Analysis of Integrated Infrastructure Project Management: Report

This report provides a comprehensive analysis of the new Royal Adelaide Hospital (nRAH) project, a significant infrastructure undertaking in Australia's healthcare sector. The project, a public-private partnership, faced challenges including delays and cost overruns. The report evaluates project l...Read More

Running head: INTEGRATED INFRASTRUCTURE PROJECT MANAGEMENT
Integrated Infrastructure Project Management
Name of the Student
Name of the University
Author Note

1INTEGRATED INFRASTRUCTURE PROJECT MANAGEMENT
Table of Contents
Introduction:...............................................................................................................................2
Approach of Project Leadership:...............................................................................................2
Project Risk and Mitigation Strategy:........................................................................................2
Supply Chain Management:.......................................................................................................3
Integration of Quality:................................................................................................................3
Tools that might can be used:.....................................................................................................4
Opportunities for Best Practice Improvement:..........................................................................4
Infrastructure Support System:..................................................................................................5
Conclusion:................................................................................................................................5
References:.................................................................................................................................6

2INTEGRATED INFRASTRUCTURE PROJECT MANAGEMENT
Introduction:
The project of the new Royal Hospital was the biggest infrastructure project in the
health care sector of Australia. This project was a public-private partnership project on which
the partnership is done between the government of Australia and SA Health Partnership Pty
Ltd. This project was unsuccessful in the sense that it failed to meet its projected deadline and
for that, the cost of the project increased.
In this document, the case study of the new Royal Adelaide Hospital will be evaluated
considering various aspects. In this document, project leadership will be evaluated and with
that risk of the project will be assessed. Also, the infrastructure support system, tools for the
project and the supply chain will be for the project will be evaluated.
Approach of Project Leadership:
In this project, the role of the project leadership has been done by the Operations
Board of the new Royal Adelaide Hospital. This main approach of the project leadership for
this project was the transition to the operational commissioning (Martland, 2012). Also, the
project leadership aimed to manage the integrated program of the new Royal Adelaide
Hospital.
In the project management function, the quality was integrated into the new Royal Adelaide
Hospital project by the quality management system. For the quality management system
quality control measures was used in the new Royal Adelaide Hospital project. This quality
control measure was used for developing the assurance matrix for the project. This actually
will provide high quality service to the project.

3INTEGRATED INFRASTRUCTURE PROJECT MANAGEMENT
Project Risk and Mitigation Strategy:
The project of the new Royal Adelaide Hospital was totally a risky project in almost
every aspect of the project. This project was carrying risks in the aspect of its cost,
complexity, the resource allocated and the scale of the project. This project was also risky in
terms of the main aim of the project which was sustainable development of the health care
services in the South Australia region (Krohe, 2008). The main assessed risk for the project
was the extension of the significant contractual completion date of the project which was
extended by 76 days.
For managing the risks of the new Royal Adelaide Hospital, there was a strategic
resister to the committee of the project (Penn & Parker, 2012). The register of the risk was
containing the list of the high, moderate and the low risk of the project. The project
management has done nothing to mitigate the risks of the project. This was because that the
information of the strategic register was vague and the sufficient understanding and convey
of the risk nature was absent in the strategic registers.
Supply Chain Management:
The supply chain of the new Royal Adelaide Hospital was managed by the project
management team by implementing connection through the local health network and by
providing state-wide services (Ellis, 2006). This services included distribution centre for the
SA health, the catalogue of SA health for the requisitioning purpose, associated functions for
logistics and health and support services.
There were serval difficulties in integrating the control process and the quality
management into the supply chain network of the new Royal Adelaide Hospital. The supply
chain network was used in this project for delivering health services to the community. This
difficulty occurred due to the project budget overrun.

4INTEGRATED INFRASTRUCTURE PROJECT MANAGEMENT
Integration of Quality:
In this project, the project leadership successfully integrated the quality into this
process. The project leadership integrated the quality into the process by giving focus on the
state-wide and evidence-based model of care (Rodgers, 2005). Also, the project leadership
used the health services of the state working in partnership and differently. Further, the
project leadership implemented the different type of initiatives to which unlocked the
capacity and improved the access and the use of the patients of the metropolitan region
hospital.
Tools that might can be used:
To aid the above tasks in the project of the new Royal Adelaide Hospital, two types of
tools might be used in the life cycle of the project. These tools are the contract management
framework with the contract management plans. A contract management framework is an
important tool in project management (Chen et al., 2009). This tool consists of some of the
complex functions. The main activity of the contract management can be divided into some
parts which are establishing a contract management team and governance. The other one is
the planning, establishment and execution of the contract administration.
The other tools are the contract management plan tool of the project management. This tool
helps the project to manage the risks effectively. Also, it helps to manage the expected
deliveries of the project and obligations (Marlow, Beale & Burn, 2010). By managing those
successful contracts are established that will fulfil the contractual requirement of the
agreement of the project. The main importance of this tool is that it will fulfil the functional
requirement of the new RAH.

