Healthcare construction renovations present unique challenges including safety concerns, technical challenges, and budgetary constraints. Extensive planning is required at the project initiation phase to properly envision space needs and operational requirements over the long term. Detailed design then requires generating site-specific drawings with input from user groups to streamline the design. Throughout the execution, monitoring, and control phase, regular progress reporting and risk assessment is important to ensure objectives are achieved on time and on budget while maintaining safety and compliance.
This document discusses hospital planning services provided by Taurus Glocal. It offers services for facility planning, technology planning, people planning, operations planning, and more. The company takes a holistic approach to hospital planning, considering factors like facility design, equipment selection, staffing, and clinical workflows. It aims to design efficient hospitals and implement best practices to improve quality of care.
Musa Abu Sbeih outlines his responsibilities as the Project Coordinator for commissioning a new regional hospital. He serves as the liaison between various teams and ensures end user input is incorporated into design plans. His key duties include overseeing equipment delivery and installation, staff training programs, and coordinating the transfer of patients and services from the existing hospital to the new facility. He provides detailed guidelines for committees to safely and efficiently complete tasks related to medical equipment, staff orientation, cleaning, catering, security, and receiving supplies.
This document discusses healthcare construction and facility design for safer environments and quality care. It covers several topics:
1. The roles of medical professionals, architects, researchers, and administrators in hospital design based on their knowledge and experience to reduce risks and spur innovation.
2. Key considerations in planning and designing different areas of a hospital like intensive care units, operating theaters, and diagnostic radiology departments to promote patient and staff safety, infection control, and quality care delivery.
3. International standards and regulations from organizations like WHO, JCI, and national building codes that provide guidelines for ventilation, sanitation, traffic flow, and other design elements.
4. The planning process from preliminary surveys to conceptual design,
Location and layout of hospital, need of hospital to community,planning,factors and data required in planning,fundamentals and objectives,principles,different stages,equipment planning,icu design and layout,quality quantity and temperature and noise control in hospital,conclusion
Time & Schedule, Submittals, Site visits, Testing and InspectionGalala University
Design scheduling involves estimating the time required for each phase of a project from conceptual planning through construction. The standard phases include schematic design, design development, construction documents, bidding, and construction administration. Estimating time gets more predictable as the project progresses from schematic design to construction documents. The critical path method (CPM) uses a network diagram to plan construction activities and identify their dependencies to establish a schedule. CPM identifies the critical path of longest duration and allows float for non-critical activities. Fast-tracking can shorten the schedule but requires close coordination and carries risks of oversights and errors. Submittals involve contractors providing shop drawings, product data and samples for architect review within a reasonable timeframe like 10 working days.
Healthcare facility design stat consultantsArun Sebastian
The presentation covers the stages of healthcare facility design
Stages of healthcare facility Construction
Functional Program
Functional relationship Diagrams
Room data sheets
Room layout sheets
Functional program development to Project Closeout
This document discusses hospital planning services provided by Taurus Glocal. It offers services for facility planning, technology planning, people planning, operations planning, and more. The company takes a holistic approach to hospital planning, considering factors like facility design, equipment selection, staffing, and clinical workflows. It aims to design efficient hospitals and implement best practices to improve quality of care.
Musa Abu Sbeih outlines his responsibilities as the Project Coordinator for commissioning a new regional hospital. He serves as the liaison between various teams and ensures end user input is incorporated into design plans. His key duties include overseeing equipment delivery and installation, staff training programs, and coordinating the transfer of patients and services from the existing hospital to the new facility. He provides detailed guidelines for committees to safely and efficiently complete tasks related to medical equipment, staff orientation, cleaning, catering, security, and receiving supplies.
This document discusses healthcare construction and facility design for safer environments and quality care. It covers several topics:
1. The roles of medical professionals, architects, researchers, and administrators in hospital design based on their knowledge and experience to reduce risks and spur innovation.
2. Key considerations in planning and designing different areas of a hospital like intensive care units, operating theaters, and diagnostic radiology departments to promote patient and staff safety, infection control, and quality care delivery.
3. International standards and regulations from organizations like WHO, JCI, and national building codes that provide guidelines for ventilation, sanitation, traffic flow, and other design elements.
4. The planning process from preliminary surveys to conceptual design,
Location and layout of hospital, need of hospital to community,planning,factors and data required in planning,fundamentals and objectives,principles,different stages,equipment planning,icu design and layout,quality quantity and temperature and noise control in hospital,conclusion
Time & Schedule, Submittals, Site visits, Testing and InspectionGalala University
Design scheduling involves estimating the time required for each phase of a project from conceptual planning through construction. The standard phases include schematic design, design development, construction documents, bidding, and construction administration. Estimating time gets more predictable as the project progresses from schematic design to construction documents. The critical path method (CPM) uses a network diagram to plan construction activities and identify their dependencies to establish a schedule. CPM identifies the critical path of longest duration and allows float for non-critical activities. Fast-tracking can shorten the schedule but requires close coordination and carries risks of oversights and errors. Submittals involve contractors providing shop drawings, product data and samples for architect review within a reasonable timeframe like 10 working days.
Healthcare facility design stat consultantsArun Sebastian
The presentation covers the stages of healthcare facility design
Stages of healthcare facility Construction
Functional Program
Functional relationship Diagrams
Room data sheets
Room layout sheets
Functional program development to Project Closeout
The document discusses three examples of project managers and their responsibilities on different projects:
1) Construction of a retail development with 26 units and a supermarket. Responsible for coordinating contractors to ensure on-time and on-budget completion.
2) Directing trials of a new analgesic drug. Responsible for designing experiments and ensuring proper scientific and legal procedures are followed.
3) Introducing multimedia resources at a teacher training college in New Delhi. Responsible for purchasing and developing resources as well as encouraging acceptance by lecturers and students.
This document provides guidelines for hospital design and planning. Some key points discussed include:
- Exposure to daylight and nature can reduce patient recovery times and stress levels.
- Eliminating long corridors can reduce nurse fatigue.
- The plot should allow for easy access and be at least double the floor area.
- Floor areas should allocate space for wards, diagnostic areas, administration, and services.
- Natural light, views of nature, and access to gardens are important in patient rooms.
- Operating theaters, ICUs, and other areas have specific environmental control and airflow needs.
- Proper planning is needed to accommodate future growth in beds, services, and staffing.
The document provides an overview of opening a new £432 million hospital building at North Bristol NHS Trust. It discusses the decade-long process of designing, building, and planning for the new facility. Key points include: the building was officially opened in May 2014 after months of moving 540 patients and installing over £12 million of equipment; lessons were learned around project and programme governance during the process; and a major change program called "Road to 2014" was implemented to design new models of clinical, workforce, equipment and administrative services for the new hospital.
