NEW ROYAL ADELAIDE HOSPITAL PROJECT

PROJECT MANAGEMENT DOCUMENT

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TABLE OF CONTENTS
Topics Page No.
Executive Summary 3
1. Scope Statement 4
2. Project Milestones 6
3. Work Breakdown Structure and Budget 7
4. Project Management Plan 8
5. Quality Management Plan 11
6. Stakeholder and Communication Engagement Plan 12
7. Procurement Management Plan 14
8. Risk Management Plan 15
Appendix-1 REQUIREMENTS TRACEABILITY MATRIX 16
Appendix-2 INSPECTION REPORT 17
Appendix-3 WORK PERFORMANCE INFORMATION REPORT 18
Appendix-4 PERFORMANCE ASSESSMENT REPORT 20
Appendix -5 AUDIT REPORT 21
Appendix-6 NON-CONFORMANCE REPORT 24

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EXECUTIVE SUMMARY
South Australia 's flagship tertiary level health care provider, providing 700 overnight and 100 same-day beds,
is the new Royal Adelaide Hospital (RAH). For several years, Arup was involved with the $1.85 billion
initiative, co-locating our workers inside the office of the SA Health Project, establishing a high-performing
team to help execute the project.
Arup provided a range of project management and technical services for almost 10 years before opening, using
our broad global knowledge network to advise SA Health on Public Private Partnership (PPP) procurement and
management processes to help achieve best practice in the design of healthcare facilities.
Following are the aims of the project:
 The project should be in compliance with South Australia's private hospital construction guidelines.
 Project should be executed within the given timeframe and budget
 Project should comply with the requirements of the stakeholder
Project Board Members

Key Milestones
The project is supposed to initiate on April, 2013 and end on September, 2017.
Project Budget
The overall project budget is $ 1.8 billion

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1. SCOPE STATEMENT
Threats and Opportunities
The extension of the current facilities was not possible, but a substantial and immense investment was needed
for the new facility. Established in 1840, the hospital has been extended many times in the past and allows no
space for potential growth. Therefore, a new hospital was recommended in a different venue. The master plan
was announced in April 2008 for the new Royal Adelaide Hospital (formerly known as the Marjorie Jackson
Nelson Hospital Master Plan).
Project Deliverables
The list of deliverables are as follows:
S. No Deliverable Scope of work
1 Single Patient rooms (700) Earthwork, Structuralwork, InteriorWork, MEP
2 Single Patient Bathrooms (700) Earthwork, Structuralwork, InteriorWork, MEP
3 Operations Theatre (40) Earthwork, Structuralwork, InteriorWork, MEP
4 Recovery Spaces (181) Earthwork, Structuralwork, InteriorWork, MEP
5 Emergency Treatment spaces (78) Earthwork, Structuralwork, InteriorWork, MEP
6 20 Out -Patient Treatment Rooms Earthwork, Structuralwork, InteriorWork, MEP
7 6 Large Out-Patient Counselling Rooms Earthwork, Structuralwork, InteriorWork, MEP
8 Medicine Dispensary Earthwork, Structuralwork, InteriorWork, MEP
9 Public Restaurant Earthwork, Structuralwork, InteriorWork, MEP
10 Small Public Restaurant Earthwork, Structuralwork, InteriorWork, MEP
11 Fitness Center Earthwork, Structuralwork, InteriorWork, MEP
12 Reception Area Earthwork, Structuralwork, InteriorWork, MEP
13 Administration Area Earthwork, Structuralwork, InteriorWork, MEP
14 2300-Car Parking Area Earthwork, Structuralwork, InteriorWork, MEP
15 Landscaping Earthwork, Structuralwork, InteriorWork, MEP
16 Resuscitation Space (8) Earthwork, Structuralwork, InteriorWork, MEP
17 Bank Earthwork, Structuralwork, InteriorWork, MEP
18 Crèche Earthwork, Structuralwork, InteriorWork, MEP

Out of Scope Items

The items which are not in the project management scope include:
 Current Escalation
 Subsoil Drainage
 Imported Fill
 Green Building Requirements
 The Architectural design of the building
 Advertisements
 GST
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 Operations and Maintenance

Constraints in the project
No cost overrun should arise.
Plan budgets are limited.
There will be 5 working days a week and it will be called a weekend on Saturday-Sunday.
Assumptions in the project
1. The project manager is available for all types of drawings, such as architectural, structural and building,
at the time of project initiation.
2. Infra-Red Capital, Leighton Infrastructure Investments, John Laing Investments, Lloyds Bank and
Macquarie Capital Investments are financing the initiative.
3. When the buildings are finished, the project manager will be kept accountable.

