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PROJ6011 Integrated Infrastructure Project Management

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PROJ6011 Integrated Infrastructure Project Management

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Course Code: PROJ6011
University: Laureate International Universities

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Country: United States


For this assessment and adopts a case study approach and focuses on the implementation and decommissioning phases of an integrated infrastructure project.
Draft report which includes an introduction and the section which outlines and addresses the project life cycle.


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

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.
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.
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.
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.
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.
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.
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).
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.
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.
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. https://ezproxy.laureate.net.au/login?url=https://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. https://ezproxy.laureate.net.au/login?url=https://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. https://ezproxy.laureate.net.au/login?url=https://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. https://ezproxy.laureate.net.au/login?url=https://search.ebscohost.com/login.aspx?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. https://ezproxy.laureate.net.au/login?url=https://search.ebscohost.com/login.aspx?direct=true&AuthType=ip,url,uid&db=edsgao&AN=edsgcl.191855321&site=eds-live&scope=site

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