The document discusses the departments, functional areas, patient flow, and key spaces within an obstetrics and gynecology (OB/GYN) unit. It notes that gynecology deals with non-pregnant women while obstetrics deals with pregnant women and their unborn babies. The OB/GYN unit contains spaces like exam rooms, labor rooms, delivery rooms, nurseries, sterilization rooms, and support areas for staff. Efficient patient flow and adequate space are important considerations in the design of an OB/GYN unit.
The document discusses considerations for estimating costs using cost data. It suggests that Steven, as the person in charge of preliminary estimates for a 3-star hotel project, use recent priced bills of quantities or supplier quotations to get cost data. When using cost data, considerations include project size, choice of work methods, material and labor costs, and overheads/profits. Common mistakes in estimating include underestimating labor costs, last-minute changes, and focusing only on strengths. To prevent mistakes, one should include detailed labor information, use accurate cost systems, and have good checklists and detailed project plans.
Planning and organizing: Hospital, unit and ancillary servicesShweta Sharma
The document discusses planning and organizing hospitals, units, and ancillary services. It covers topics like the introduction and definition of hospitals, features and types of hospitals, functions of hospitals, aims of hospital planning, guiding principles in planning, divisions of a hospital, hospital planning team, and steps in hospital planning. The key aspects covered are types of hospitals based on objective, administration, length of stay, medical staff, bed capacity, care provided, and teaching affiliation. [/SUMMARY]
Case Study Of The Implementation Of Advanced Maintenance Techniques At Baa He...Andy_Watson_Sim
This case study highlights the history and the benefits bought about through improvements in maintenance planning and practice at BAA Heathrow Airport. Like other performance improvement practices, these changes saw some payback periods as low as one month based on minimum criteria only. Please contact me directly if you are interested in maintenance enhancements or go to www.simenergy.co.uk
The document discusses specifications, which are explicit sets of requirements for materials, products, or services. It describes different types of specifications like formal, program, functional, and document specifications. It also outlines how specifications are developed by various organizations, their common uses in engineering and business, guidance for writing good specifications, and considerations for process capabilities during production.
This document outlines the layout plan and design considerations for a hospital unit. It discusses the key divisions of a hospital including administration, outpatient care, diagnostic services, inpatient wards, and general services. For each division, it identifies the main components and provides guidance on location and typical space requirements based on hospital size. Zoning principles and types of circulation within the hospital are also covered. Design factors such as flexibility, accessibility, and future expansion are emphasized.
This document describes an online course for learning quantity surveying. Quantity surveyors are financial consultants for the construction industry who advise on costs and contractual arrangements. The course covers key principles of construction estimating, tendering, pricing, and contracts over 4 weeks. Topics include drafting, estimating techniques for various construction elements like earthwork, masonry, plastering and more. The course aims to provide a better understanding of the quantity surveying profession and skills needed for the construction industry.
This document provides guidelines for designing hospital facilities, including general organization, specialized services, and safety standards. It discusses key aspects such as the appropriate area and layout, orientation of treatment zones, number of beds, and relationships between services. Specialized sections cover requirements for surgical units, postoperative care, intensive treatment, radiology, and other services. Circulation and accessibility for patients and staff are also addressed. The document aims to help planners design hospitals that meet operational and regulatory needs.
The document discusses the planning, design, and maintenance of hospital facilities. It outlines the needs assessment and design process, including forming teams to evaluate needs and design the facility. It also covers factors to consider for site selection and describes the standard zones of a hospital plan, including outer, second, inner, deep, and service zones. Specific hospital departments like nursing, surgery, dietary, and housekeeping are examined in terms of space, functions, and relationships to other parts of the facility.
Hospital space & engineering services planning basics by seasonseason ezhuvathra
The document provides guidelines for hospital facility planning and engineering services. It discusses key considerations for the location, size and floor area allocation of hospitals. It recommends minimum requirements for electrical, HVAC, medical gases, plumbing and other engineering systems. Bureau of Indian Standards codes for hospital buildings are also referenced. Floor areas, numbers of operating theaters and ICU beds are estimated based on total hospital beds. Corridor widths, OPD space allocation and ICU bed sizes are also outlined.
Construction Scheduling, Work Study and Work Measurement _ Unit 2 _ Construct...Shrikant Kate
Construction Scheduling, Work Study and Work Measurement _ Unit 2 _ Construction Management _ Final Year (BE) _ Department of Civil Engineering _ TAE _ SPPU _ by Shrikant R. Kate
Construction scheduling, work study and work measurement Construction scheduling.
Construction project scheduling – purpose, factors affecting scheduling, time as a control tool
Work Breakdown Structure, project work breakdown levels, line of balance technique
Repetitive project management Work study and work measurement
Definition, objectives, basic procedure of work study, symbols, activity charts, string diagrams, time and motion studies.
The document discusses trends in central sterile supply department (CSSD) design and operations. Key points include a movement toward larger, centralized "super CSSDs" to improve efficiency. New equipment allows for faster reprocessing times and integrated drying. There is also a trend toward more automated equipment and standardized carriers to streamline goods handling. Centralization and automation aim to reduce costs while improving ergonomics and the working environment.
The document provides an overview of the engineering services required for a hospital. It discusses the various civil, electrical, biomedical, and other support services needed. The engineering services can be broadly classified into civil services, electrical services, biomedical services, and other miscellaneous services. It emphasizes the importance of preventive maintenance to ensure the smooth functioning of the hospital. It also outlines the organization of the engineering department and responsibilities of staff to effectively manage the various engineering services.
The Dewan Tunku Canselor building at University Malaya was constructed in 1965 and serves as the university's convention center. It was designed by architect Dato' Kington Loo in the Brutalist style. The building has a concrete structure and features brise-soleil on the facade to reduce heat gain. It has a large overhang on the roof to provide shade. Internally, it has a large event hall and mezzanine floor, with access provided by two spiral staircases within shear walls. The building underwent renovations after a 2001 fire to improve facilities for various functions.
This document discusses the planning and design of different units within a hospital. It begins by outlining the main functions of hospitals as preventive, curative, training, and research. It then describes different categories of hospitals based on level of care and clinical specialties. Key principles for planning hospital units are discussed such as protection, separation, control, and circulation. Specific areas covered include inpatient units, outpatient units, emergency units, intensive care units, obstetrics units, pediatric units, and radiology/laboratory services. Different ward designs like Nightingale, variant Nightingale, race track, and courtyard are also summarized.
The presentation covers the following areas.
