Overview of the Project

This project of the Brampton Civic Hospital will provide an accessible and open public hospital. This hospital will be equipped with advanced medical equipment and modern facility and this will serve the community by wide range of health services. This project will be executed in the Brampton City of Canada. This project is based on total area of 1.2 million sq ft facility. This projected hospital will provide 608 beds and 108 operating rooms. To elaborate on the public-private partnership project the case study of the Brampton Civic Hospital is selected in this case because it is a type of construction project based on the PPP model (Weber, Alfen & Staub-Bisang, 2016). Further, this project will elaborate the benefit of the project, impacts of the project and the planning related with the project. Also, project execution lessons and leadership lessons are assessed from the case study.

The main reason behind the proposal of the project is to replace the outdated hospital in these area which is built in the year of 1923. By replacing the old outdated hospital it actually helped to improve the quality of the healthcare services, speed, safety and the accountability (Robert et al., 2015). Another main reason behind the proposal of this hospital is to take one step ahead in the healthcare system as this project is the largest infrastructure project in the healthcare system of the Canada.

The main stakeholders related with the projects are the healthcare field academics, professionals who are working in the sector of healthcare, government officials, officials from other types of provinces and the consultants. To determine whether the stakeholders are benefitted or not from the project, a survey has been conducted. This survey is done by using the sample size of the 2300 professionals working in the healthcare department. Form the survey it is assessed that the project model which was the PPP model is not understood correctly. Also, lack of communication and project plan is determined. Thus benefit to stakeholders is not realized.

The project of the Brampton Civic Hospital is based on the public-private partnership. This type of public-private project creates job opportunity in the society which creates a positive impact (Amankwaa & Anku-Tsede, 2015). Also, this type of project helps the government to complete the project successfully. In many cases, the government may not be able to complete a project with utmost efficiency. In this type of cases, the government takes help from the private to complete the project successfully. Thus the project executes fast and efficiently. As this type of public-private partnership helps the project to execute fast and efficiently, generally this projects has a positive impact on society. In this case, the project failed to provide the strategic benefits. The cost of the project overrun and also there was communication gap between the stakeholders of the project.

Selected Project Analysis

The leadership of the project failed to address the negative impacts of the project. The main concern with the project was that the total cost of the project overrun. Some extra initiative could have been taken by the project leadership to keep the budget under the initial cost of the project (Sears et al., 2015). No actions were taken and this leads to the financial charges during the construction of the hospital.

All the three factors of the triple bottom-line were present in the project of the Brampton Civic Hospital. The three factors of the triple bottom-line were overlooked in the project planning stage. In the project planning stage, for the economic factor it was assessed that the total cost of the project would be $525 million CAD, but ultimately the project cost raised around $614 million CAD which was a negative factor on the Canadian economy. The project had a good impact in the case of the social impacts as this project created various type of job opportunity in the society (Elkington, 2013). For considering the environmental factor, the project of the Brampton Civic Hospital has used a huge amount of lands, and all of these lands are belongs to a suburban area. So in the case of the environmental factor of the land usage is high because the land is used in a busy area. All of these impacts were assessed in the project planning stage excluding the project cost overrun case.

The main problem with the project was that it failed to complete in the estimated budget of cost. Budgeting and forecasting the project in every stages could help the project to run in a fix budget (Cleden, 2017). Accurate forecasting with the estimated cost can help to fix the budget. With that as a backup contingency fund can be created. This contingency fund can be used in the emergency cases which will help to run the project normally (Hwang, 2016). Also, dividing the projects into some groups or parts could have been increased the execution process of the project.

The project of the Brampton Civic Hospital was actually implemented a good way but it failed to address some of the cases of the project. The planning model of the PPP project was not properly cleared to its stakeholder and for this reason communication gap raised between them. So, it is assessed that the leadership if the project must clearly state the project objective to the stakeholders. Also it is assessed that better relationship is required to execute the project efficiently (Redick et al., 2014).With that the project cost overrun which is another negative aspect of the project. So proper planning initiation is required for the project form the project leadership. Thus the doubts about the project remain intact between the project stakeholders who must be cleared to execute the project successfully. In this project, transfer of risks is done in a proper way which helped the project to execute efficiently. So, from the lessons it is analysed that the risk management and the risk transfer are the important aspects of managing the project.

References:

Amankwaa, A., & Anku-Tsede, O. (2015). Linking transformational leadership to employee turnover: The moderating role of alternative job opportunity. International Journal of Business Administration, 6(4), 19.

Cleden, D. (2017). Managing project uncertainty. Routledge.

Elkington, J. (2013). Enter the triple bottom line. In The triple bottom line (pp. 23-38). Routledge.

Hwang, S. (2016). A Bayesian approach for forecasting errors of budget cost estimates. Journal of Civil Engineering and Management, 22(2), 178-186.

Redick, A., Reyna, I., Schaffer, C., & Toomey, D. (2014). Four-factor model for effective project leadership competency. Journal of Information Technology and Economic Development, 5(1), 53.

Robert, G., Cornwell, J., Locock, L., Purushotham, A., Sturmey, G., & Gager, M. (2015). Patients and staff as codesigners of healthcare services. Bmj, 350, g7714.

Sears, S. K., Sears, G. A., Clough, R. H., Rounds, J. L., & Segner, R. O. (2015). Construction project management. John Wiley & Sons.

Weber, B., Alfen, H. W., & Staub-Bisang, M. (2016). Infrastructure as an asset class: investment strategy, sustainability, project finance and PPP. John wiley & sons.