PROFESSIONAL PROJECT MANAGEMENT
PROFESSIONAL PROJECT MANAGEMENT
Comprehensive Project Management Services:
Execute project management of all tasks being carried out over the Period of Performance (PoP) of the project including Project Management Services and support for tasks being executed by the owner in support of the effort.
The initial outfitting and transition effort is non-linear in nature requires a multitude of tasks to be executed simultaneously, it is the requirement to manage these many facets through effective, efficient, project management resulting in timely completion of services.
Comprehensive Project Management services are necessary to support the specialized transition and activation activities regarding the equipping of the facility, maximizing standardization of equipment and supplies, training, provisioning of the facility, transition of patients, and relocating staff, supplies, equipment and records.
Provide a Project Management Plan (PMP) for review and approval within the sixty (60) calendar days of contract award.
The Project Management Plan shall address the main knowledge areas as defined in the latest version of the Project Management Body of Knowledge (PMBOK).
The PMP shall be a living document; all changes must be coordinated with and approved.
Provide transition services supporting the relocation of staff office files and equipment, implementing standardization decisions, providing warranty documentation for all new equipment, commissioning, and training on all new equipment, as well as decommissioning planning and activities for the equipment determined to not be utilized in the new facility.
Fully complete all work as required to meet the functional occupancy date (FOD) milestone date.
Sequence the work to meet various transition and outfitting milestones as determined in coordination with the construction Contractor and the Owner.
Have an on-site project management planning conference with the owner on-site on/about 2 weeks after the NTP is issued, to develop a PMP framework for the project with team stakeholder participation.
Receive and incorporate into their PMP the key processes being developed by Pre-Planning Stakeholders. These will document the processes for equipment planning; information management; hospital logistics; transition planning; training; governance; and other essential tasks as determined during pre-planning.
Phasing Plan:
Submit in conjunction with an integrated master schedule (IMS) a Project Phasing Plan. The plan shall establish the approach to phasing, including at a minimum the key organized project phases such as outfitting, transition services, activation, and turnover.
Project Integration Plan:
Take the results of all other related planning processes and put them into a consistent, coherent Project Integration Plan.
The Project Integration Plan incorporates all of the planning deliverables into the project management efforts for execution.
Plan appropriately for the work breakdown of the project tasks and activities and ensure they are carried out.
Integration of change control across the multiple sub-plans is shall be part of the plan for integration.
Ensure all of the work activities and tasks are included in the project in order to accomplish the project successfully in a Scope Management Plan.
Develop the process to accomplish the identified work and scope as well as the process to incorporate changes to the scope in accordance with the Change Management Plan.
Risk Management Plan:
Include an itemized listing of project-specific risks, challenges and perceived problems that are anticipated to threaten the project.
Risks identified shall include probability of occurrence, and level of impact. With each risk specified, list their proposed solution to mitigate or resolve the risk/challenge/problem.
Risk Management should be a regular coordination meeting agenda item to ensure Risks are being managed per the RMP.
Scope Management Plan:
Develop the plan to ensure all of the work activities and tasks are included in the project in order to accomplish the project successfully.
Develop the process to accomplish the identified work and scope as well as the process to incorporate changes to the scope in accordance with the change management portions.
Change Management Plan:
Include processes for change management between owner, general contractor and other key stakeholders.
Time Management Plan:
Develop a plan to establish a project schedule that will ensure timely completion of the project. The major product of the Time Management Plan is the Initial Outfitting Master Schedule.
Cost Management Plan:
Develop a plan to execute the project within budget.
Develop a rough order of magnitude (ROM) of costs for medical equipment, Furniture, Fixtures & Equipment (FF&E) and IM/IT equipment requirements as determined during the planning phase of the project.
Develop a structured budget execution methodology wherein the project will be managed to determine requirements, establish resource needs, analyze costs, and conform to fiscal policies and budgets.
Quality Management Plan:
Incorporate the processes, practices and actions that will lead to the desired results for the project.
Incorporate quality standards into a plan to describe how standards are met.
Develop a project quality evaluation process, that will assess regularly whether standards are being met and to identify causes of failing metrics to determine a solution to be incorporated into management plans.
Communication Management Plan:
Develop as part of a management plan several aspects of project communications: communications planning, information distribution, performance reporting, and administrative closure.
Develop the plan to determine the information needs of the stakeholders, who, when and how information will be transferred.
Timeliness of new information and efficient distribution is a key attribute of the plan.
Knowledge management of information, facilitation of workflow, documentation of decisions, and archival of contract efforts (this would form part of the close-out documentations).
Project Meetings
Attend all coordination and Planning Meetings, and scheduled reviews in order to appropriately monitor the project and ensure scheduled occupancy activities.
Responsible for coordinating, facilitating and planning meetings related to Initial Outfitting and Transition.
Provide Group Facilitation Services to key stakeholders and working groups across the facility/project. Guide groups to consensus by identifying requirements, facilitating group discussion and documenting the process by which the decision was reached as well as the final decision.
Coordinate the use of conference rooms and audio/visual support as needed for these meetings. Provide the teleconferencing service and call-in numbers and host the meetings.
Establish reoccurring meetings to review project status, risk issues/items checklist, schedules, and issues affecting IO performance.
Include a six week Look Ahead Of Scheduled Activities, an assessment of work not completed to date and proposed corrective actions, an issues log prioritized with items requiring immediate action, and review of the status of submittals.
Meetings may occur more frequently as IO&T activities near the occupancy timeframes.
Assure that all Appropriate Personnel Attend each established meeting either telephonically or in person, establish the roles of staff members dependent on the type of meeting.
Be available to attend meetings in person as necessary.
Determine the total number of personnel required to attend meetings in person to support successful execution of the work for any given meeting.
Ensure that the appropriate personnel are available during meetings whether in person or telephonic to address customers’ concerns or the concerns of other parties involved in the work or discussion topic identified.
Provide for the PREPARATION AND DISTRIBUTION OF MEETING MINUTES and sign-in sheets/rosters for all meetings attended.
Meetings and associated documentation shall include in person meetings, conferences, site inspections, and teleconferences.
Meeting minutes should include the agreement reached, and “due-outs” or assigned tasks to specific personnel so that each meeting has a result.
Assigned tasks should be tracked for when information is due and who is responsible. set up day-to-day meetings at the project location as needed for efficient management of work and to meet the project milestones as specified for each portion of the project.
Provide a clear status of the overall project, associated tasks, and risks/resolution matrix.