Stages of healthcare facility Construction
Functional Program
Functional relationship Diagrams
Room data sheets
Room layout sheets
Functional program development to Project Closeout
Arun Sebastian B-Tech EBE
Sr.Project Engineer
Stat Consultancy Pvt Ltd
For any clarifications ,Please feel free to contact arunsebastian.bme@gmail.com
This document discusses medical equipment planning and management. It outlines the key steps in the medical equipment planning cycle including planning, assessment, acquisition, and disposition. Effective planning is important to determine equipment needs, prioritize replacements, and contain costs. The document also discusses considerations for clinical effectiveness, cost of ownership, strategic direction, and user perceptions when planning equipment. Maintaining an up-to-date inventory is important for planning. The full lifecycle from installation to decommissioning is also addressed.
The document discusses three examples of project managers and their responsibilities on different projects:
1) Construction of a retail development with 26 units and a supermarket. Responsible for coordinating contractors to ensure on-time and on-budget completion.
2) Directing trials of a new analgesic drug. Responsible for designing experiments and ensuring proper scientific and legal procedures are followed.
3) Introducing multimedia resources at a teacher training college in New Delhi. Responsible for purchasing and developing resources as well as encouraging acceptance by lecturers and students.
This document provides guidelines for hospital design and planning. Some key points discussed include:
- Exposure to daylight and nature can reduce patient recovery times and stress levels.
- Eliminating long corridors can reduce nurse fatigue.
- The plot should allow for easy access and be at least double the floor area.
- Floor areas should allocate space for wards, diagnostic areas, administration, and services.
- Natural light, views of nature, and access to gardens are important in patient rooms.
- Operating theaters, ICUs, and other areas have specific environmental control and airflow needs.
- Proper planning is needed to accommodate future growth in beds, services, and staffing.
The document provides an overview of opening a new £432 million hospital building at North Bristol NHS Trust. It discusses the decade-long process of designing, building, and planning for the new facility. Key points include: the building was officially opened in May 2014 after months of moving 540 patients and installing over £12 million of equipment; lessons were learned around project and programme governance during the process; and a major change program called "Road to 2014" was implemented to design new models of clinical, workforce, equipment and administrative services for the new hospital.
The document discusses the departments, functional areas, patient flow, and key spaces within an obstetrics and gynecology (OB/GYN) unit. It notes that gynecology deals with non-pregnant women while obstetrics deals with pregnant women and their unborn babies. The OB/GYN unit contains spaces like exam rooms, labor rooms, delivery rooms, nurseries, sterilization rooms, and support areas for staff. Efficient patient flow and adequate space are important considerations in the design of an OB/GYN unit.
The document discusses considerations for estimating costs using cost data. It suggests that Steven, as the person in charge of preliminary estimates for a 3-star hotel project, use recent priced bills of quantities or supplier quotations to get cost data. When using cost data, considerations include project size, choice of work methods, material and labor costs, and overheads/profits. Common mistakes in estimating include underestimating labor costs, last-minute changes, and focusing only on strengths. To prevent mistakes, one should include detailed labor information, use accurate cost systems, and have good checklists and detailed project plans.
Planning and organizing: Hospital, unit and ancillary servicesShweta Sharma
The document discusses planning and organizing hospitals, units, and ancillary services. It covers topics like the introduction and definition of hospitals, features and types of hospitals, functions of hospitals, aims of hospital planning, guiding principles in planning, divisions of a hospital, hospital planning team, and steps in hospital planning. The key aspects covered are types of hospitals based on objective, administration, length of stay, medical staff, bed capacity, care provided, and teaching affiliation. [/SUMMARY]
Case Study Of The Implementation Of Advanced Maintenance Techniques At Baa He...Andy_Watson_Sim
This case study highlights the history and the benefits bought about through improvements in maintenance planning and practice at BAA Heathrow Airport. Like other performance improvement practices, these changes saw some payback periods as low as one month based on minimum criteria only. Please contact me directly if you are interested in maintenance enhancements or go to www.simenergy.co.uk
The document discusses specifications, which are explicit sets of requirements for materials, products, or services. It describes different types of specifications like formal, program, functional, and document specifications. It also outlines how specifications are developed by various organizations, their common uses in engineering and business, guidance for writing good specifications, and considerations for process capabilities during production.
This document outlines the layout plan and design considerations for a hospital unit. It discusses the key divisions of a hospital including administration, outpatient care, diagnostic services, inpatient wards, and general services. For each division, it identifies the main components and provides guidance on location and typical space requirements based on hospital size. Zoning principles and types of circulation within the hospital are also covered. Design factors such as flexibility, accessibility, and future expansion are emphasized.
This document describes an online course for learning quantity surveying. Quantity surveyors are financial consultants for the construction industry who advise on costs and contractual arrangements. The course covers key principles of construction estimating, tendering, pricing, and contracts over 4 weeks. Topics include drafting, estimating techniques for various construction elements like earthwork, masonry, plastering and more. The course aims to provide a better understanding of the quantity surveying profession and skills needed for the construction industry.
This document provides guidelines for designing hospital facilities, including general organization, specialized services, and safety standards. It discusses key aspects such as the appropriate area and layout, orientation of treatment zones, number of beds, and relationships between services. Specialized sections cover requirements for surgical units, postoperative care, intensive treatment, radiology, and other services. Circulation and accessibility for patients and staff are also addressed. The document aims to help planners design hospitals that meet operational and regulatory needs.
The document discusses the planning, design, and maintenance of hospital facilities. It outlines the needs assessment and design process, including forming teams to evaluate needs and design the facility. It also covers factors to consider for site selection and describes the standard zones of a hospital plan, including outer, second, inner, deep, and service zones. Specific hospital departments like nursing, surgery, dietary, and housekeeping are examined in terms of space, functions, and relationships to other parts of the facility.
Hospital space & engineering services planning basics by seasonseason ezhuvathra
The document provides guidelines for hospital facility planning and engineering services. It discusses key considerations for the location, size and floor area allocation of hospitals. It recommends minimum requirements for electrical, HVAC, medical gases, plumbing and other engineering systems. Bureau of Indian Standards codes for hospital buildings are also referenced. Floor areas, numbers of operating theaters and ICU beds are estimated based on total hospital beds. Corridor widths, OPD space allocation and ICU bed sizes are also outlined.
Construction Scheduling, Work Study and Work Measurement _ Unit 2 _ Construct...Shrikant Kate
Construction Scheduling, Work Study and Work Measurement _ Unit 2 _ Construction Management _ Final Year (BE) _ Department of Civil Engineering _ TAE _ SPPU _ by Shrikant R. Kate
Construction scheduling, work study and work measurement Construction scheduling.