5INTEGRATED INFRASTRUCTURE PROJECT MANAGEMENT
Opportunities for Best Practice Improvement:
There were opportunities in the project of improving the best practice of the project. In this
project, one of the best practice was the contract management practice. This practice can be
improved through project documentation (Ugarelli et al., 2010). In this documentation, it will
be recorded that which officers had project compliance responsibility with respective of
specific PPP clauses. Also, the regular report on the project compliance status can improve
the practice of the contract management practice.
The risk management practices can be also improved in this case. Eliminating the
inconsistence data from the risk register will improve the practices of the risk management.
Infrastructure Support System:
There was an infrastructure support system which was supported by the state
government by providing additional electrical supply to the new Royal Adelaide Hospital
project (Brätland, 2010). For this electrical infrastructure, the total budget of the state
government was the $3.4 million.
Conclusion:
From the above discussion, it can be concluded that the new Royal Adelaide Hospital project
is very much important for sustainable development in the healthcare system of the Southern
Australia region. In this discussion, project leadership approach has been discussed. Also, the
infrastructure support system in the project, tools in the projects, best practice improvement
opportunities, project risk mitigation strategy and the supply chain management has been
discussed properly. This discussion has been assessed that the project of the nRAH was failed
in the aspect of meeting the actual project deadline which raised the cost of the project.

6INTEGRATED INFRASTRUCTURE PROJECT MANAGEMENT
References:
Brätland, J. (2010). Capital Concepts as Insights into the Maintenance and Neglect of
Infrastructure. The Independent Review, 15(1), 35-51. From TUA library
databases: http://ezproxy.laureate.net.au/login?url=http://search.ebscohost.com/
login.aspx?direct=true&AuthType=ip,url,uid&db=bth&AN=51251767&site=eds-
live&scope=site
Chen, P., Scown, C., Matthews, H. S., Garrett, J. H., Jr., & Hendrickson, C. (2009).
Managing critical infrastructure interdependence through economic input/output
methods. Journal of Infrastructure Systems, 15(3), 200–210. Reprinted by permission
of the American Society of Civil Engineers via the Copyright Clearance Center.
Ellis, R. (2006). Decommissioning: Taking part of a system off-line doesn’t have to get out of
hand. Engineered Systems, 23(5), 26. http://www.esmagazine.com/articles/91903-
commissioning-decommissioning
Krohe, J., Jr. (2008). Our daunting to-do list: When it comes to infrastructure, we know the
problems. What are we going to do about them? Planning, 74(9), 6–13. From TUA
library
databases. http://ezproxy.laureate.net.au/login?url=http://search.ebscohost.com/
login.aspx?direct=true&AuthType=ip,url,uid&db=a9h&AN=34692084&site=eds-
live&scope=site
Marlow, D. R., Beale, D. J., & Burn, S. (2010). A pathway to a more sustainable water
sector: sustainability-based asset management. Water Science and
Technology, 61(5), 1245-1255. From TUA library
databases: http://ezproxy.laureate.net.au/login?url=http://search.ebscohost.com/
login.aspx?

7INTEGRATED INFRASTRUCTURE PROJECT MANAGEMENT
direct=true&AuthType=ip,url,uid&db=cmedm&AN=20220247&site=eds-
live&scope=site
Martland, C. D. (2012). Chapters 10 (Sec 10.1), 15, and 16 (Sec 16.3)
Penn, M. R., & Parker, P. J. (2012). Introduction to infrastructure: An introduction to civil
and environmental engineering, Chapter 13, Hoboken, N.J: Wiley.
PwC (2014). Asset Management 2020: A Brave New World. Retrieved
from http://www.pwccn.com/webmedia/doc/635277933169569542_am2020_feb2014.
pdf
Rodgers, T. L. (2005). An owner’s perspective on commissioning of critical facilities.
ASHRAE Transactions, 111(2), 618–626. From TUA library
databases. http://ezproxy.laureate.net.au/login?url=http://search.ebscohost.com/
login.aspx?direct=true&AuthType=ip,url,uid&db=a9h&AN=19414109&site=eds-
live&scope=site
Ugarelli, R., Venkatesh, G., Brattebø, H., Di Federico, & Sægrov, S. (2010). Asset
management for urban wastewater pipeline networks. Journal of Infrastructure
Systems, 16(2), 112–121. Reprinted by permission of the American Society of Civil
Engineers via the Copyright Clearance Center.