4. PROJECT MILESTONES
Milestones Date
Release Master plan April, 2008
Receive Bids and finalize December, 2010
Construction Initiated April, 2013
Project Team Orientation May, 2013
Finish Site Preparation December, 2013
Complete the Structure work of the building August, 2015
Complete the interior work of the building October, 2016
Complete the full construction work of the November, 2016
building
Finish the Landscaping work December , 2016
Complete the procuring work of the vital tools April, 2017
and equipments
Finish Construction September, 2017

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5. PROJECT MANAGEMENT PLAN

Project Management Methodology
In this project, waterfall project management approach will be used and all the PMBOK protocols will be
implemented. The project explicitly specifies the limitations, scale, deliverables, benchmarks which will serve
as a benchmark at the time of implementation.
Scope Management Plan
The following are included in the project scope:
• Mission Specifications
• Definition of scope
• Deliverables of project
• Project Achievements
• Scope of control
• Master Plan of the Project
Project Requirements
 Stakeholder Requirements:
o New Royal Adelaide Hospital Requirements Profile
o Green Building Consultation
o Private Hospitals Code of Conduct
o Royal Adelaide Strategic Plan
o Architect Consultation
o Customer Profile Validation Plan
o Material Grade Reports

 Project Requirements
o Important milestones of the project
o Drawings and Layouts
o Training Programs
o Auditing reports focused on quality
o Material Reports
o WBS
o Financial budget plan
Project Documentation
The project documents needed are as follows:
Requirement for Stakeholders
• Project Requirement
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• Quality Policy
• Private hospital Code of Conduct
• Report of recommendations from local authorities

Scope Description
The description of scope refers to the necessary requirements and constraints that can be inferred by the major
stakeholders of the project.
The inputs to scope description include:
 Given case
 Layout plan of the project
 Requirements of the stakeholders
 Constraints of the project
Methodology used for the scope finalization
The scope was finalized by the regular consultations of the project manager with the project members to agree
on the scope of the project. Each steering committee stakeholder is unnecessarily justified by the statement of
reach.
Chances and statements of risks, milestones, outcomes, targets, limitations and assumptions are included in the
production of the Scope Document.
Structure of Job Breakdown
The layout of the job breakdown tends to break down difficult tasks into basic tasks that are easy to execute.
The contributions to the framework of the job breakdown, however, include:
• Document of case study
• Guide to PMBOK
• Declaration of scope
Methodology used to finalize the Work Break down Structure
The WBS is constructed on the basis of the costs provided in the case. The breakdown is done in line the
requirements of the building.
Scope Validation
The scope will be measured against the scope declaration accepted by all the project's stakeholders. The work
breakdown structure, work output matrix and project specifications sheet are, therefore, the contributions to the
scope validation.
Scheduling and Cost Management Plan
According to the guidance stated in the PMBOK guide, the scheduling and cost control will be handled. The
management inputs, however, are the ICOR model and the PMBOK Guide.

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Methodology: The operations are planned to break down into basic operations and will be allocated against
them with the estimated time period.

Estimate of Expense
A clear record of the costs of planned operations is used in the cost estimate. However, the tools list, task
breakdown structure and operation schedule are the inputs for calculating costs.
Budgeting of Expenses
To understand the distribution of cash throughout the project, a cash flow profile will be created. The cost
forecasts and master plan timetable, however, are the inputs.
Outputs:
Cost Control and Scheduling
In order to check project performance, project delays and resource allocation costs will be monitored, but the
inputs to this process are project management plan, PMBOK guidelines, WBS and cost estimates.
Cost-controlling methodology:
Based on the set earning rules, earned value metrics would be used to monitor the cost, such as 0 percent if
work has not yet begun, 50 percent if work has been started and 100 percent EVM if work has been completed.