Construction project scheduling – purpose, factors affecting scheduling, time as a control tool
Work Breakdown Structure, project work breakdown levels, line of balance technique
Repetitive project management Work study and work measurement
Definition, objectives, basic procedure of work study, symbols, activity charts, string diagrams, time and motion studies.
The document discusses trends in central sterile supply department (CSSD) design and operations. Key points include a movement toward larger, centralized "super CSSDs" to improve efficiency. New equipment allows for faster reprocessing times and integrated drying. There is also a trend toward more automated equipment and standardized carriers to streamline goods handling. Centralization and automation aim to reduce costs while improving ergonomics and the working environment.
The document provides an overview of the engineering services required for a hospital. It discusses the various civil, electrical, biomedical, and other support services needed. The engineering services can be broadly classified into civil services, electrical services, biomedical services, and other miscellaneous services. It emphasizes the importance of preventive maintenance to ensure the smooth functioning of the hospital. It also outlines the organization of the engineering department and responsibilities of staff to effectively manage the various engineering services.
The Dewan Tunku Canselor building at University Malaya was constructed in 1965 and serves as the university's convention center. It was designed by architect Dato' Kington Loo in the Brutalist style. The building has a concrete structure and features brise-soleil on the facade to reduce heat gain. It has a large overhang on the roof to provide shade. Internally, it has a large event hall and mezzanine floor, with access provided by two spiral staircases within shear walls. The building underwent renovations after a 2001 fire to improve facilities for various functions.
This document discusses the planning and design of different units within a hospital. It begins by outlining the main functions of hospitals as preventive, curative, training, and research. It then describes different categories of hospitals based on level of care and clinical specialties. Key principles for planning hospital units are discussed such as protection, separation, control, and circulation. Specific areas covered include inpatient units, outpatient units, emergency units, intensive care units, obstetrics units, pediatric units, and radiology/laboratory services. Different ward designs like Nightingale, variant Nightingale, race track, and courtyard are also summarized.
The presentation covers the following areas.
Stages of healthcare facility Construction
Functional Program
Functional relationship Diagrams
Room data sheets
Room layout sheets
Functional program development to Project Closeout
Arun Sebastian B-Tech EBE
Sr.Project Engineer
Stat Consultancy Pvt Ltd
For any clarifications ,Please feel free to contact arunsebastian.bme@gmail.com
This document discusses medical equipment planning and management. It outlines the key steps in the medical equipment planning cycle including planning, assessment, acquisition, and disposition. Effective planning is important to determine equipment needs, prioritize replacements, and contain costs. The document also discusses considerations for clinical effectiveness, cost of ownership, strategic direction, and user perceptions when planning equipment. Maintaining an up-to-date inventory is important for planning. The full lifecycle from installation to decommissioning is also addressed.
This document discusses medical equipment planning and management. It emphasizes the importance of having complete and up-to-date medical equipment inventories, assessing equipment needs based on factors like clinical effectiveness and cost, and developing a planning cycle that includes acquisition and disposition of equipment. Effective equipment management can improve patient outcomes, contain costs, and ensure equipment is functioning properly. It requires considering the full lifecycle and risks associated with medical equipment.
The document discusses plans for a proposed 360-bed hospital to be built by the Mata Amritanandamayee Math charitable trust in Durgapur, West Bengal, India. It outlines the need for the hospital, provides department-wise area allocations and space requirements, and discusses the importance of functional and operational planning preceding architectural planning to ensure an efficient hospital design. The project is expected to take 3-4 years to complete once planning is finished.
Samuel E. Gibbs III is seeking a position as an EMR clinical/project analyst to aid in successful implementation and optimization within a healthcare company. He has over 10 years of experience implementing and supporting EMR systems including Epic Ambulatory, Bridges, Smartforms, Phoenix, and McKesson Practice Partner. Gibbs has a bachelor's degree in healthcare management and health informatics and is proficient in many clinical systems, custom report building, user training, and issue resolution.
Cherie Diefenbach has over 40 years of experience as a nurse and healthcare executive with expertise in clinical informatics and electronic health records. She has held various leadership roles at HCA Healthcare, including Director of Epic Clinical Product Development and Senior Clinical Consultant, where she oversaw EHR implementations and ensured systems followed processes and standards. Prior to HCA, she implemented and managed clinical systems at other hospitals. Diefenbach has extensive experience leading EHR projects, guiding teams to successful go-lives, and establishing standardized workflows across facilities. She is skilled in change management, strategic planning, and achieving goals like Meaningful Use attestation.
This document outlines a proposed engagement framework between Taurus Global and a client to develop an IT strategy and roadmap for the client's healthcare organization. It involves a multi-phase approach including:
1) Defining business goals and IT requirements through workshops with stakeholders.
2) Developing a customized application portfolio and high-level IT roadmap aligned to the business goals.
3) Providing recommendations for an IT governance model, sourcing strategies, and setting up a PMO to oversee execution.
The goal is to establish a flexible, dynamic IT strategy that maximizes value for the healthcare organization and enables clinical transformation through digital technology.
HIS purchase projects in public hospitals of StyriaMiroslav Mađarić
This document summarizes the project to select and purchase a new hospital information system (HIS) for the KAGes public hospitals in Styria, Austria. It describes the multi-step evaluation process including requesting vendor information, product presentations, establishing test sites to evaluate the systems, visiting reference sites, and selecting finalists. Four vendors were selected for the final evaluation phase. Over 60 teams with 400 users and IT experts assessed the products over multiple sessions. Based on their recommendations, two vendors were selected for negotiations, and EDVg was ultimately chosen to implement their IS-H/IS-H*MED product in a new project called MEDOCS, with pilot installations beginning in 2000.
Integrated Approach To Health Facility PlanningRick Jones
The document discusses an integrated approach to health facility planning that considers the entire life cycle of a facility. It emphasizes incorporating flexibility into designs to accommodate changing needs over time through an approach called "long-life, loose-fit". The planning process involves bringing together all stakeholders from the beginning to develop a detailed design brief that outlines objectives, constraints, and functional and architectural requirements. The goal is to design facilities that provide high quality care for patients and good working conditions for staff while optimizing whole-life costs.
This document provides an overview of an e-Hospital project that aims to automate hospital activities. The key points are:
- The project will integrate the hospital management system (HMS) with the government's online registration system portal. This will allow for online patient registration, appointments, billing, staff management, and more.
- The system is being developed as part of India's Digital India initiative to connect hospitals across the country. Patients will be able to use their Aadhaar ID to register online and access services at any government hospital.
- The project manager is responsible for defining the scope, creating schedules, estimating costs, setting goals, managing time and budgets, and overseeing implementation and monitoring.
