very much essential for competition of a project effectively. In this document the considered
project is the hospital construction project. To develop a project plan effectively stakeholder
analysis has been done in this document. Following that activities for relationship building is

14PROJECT MANAGEMENT
described. Stakeholder engagement matrix has been also done in this document. Further, a
communication matrix and a document for the project meeting has been successfully
developed.

15PROJECT MANAGEMENT
References:
Alarcón, L. (2014). Lean construction. CRC Press.
Andriof, J., Waddock, S., Husted, B., & Rahman, S. S. (2017). Unfolding stakeholder
engagement. In Unfolding stakeholder thinking (pp. 19-42). Routledge.
Bourne, L. (2016). Stakeholder relationship management: a maturity model for organisational
implementation. Routledge.
Hardin, B., & McCool, D. (2015). BIM and construction management: proven tools,
methods, and workflows. John Wiley & Sons.
Kerzner, H., & Kerzner, H. R. (2017). Project management: a systems approach to planning,
scheduling, and controlling. John Wiley & Sons.
Missonier, S., & Loufrani-Fedida, S. (2014). Stakeholder analysis and engagement in
projects: From stakeholder relational perspective to stakeholder relational
ontology. International Journal of Project Management, 32(7), 1108-1122.
Ruesch, J., Bateson, G., Pinsker, E. C., & Combs, G. (2017). Communication: The social
matrix of psychiatry. Routledge.
Svejvig, P., & Grex, S. (2016). The Danish agenda for rethinking project
management. International Journal of Managing Projects in Business, 9(4), 822-844.
Tenera, A. M. B. R., & Luís Carneiro, P. (2014). A Lean Six Sigma (LSS) project
management improvement model. SELECTED PAPERS FROM THE 27TH IPMA
(INTERNATIONAL PROJECT MANAGEMENT ASSOCIATION), 912-920.

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Zhang, Q., & Li, V. C. (2015). Development of durable spray-applied fire-resistive
engineered cementitious composites (SFR-ECC). Cement and Concrete Composites, 60, 10-
16.