6. QUALITY MANAGEMENT PLAN

To control the efficiency of the processes involved in the project, the PMBOK Guide was used. The quality
management plan components include the record of quality assurance and the quality control document.
The Consistency Strategy
PMBOK guide, stakeholder-agreed specifications, Private Hospital Building Code of Ethics, Work Breakdown
Structure and Scope Declaration are the contributions to quality policy.
Adopted Methodology:
Continuous analysis of project work in conjunction with the deliverables of the project, the PMBOK Guide and
other relevant documentation referred to in the above inputs.
The outputs will be recorded in the form of quality metric document shown below:
S.No. Metrics Criteria
1 Allowed Overtime Less than 6 hours per week
2 Rework Less than 3%
3 Rework Costs Less than 7%
4 Average Life of Construction Between 10 – 15 years
Materials
5 Project Manager Experience More than 10 years

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Methodology Adopted:
Daily recruitment of staff and close oversight, as per the process review guidelines.
Analysis of the root cause will be carried out in advance to evaluate the causes and consequences.

7. STAKEHOLDER COMMUNICATION ENGAGEMENT PLAN

The key essence of this strategy is to treat all project stakeholders on the basis of their project impact. The
inputs are, however, dependent on the case study supplied.
Adopted Methodology:
The stakeholders are handled using the Power Interest Matrix. Based on their authority and power, the
stakeholders would be divided into quadrants.

Stakeholders Major involvement in Connection Follow-up activity

the tasks methodology
CFO Share data such as cost Participation in Will be engaged at
analysis survey, survey financial talks evaluation meetings
on vendor ranking as a primary
stakeholder
Project Manager Share updates on a Involvement during The project manager
weekly basis on the the project in any tiny is responsible for
progress of the project and crucial monitoring and
under way. conversation reporting to the team
and the CEO
Team Members Recording all aspects of Regularly consulting The data tracking and
job events closely with the communication with
Project Manager external partners such
as vendors and
installers are the
responsibility of the
team members.
CEO Share relevant reports Participation in main Will be engaged at
such as Comparative stakeholder meetings evaluation meetings
energy consumption, to increase awareness as a primary
assessment of Vendor among stakeholders stakeholder
Ranking, of the benefits of the
Implementation Report, initiative.
Closure Report of
Project
Environment Discuss the energy Involvement with the Examination of the
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Certification conservation criteria for CEO and Project study on comparative

Agency Green Certification Manager in main energy analysis and
stakeholder meetings awarding certificates
after the closure of
the project

This process helps in engaging all the stakeholders as per the requirements of the stakeholder communications
plan.
The outputs of the process include Stakeholder Engagement Communication and Power Matrix.

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8. PROCUREMENT MANAGEMENT PLAN

Plan Procurement
In managing the budget for the project expenses, the procurement department plays a major role. Cost
Estimation, Job Breakdown Structure and Pre-qualified Contractors are, however, the inputs to the procurement
management programme.
Methodology Adopted:
Quotes will be taken from 3 suppliers and the purchasing order will be issued by the vendor who can deliver the
goods at the lowest cost and meet the product requirements provided by the architect. For both contractors, the
same conditions would apply.
The outputs are mentioned in the appendices
Procurement execution
This strategy addresses how the contracts will be awarded and the processes will be followed. The sources for
this procedure, however, include cost estimation, milestones and a register of procurement.
Adopted Technique
The pre-structured procedure would be used for awarding the contracts. Dependent on the job, the specified
deadlines break down the structure for awarding contracts.
The output requires sales orders, order receipts for consignments, based on this strategy.
Procurement Management
Procurement arrangements would be managed on the basis of the terms of the contract agreed at the time of
issuance of the purchasing orders. The Contact Strategy for Partners, Job Breakdown Structure, Purchasing
Order Documents are, however, the inputs necessary for this process.
Methodology Adopted:
The work of the contractor will be reviewed in accordance with the demands and negotiated terms. The fees
will be made in accordance with the results of the contractors.
Work Performance reports and modification documents are the outputs associated with this process.
Close Procurement
The inputs required for successful closure of procurement are project master plan and procurements documents.