The tasks You are assumed to be one of the software consultants .docxsarah98765
The tasks
You are assumed to be one of the software consultants appointed to shoulder the system analysis responsibilities in, the project outlined in, the case study. You will plan and manage the project as well as investigate and document its system requirements. You will produce a report that discusses this project based on your understanding of it and the related investigation results through the tasks below.
Task 1:
Approaches to Systems Development • How would you go about developing Hospital Information System? Compare different Software Development approaches to consider the best suited for developing HIS. • Justify the choice of your selected approach to systems development.
Task 2: Systems Requirements • What are the primary functional requirements for the system in the case study? List and discuss
Length: 2000 words
these requirements. • What are the non-functional requirements for the system in the case study? List and discuss these non-functional requirements. Justify the choice of your non-functional requirements
Task 3: Project Cost Benefit Analysis • Discuss your project Cost Benefit Analysis (CBA). CBA should focus the following two main points: a. To determine if an investment (or decision) is sound, ascertaining if – and by how much – its benefits outweigh its costs; and b. To provide a basis for comparing investments (or decisions), comparing the total expected cost of each option with its total expected benefits. • Provide an excel spread sheet with details in a Project Cost Benefit Analysis.
Task 4:) Project Schedule • Show a work breakdown structure and a project schedule as a Gantt Chart. Explain both of them and discuss how they relate to each other.
• Given the system goals, requirements, and scope as they are currently understood, is the project schedule reasonable? Why or why not?
Task 5: System Information Requirement Investigation Techniques • Who are the stakeholders involved? • Explain your choice of the 3 most useful investigation techniques. • Justify the usefulness of these 3 investigation techniques.
Information Systems Analysis and Design
Assessment - Systems Development
Lecturer: Lecturer Name
Tutor: Tutor Name
Prepared by:
Student Name
Student Number
Table of Contents (TOC)
Insert a word generated table of contents here
How to create a table of contents in Microsoft Word
1. Apply the built-in Heading styles to the headings in your text.
2. In Word 2007 and Word 2010: References > Table of Contents > choose an option from the menu.
1. Introduction
Add your contents here.
Note: In this section, you provide a clear definition of the aims of this report. You also identify the project objectives. Explain all findings in the reporting document.
2. Approach to Systems Development
Please add your contents here. There are many approaches to Systems development such as Water fall SDLC, Agile, RAD JAD. etc. You need to clearly explain which .
UCSF Medical Center implemented a Real-Time Location System (RTLS) to track high-value medical equipment across its campus. An evaluation of various RTLS vendors led to the selection of Awarepoint in 2007. Over 1,000 operating room assets were initially tagged. This allowed staff to more efficiently locate equipment, reducing time spent searching and freeing up staff time equivalent to 2.4 full-time employees. The system also helped avoid over $248,000 in replacement costs for lost or damaged equipment in its first year. The success of the RTLS in the operating rooms led to its expansion across the entire medical center campus and multiple locations.
This document discusses developing supplemental performance requirements for network design. It covers suitability, supportability, and confidence as key measures. Suitability refers to how well the network can be configured and monitored by customers. Supportability measures how well the system can be maintained over its lifetime. Confidence refers to the network's ability to deliver data without error. The document also discusses operational factors like management, monitoring, documentation and workforce. It outlines different types of service providers and questions to consider around requirements analysis. Supportability factors include reliability, maintainability, availability, workforce, procedures, tools, and spare parts. The document provides details on each of these factors and how they relate to maintaining network performance.
Danh sách kiểm tra sản xuất cho công ty khởi nghiệp công nghệ sinh học
Xem thêm các tài liệu khác trên kênh của Công ty Cổ phần Tư vấn Thiết kế GMP EU.
1. Project scope management involves defining and controlling what work needs to be done to successfully complete the project. This includes collecting requirements, defining the scope, and creating a scope statement and work breakdown structure (WBS).
2. The scope statement defines the project deliverables, acceptance criteria, exclusions, constraints, and assumptions. The WBS breaks down the work into smaller, more manageable components.
3. Controlling scope is important to avoid scope creep. This involves monitoring the status of the project scope against the baseline and managing any changes that occur.
The document discusses a study conducted on the implementation of a Hospital Information System (HIS) at the National Heart Institute in India. The study aimed to analyze changes in outpatient department workflows, perform data mapping between existing and new electronic systems, and enrich the electronic masters. Key findings included improved patient registration times and billing processes as well as faster information flow across departments after HIS implementation. The document also describes various components of developing and implementing the computerized HIS including system analysis, design, testing and evaluation.
Health Care: Cost Reductions through Data Insights - The Data Analysis GroupJames Karis
An overview of the cost reduction opportunities for a Health Care provider. These opportunities can be identified, quantified and optimised through data-driven insights. The slide pack also provides a strategic overview of how one would set up such a project within a large organisation, whilst mitigating patient-care concerns.
Dontrell Bluford Resume - Epic Grand Central/Prelude/RTEdontrellbluford
Effective technician, amiable mentor, seasoned team-lead, business-friendly.
I am certified in Epic's Prelude and Grand Central, with extensive experience in RTE and Reporitng Workbench/Cogito, and significant experience integrating with ClinDoc/Orders/Cadence/Hospital & Professional Billing among other applications.
Like having Epic TS in your own backyard, but with the hallmark personal attention you desire.
The document discusses strategies for transforming IT services, including updating hardware/software, relocating data centers, and adopting new technologies. It outlines a 5-phase methodology for successful transformations, covering requirements definition, research, planning, implementation, and post-implementation. The document also discusses specific challenges that can arise when migrating NonStop systems between data centers.
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3. Challenges in
Healthcare Construction
In a Live facility
•Operationa
l
Technical
Risk
management
incl Delays
Safety
Changes in
Programme
Resource
Mobilisation
and
availability
Infection
control
Compliance
Drawings
and
documents
Healthcare construction renovations present unique challenges,
including safety concerns, technical challenges, and budgetary
constraints. Healthcare environments are sensitive settings where
the planning and performance of renovation and construction
projects require additional preparation and consideration.
