CIS 517 Assignment 1

Topics: Project management, Construction, Hospital Pages: 7 (798 words) Published: June 17, 2014


Week 2 Assignment 1: IT Project Management Assessment
CIS5107– IT Project Management
Instructor: Dr. Darcel Ford
April 22, 2014

Abstract
The Nemours Children Hospital project was a finalist in the 2013 PMI Project of the Year awards. The Project management team was Stanley Beaman and Sears and it had a budget of $260 million dollars. The project management team kept their ethical guideline to build a hospital for children and their parents and remained within their stated budget. They kept in mind the fact that end it was a children’s hospital and kept that fact (beside the budget) uppermost in their mind. The result was a well thought out, beautiful, and functional hospital that has the health of children, both now and the future, in mind.

Project Management Practices
The project management team decided to align outpatient and inpatient care in a single building, whereas these functions are typically housed separately. Veronique Pryor, project manager, and the Nemours team established special programs for the family to help with the adjustment period once patients are able to return home. The design team built a fully functional “preview center,” a mock-up of the patient room, and once a week the council provided feedback on each design element as it progressed. The project team also relied on rigorous change management processes to handle the viewpoints of the over 700 physicians and other employees hired in the final months of the project. Since this was a place for children, a family advisory council combined input from families that had been visiting a Nemours Foundation multispecialty physician practice in central Florida and had the experience of being with their children in a hospital setting, giving it the feel that it needed to keep children comfortable. (Matambanadzo, S., 2013) The hospital’s full range of stakeholders was consulted including practitioners, administrators, and a family advisory committee of parents and children, culminating in the project’s architectural solutions. To welcome and invite family involvement, the hospital implemented a 24-hour visiting policy. This led to strategies such as patient rooms with overnight accommodations for two parents, laundry facilities, and a concierge desk in the elevator lobby of each patient floor. Ample lounges and playrooms overlook and give access to extensive outdoor spaces designed for respite and recreation. (StanlyBeman&Sears, 2013) Role, Management Settings, and Obstacles

The team had created its original $32 million equipment list back in 2008. Two years later, when the team was ready to order the 9,000 plus items from the list, the changing nature of medical technology meant some of the desired pieces no longer fit into the spaces they were designed for. The management team held an equipment summit, and Project leaders called together stakeholders from across the team, from the construction manager to purchasing experts, each and every stakeholder weighed in. The materials management department knew what items they could get from vendors below list price and the construction team showed them where we could modify interior walls and where we could not. From that summit, the project team created a tightly controlled change-control process to vet requested equipment changes. The project team’s change management practices not only stopped equipment needs from breaking the budget ($260 million) but also prevented stakeholder feedback from creating scope creep. Ms. Susan Voltz, PMP, senior director, strategy and project management, from Nemours said “We were designing a hospital, creating all the operational processes, starting to procure equipment, procure and install IT systems, go through regulatory processes, designing space and creating space—all without the input of the key physicians and clinicians who would actually be using the space.” (La Plant, L., 2013) Each hire brought knowledge and expertise that could...


References: La Plant, L. (2013). Having a Voice in a Hospital Project. Retrieved from
http://www.pmi.org/Knowledge-Center/PM-Network/2013/project-award-finalist-stakeholders.aspx#sthash.k0EQ2B9a.dpbs
Matambanadzo, S. (2013, March 19). Model Update - Nemours Children 's Hospital.
Retrieved from http://www.healthcaredesignmagazine.com/article/model-update-nemours-childrens-hospital
Miller, C. (2013, October 28). Insider Tips from the Project of the Year Award Winner and
Finalists. Retrieved from http://blogs.pmi.org/blog/voices_on_project_management/2013/10/insider-tips-from-the-project.html
StanlyBeman&Sears. (2013). The Nemours Foundation Nemours - Children’s Hospital.
Retrieved from http://stanleybeamansears.com/project/nemours_childrens_hospital/
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