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Methodology Adopted:
The learning will be recorded and other projects will be executed on the basis of them. The claims and disputes
can be settled by negotiation.

9. RISK MANAGEMENT PLAN

In compliance with the PMBOK Principles, risk assessment techniques will be implemented. The Work Break
Down Structure, Risk Register and Case Study Document, however, include the inputs to the process.
Adopted Methodology:
To document all forms of risk, the Risk Registry will be created.

Risk Responses:
Risks should be measured and managed in advance and the likelihood of success can therefore be improved.
However, the risks will be handled in the risk registry according to their priority.
Monitoring, controlling and reporting of risks
The risk register must be reviewed on a regular basis and, on the basis of the complaints registered, amendments
will be made.
Output:
Risk Register.

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Appendix-1 REQUIREMENTS TRACEABILITY MATRIX

REQUIREMENTS TRACEABILITY MATRIX

 
PROJECT
 
MANAGER:
 
 
PROJECT
 
SPONSOR:
 
REQUIREMENT INFORMATION RELATIONSHIP
TRACEABILITY
BUSINESS
ID CATEGORY REQUIREMENT PRIORITY DELIVERABLE (S VERFICATION
OBJECTIVE

1 Mandatory Ability of a High Close project Knowledge Achievement

project to successfully base module of business
handle the team Analytics objective
effectively module within 1 yr
from go live.
2 Should Satisfy all the High Project Project as per Achievement
have stakeholders completed the scope of business
with statement objective.
specifications
3 Nice to Employee Medium Project Project as per Achievement
have Training Quality the quality of business
Schedules Improvement policy objective.
4 Mandatory Work According High Project Project as per Achievement
to Local completed stakeholder’s of business
Authority within agreement objective
Guidelines constraints
5 Nice to Pre structured Medium Project Project Achievement
have Contractors list completed completed of business
without delay with the given objective
schedule

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Appendix-2 INSPECTION REPORT

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Appendix-3 WORK PERFORMANCE INFORMATION REPORT

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Appendix-4 PERFORMANCE ASSESSMENT REPORT

PROJECT NAME PROJECT MANAGER

NEW ROYAL ADELAIDE HOSPITAL PROJECT

PROJECT STATUS DETAILS REPORTING PERIOD

NO
NO NO
NO

PROJECT DETAILS
ACTIVITY
NAME
COMPLETION
START DATE
DATE
SCHEDULE
PERFORMANCE

BUDGET
PERFORMANCE

QUALITY

RISKS

NOTES

ACTIVITY
NAME

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COMPLETION
START DATE
DATE
SCHEDULE
PERFORMANCE

BUDGET
PERFORMANCE

QUALITY

RISKS

NOTES

ACTIVITY
NAME
COMPLETION
START DATE
DATE
SCHEDULE
PERFORMANCE

BUDGET
PERFORMANCE

QUALITY

RISKS

NOTES

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Appendix-5 AUDIT REPORT

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Appendix-6 NON-CONFORMANCE REPORT

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REFERENCES
Reich, B. H., & Wee, S. Y. (2006). Searching for Knowledge in the PMBOK® Guide. Project Management
Journal, 37(2), 11-26.

van Rooij, S. W. (2009). Scaffolding project-based learning with the project management body of
knowledge (PMBOK®). Computers & Education, 52(1), 210-219.

Zwikael, O. (2009). The relative importance of the PMBOK® Guide's nine Knowledge Areas during
project planning. Project Management Journal, 40(4), 94-103.

Chou, J. S., & Yang, J. G. (2012). Project management knowledge and effects on construction project
outcomes: An empirical study. Project Management Journal, 43(5), 47-67.

Chou, J. S., Irawan, N., & Pham, A. D. (2013). Project management knowledge of construction
professionals: Cross-country study of effects on project success. Journal of construction engineering and
management, 139(11), 04013015.

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