4. Stages of Healthcare Facility Construction
in a live environment
Patients
First
Working
Together
Always
Improving
Project
Closeout &
Post
Occupancy
Commission
& Handover
Execution,
monitoring
& control
Detailed
Design
Phase
Project
Ideation &
Initiation
5. Project Initiation
Challenges
• Including all necessary designs for patient
privacy safety and comfort
• Arriving at patient volumes planned
• Gathering existing data including old
building drawings or site surveys-site
specific data
• Optimal Sizing of the spatial requirements
• Envisaging for at least 10-15 years
• Staff efficiency and comfort
• Procurement strategy and timelines
• To achieve long-term best value
• the decommissioning and isolation of the
existing facilities
Project
Ideation &
Initiation
6. Process Group Solutions/Mitigation Tools and techniques
Project Ideation & Initiation
(Feasibility and Planning)
• Deriving a strong functional program
• Understanding constraints
• Applying EBD and Innovations
• Understanding OPRs
• Deriving Project Objectives and Goals using
the SMART method
• Preparing an execution strategy and a strong
functional program
• Tailor fit design as per our facility
• Close Collaboration with users
• Preparing a project charter and a deliverable
schedule
• Functional Program
• Evidence-based Designs
• Robust Communication
• Focussed meetings
• Extensive site survey
• End User surveys
• Applying Project management
Techniques
• Previous experiences
• Assessing risks
7. The Personal
Approach
• Even a department renovation needs to be
analyzed in terms of the functional flow of the
entire hospital on integration into the existing
facilities
• Preparing a master plan for the facility can
help to see the whole picture
• Use of a value engineering or value analysis
process can reduce renovation costs
considerably.
• Extensive planning and understanding of the
OPR will help the team to arrive at the right
concept
8. Functional
Program
A pre-design document describing the functional requirements of a
building or renovation in sufficient detail to initiate schematic design.
• Concise and written at the level of detail which allows
for ready translation into facility and planning
requirements
• Provide sound methodology for analysis and
projection of activity
• Incorporate detailed listing of the functions
• Comprehensive to allow the development of
operational management plans
• Incorporate fixed and loose equipment elements
Functional
Program
Development
A tool for the Key Stakeholder/Client
- it documents scope of service(s),
- objectives and basic operational methods of the
specific component;
- specifies the human, technical, and building
resources necessary to function as intended
A communication tool
⁻ It outlines what each component intends to do
and why, and assists in securing the necessary
resources and project approvals to proceed with
the project
- Base for design
9. Functional Program
Functional Relationships
External
to the component – e.g., diagram/descriptions describing critical relationships to other programs/services/components within
the facility (e.g., patient transport from emergency department to component, material management flow to and from the
component, etc.); and to the facility - relationships with other facilities to provide the program context within the greater
health care system (e.g., patient transport for specialized diagnostic procedure, sending/receiving lab specimens).
Internal
relationships of sub-units within the component space (e.g., location of nursing station to patient rooms, waiting area to
reception) to facilitate flow, functionality, etc. within the component; and visual matrices/conceptual diagrams, not floor
plans.
Locations - specify whether component must be adjoining to another program (share common wall), adjacent (within the
same physical area) or accessible (via corridor/elevator).
11. Design Criteria/Physical Requirements:
• Special requirements of each component Space requirements and
description of each space type, activities, what is contained within
• Description of essential physical spaces required to accommodate
the component
• Sufficient detail regarding the use, occupancy and equipment to be
located in the spaces to assist with the determination of the room
size during the design stage
• Brief description of the overall ambiance, configuration, traffic flow,
and privacy issues
Functional
Program
12. Preparing Schedule of Accommodation
Room–by-room space list or schedule of accommodation of space types identifying the number or units required and the
area in net square meters, with reference to the number of occupants and major equipment
Schedule of Accommodation
PATIENT AREAS CLINICAL SUPPORT
STAFF AREAS
13. Equipment
• Preliminary list of equipment to determine space sizes, assisting in
preliminary costing, completed in detailed design (depending on the
project it could be a detailed list); and
• Overview of the fixed or large loose equipment (e.g., diagnostic
imaging, sterile processing, medical gas/electrical service columns in
patient cubicles).
Impact Analysis
• Impact of planned component (new or additional service) to the
overall facility/system that supports it and the specific services
including core services and clinical and support services
• The impacted service assess the additional workload added by the
service and what resources staff, space equipment, etc. is required
to support the component.
The following may also be included in a functional program, especially
where the project is large, complex in nature, or addition to an existing
facility.
• Site development plan/master plan;
• Project cost plan (this would normally be part of most projects);
• Parking and traffic studies.
Other Considerations
14. Challenge: Total Picture of the dept positioning after the project
Solution: Preparing Stacking SOA for Renovation
KIMS MEDICITY
MASTER SCHEDULE OF ACCOMODATION
Doc Ref : STAT-KIMS MEDICITY- SOA- EAST COMSNG - R0 - 24-10-19
Level 11 OP Rehab,
Physiotherapy
Surgical
Stepdown IVF
Ayurveda,
Holistic
Medicine
Wards + Post
OP
Patient rooms
IT,Socomer,
Biomedical
Auditorium,Audio Visual,
Simulation lab, Class
Room
Level 10 Patient rooms General Wards HDU Nuclear medicine- GAMMA CAMERA IP ROOMS- 15 NOS
Level 09 Sleep Lab
VISA Medicals (Executive
rooms)
Executive Health Check-Up
(Executive rooms)
Patient rooms-
Deluxe (Executive
rooms)
Death/Birth
Registration
Restaurant Perinatology BMT IP ROOMS
Level 08 Patient rooms General Wards Stroke ICU Dental Dept-OP OPG X-ray Lab TB Culture Lab Clinical Research Single Bed- 44 nos Suite Room 4 nos
Junior Suite Room
14 nos
Discharge Lounge Treatment Room
Bystanders
recreation Lounge
Level 07
OPD-Neonatology
(PharmacyGrp
Manager cabin,
Pediatric)
Lab
Collection
Paediatric ICU + Day
care+stepdown
OPD-Gynaec
(Pediatric)
Labor Room
(Pediatric)
Mother & Baby
ICU/Post OP
(Pediatric)
Pharmacy IP Billing/Discharge
General Ward-
Female
ER Extension ward MDICU, Isolation
Finance Dept
(MDICU 1)
IPR
(Counseling,patien
ts lounge)
Step down Isolation Rooms Single Bed-44 nos Deluxe Room 22Nos
Treatment Room 1
no
Bystanders
recreation Lounge
Level 06 Patient rooms MICU/SDICU
Plastic Surgery
Dept
(Nephrologist
Luxury Dialysis
Unit)
Ophthamology Dept General Ward
IT server room,
Clinical
Engineering
Library Single Bed
Surgical ICU - 12
beds
Step down ICU
Isolation Room
(Burns unit)
IP Billing Treatment Room
Discharge Lounge,
VIP Lounge,Pantry
Level 05 Patient rooms TKR Stepdown ICU NICU 1 & NICU 2(Stepdown ICU) Neuro Dept Respiratory Medicine Dialysis ward 20 beds OT Complex Neuro ICU-10 beds Transplant ICU CSSD VIP Lounge Under construction
Level 04 Surgical Suite SICU Trauma ICU Cathlabs Cath ICU Neuro ICU OT Complex CTICU Endoscopy
Dermatology ,Cosmetology (Neuro / Neurologist/
Epilepsy clinic /
Stroke clinic / Movement Disorder)
Admission Lounge Pharmacy Gastro Dept
Discharge
summary
NICU 30 beds+ 3 Iso.beds+Med.
Preparation
Labor Complex
Recovery Room 5
beds
Mother & Child
ICU 6 + 1 beds
VIP Lounge Condis Projects Purchase
Level 03 Admin Nursing office OPD-Cardio
OPD-Family
Medicine
OPD-Urology VIP Lounge
Liver Transplant ICU
(Urology Expansion)
MDICU 1 & 2 (Acute
Care Unit & ICCU) ICCU OPD- Psychiatry Bridge Emegency ward extension-10 beds Biomedical Dept office Multi purpose hall Restaurant
Proposed
Bridge OBG OPD Neo Natal OPD
Perinataology
OPD
Speciality OPDs
( subject to
change)
Radiology
Sample
Collection/Lab,
Common Toilets
VIP Waiting lobby Bystander Rooms
Level 02 Main Reception,
Insurance Radiology Blood Bank
Sample
Collection/ Lab,
Pharmacy
Toilets,
Security / HSE
office
OPD-General
Surgery ,Internal
Medicine
OPD-Paediatric
(Rheumatology/Geriatric/Haematology/
Family Clinic)
OPD-Endocrinology &
Dibatology ENT OPD
Day care
Chemo - 9
beds
Consultation room
- 5 nos
Mammography Ultra sound Examination Room Pharmacy Administration Billing,Accounts
Conference
room
Executive Health
Check Up
Visa Medicals Command Centre Dining
ICU Attendents Lounge with toilet
20M-17F
Toilets
M/F/Handicap
Bystander Rooms
Level 01 Ortho & Hand
Surgery ED / ER OT Radiology Laundry CSSD
Staff
Support
Building
Service
F & B Dept,Canteen
Andhra
Bank
Reception PET CT-Scan
Linac Radiation
Room
Consultation
room- 5 nos
Minor Procedure
room
Physisicts,
Counseling Room
Pharmacy Store
Chiller Plant/Service
Area, Pump room
Washing Area-
Kitchen
Surfce Parking 69
Nos
Reception,TPA/
Insurance
Pharmacy,
Pharmacy Store
Gift Shop & retail
Outlets
International
Lounge,VIP
Waiting Lounge
Space for conducting events, Waiting
area for pick-up
Kitchen & Store
Chiller
Plant
Room
Electrical
Plant room
Human resources
Facility
management
UPPER BASEMENT Coventional Parking 104 nos
Two Wheeler
parking
Hyperbaric Oxygen Chamber Staff Toilet 2M/2F
Fire Water Pump
Room
STP Panel Room
LOWER BASEMENT Stack Parking 102X2 =204 nos Conventional Parking 33 nos Two Wheeler parking STP Equipment & Maintenance
KIMS MAIN KIMS NORTH KIMS EAST SERVICE BLOCK AVITTOM
15. Detailed Design
Challenges
• Site-specific drawings to be generated with Consideration
of existing systems
• Input and feedback from the user group can streamline
the design where the staff can be part of the
commissioning Group
• To Provide the most practical and economic solutions
• Identify and schedule risk and uncertainties for project
delivery
• Appointment and Management of experienced PD and
consultants
• Budgeting approvals and Cost control plan
• contract documentation
• Preparing and vetting operational process flows for all
connected depts to the refurbishment
Detailed
Design
Phase
16. Process Group Solutions/Mitigation Tools and techniques
Design and
Contracting
(Detailed Design
Development &
Contract Award)
• Prepare a Site logistics plan
• Preparing a master schedule
• Setting clear Communications plan
• Tracker for design deliverables and approvals,
contracting
• preparing PERT chart and critical Path analysis
• Starting pre-commissioning activities
• Extensive survey of existing facilities
• Self Updation of latest technology advancements that
could be feasible
• Advance notices/reminders for payments as well as
deliverables
• Assessing material labour
waste and equipment flows
• PERT charts for close followup
• Scheduling and planning
• Surveys and feedback
• Value Engineering
• Implentation of LEAN
• Preparing RDS/RLS
• GAP Analysis
• Data Collection and Audits
22. Why Value engineering?
• The functionality of the project is often improved as well as producing
tremendous savings, in both initial and life-cycle costs.
• A “second look” at the design produced by the architect and engineers
gives the assurance that all reasonable alternatives have been explored.
• Cost estimates and scope statements are checked thoroughly, ensuring
that nothing has been omitted or underestimated.
• It helps to ensure that the best value will be obtained over the life of the
building
22
SavingthroughValueEngineering&AdoptionofLEAN
LEAN Streamlining
• Lean concepts are being implemented in order to improve staff workflow,
patient care, and safety while eliminating waste. When a facility becomes
operational, the expectation is improved efficiencies and lower facility
costs.
• But, Lean can also be implemented during the design and construction
process to improve project delivery.
23. Pre-Construction Risk Assessment (PCRA)
Healthcare facilities are required to have a PCRA process established. The PCRA is used for any healthcare facility
demolition, construction, or renovation. It is a formal protocol used to identify potential healthcare construction
risks and create mitigation strategies to reduce or eliminate them.
There are seven components of a PCRA:
• Life Safety Code deficiencies (interim life safety measures)
• Air quality and pressure management (ICRA)
• Utility interruptions and impacts
• Noise
• Vibration
• Environmental services
• Other safety hazards with respect to CDM Guidelines
24. Execution, Monitoring
&Control
Challenges
• ensure objectives are achieved in terms of specific performance, time, cost and quality.
• compliance with Trust/NHS regulatory or audit requirements.
• Budget and cost management and avoiding overruns
• Identifying risks and its mitigation
• Throughout the life cycle of the project produce and publish a monthly dashboard report
• Keeping upto date Insurance and other policy documentations
• timely certification and valuations under the contract but with accuracy
• Performance manage the design and construction team
• Conflicts and management
• Change management
Execution,
monitoring
& control
25. Process Group Solutions/Mitigation Tools and techniques
Execution,
Monitoring
&Control
(Construction and
pre-commissioning
Phase)
• Giving timely, reliable, and focused key information given to
the senior management
• Develop a robust and effective Project Execution Plan (PEP)
• Hold regular meetings with clinical, infection control and
operational teams
• Cost control plan
• Set up and manage information flows, communication and
planning within the design team
• ad-hoc site inspections and check
• Construction site review meetings
• Give reasonable advance notice of additional capital
funding required
• checklisting
• Dashboard and reports
• Integrated Project Delivery
• RACI matrix for design and
execution
• Ceiling closure checklists
26. Dashboard-ELEMENTS
should be derived from the Implementation chart
• Key progress information
• Red flags
• Management decisions pending overview
• Outstanding change orders
• compliance/reconciliation/Approvals status
• cash flow Projections
• design status
• Quality
• Risks and early warning
• requirements, outstanding information, forecast out-turn
costs,
• alternatives to deliver savings,
• health & safety,
• decisions taken
• performances of the design team & contractor.
28. MEP systems
Commissioning
-P1
Facility
Handover for
HFOC-P1A
Soft
Launch
Pretesting
Post-
testing
Verification of
SEMP
Procurement
master list-P1
Commissioning Road Map
FF&E
Orders
Facility
Operations
High side systems
commissioning
All equipment
Orders-Long lead
P1
May
22
Obtaining
final approvals
Statutory
Applications Snagging
Training Dept.
Handovers
Preparing dust
free areas for FFE
March
22
Post
commissioning
August
2022
April
22
June
2022
Orders-Long
lead P1 Infra
dependency
29. Procurement
master list
Commissioning Road Map- Monthly
Monthly plans and their reviews with respect to commissioning
dates
FF&E
Orders
Feb 2022
High side systems
commissioning
ME
Orders
Statutory
Applications
12
Verification of
Master list
Pharmacy TC
HR
Processes
CAPEX
Processes
HR budget
ME
Orders-
Minor
30. Material delivery delays esp. Factory made non readily available items
Less/ inefficient Workforce and their output – deriving catch up plans
Uninspected Contractual obligations and discussions
Challenges at site
Any Delay in Purchase Orders or pre-purchase processes
Lack of clarity of deadlines/Planning for the foreman/site team
Lack of Macro and micro planning along with weekly targets
31. Why delays? issues
• Excuses
• skilled labor scarcity and supervisor incompetence
• Not understanding/instilling the timelines.
• Miscommunication and no Dual communication.
• Psychological assumptions
• Not receiving site updates. Not identifying red flags
• Resources are not reallocated to ensure they continue to
be matched to priorities.
• Not solving clashes/issues in tandem with the
construction activities. Keeping those for next day and
delaying
• Always keeping some works pending which always get
forgotten
• Construction activities not happening as per
ideal/justifiable sequence and resulting in reworks and
poor workmanship
• Scattered construction activities leading to non-
completion of areas in a direction/flow
32. Rework / 95% work complete
scenario due to No coordination
The biggest threat
• Example for interior ceiling : Assuming there is
approx. just 3% rework per area
• 10,00,000*3% = 30,000 sq. ft. work –
• Double the size of blood bank with 4 times the
effort & time
• Approx. average of construction is 25 man hours/
100 sq.ft and for rework it may be more than 100
man hours / 100 sq.ft which makes it
30000 man hours /8 hours – 3750 man days
or
in simple terms 38 days work of 100 workers
34. Migrating to
Integrated Project delivery
Why IPD?
• Collaborative Approach
• Collaboration with the design team, facilities staff and
medical staff that will occupy the building ensures the
space meets functional requirements and results in
the highest level of patient care.
• IPD denotes the process of bringing together the
project architects, engineers construction managers to
work together to in a collaborative effort, which can
speed up the project’s completion.
• the integrated team institutes open, collaborative,
project-oriented goals, will result in cost-effective and
timely built facilities that are of the highest quality.”
35. Steps to achieve
1. Preparing a master schedule incorporating commissioning
2. Operations to handle the commissioning part in master schedule
3. Milestones to be shared by civil pmc and mep after internal coordination
4. Review progress every week and discuss red flags
5. Receive progress photos of discussed areas
6. Trade wise manpower report weekly chart and projections exclusively for
phase 1 and related(hospital external, shaft works etc)
7. Assessing the situation and fixing priorities
Type of meetings required every week
1. Weekly planning / Review meetings-top level macro level - floor /systems /
Utility and occupancy and status of meeting deadline committed
2. Site coordination meetings. Between Civil,MEP and PMC with operations
representatives
3. Contractor Review meetings-site level weekly targets zone/dept./block wise
all site engineers and contractors
4. Design Coordination meetings to discuss open/pending items.
36. Integrated master schedule
• Scheduling the activities and resources efficiently plays a key role in any project’s
success. The project master schedule is one of the most effective tools.
• Master Schedule is a summary level project schedule which includes the major project
deliverables, work breakdown structure components, and key project milestones and
show various inter dept. relationships / dependencies.
• A project master schedule is an early communication tool among stakeholders which
shows the major deliverables, key milestones and its status
• Simply put, a master schedule is prepared for tracking the project at a summary level.
• This can instill the target date of the project in all the stakeholders
37. Importance of following
sequence in construction
Sequencing of work has implications not only for
keeping the project on schedule, but also for
coordination of trades, quality control, and the
potential need to dismantle or replace completed
work.
If the work is not implemented in the proper
sequence, damage to completed work can occur if it
is adversely affected by the tasks that follow.
Example
A new gypsum board was installed and finished to address
damage from prior roof leakage. However, the contractor
had not yet finished the new roof installation to address the
source of the leakage, and the newly completed work was
damaged and needed to be redone.
38. Risk of Tile damage and rework
Block 5 Lift lobby Block 5 common toilet
complex
Importance of following direction in construction
39. Sl.no Work/Task Material dependencies Status Process owner W1 W2 W3 W4 W5 W6 W7 W8 W9 W10 W11 W12
Civil Phase
1 Civil works including masonry, brick wall partition
2 MEP Shaft works Pipes and ducts lagging
3 MEP testing
4
MEP low side works including wiring, cabling, piping, ducting
and fixing of back boxes/first fix etc.
ducting
5
Civil masonry completion including closing of shafts and
completion of cement based works lagging
6 External façade/closing, sill level finishing etc.
glass panels and
frames lagging
7 Doors, shaft doors , and frames doors and frames
lagging
8 Floor Tiling
9 Vertical - external and horizontal expansion joint finishing joint profiles lagging
10 Making the area/Block weatherproof and debris cleaning lagging
11 Floor to floor closing of shafts
checker plates and
welding lagging
Interior Phase
12 Interior wall finishing-plastering and paneling
False ceiling pre closure checklist signoff
13
False ceiling channel and tile/board works and cutouts as per
RCP
14 Second fixtures MEP and Ceiling fixtures lights, diffusers
current
stage
15 First round cleaning
Fit out Phase
16 laminate glass / special items fixing
delivery of items for
the area
17 Furniture delivery and placement furniture
18 MEP second fixtures on furniture
19 Sanitary and SS fixtures installation including grab bars etc. fixtures
20 Completing furniture installation
21 Second round deep cleaning
Handing over phase
22 Snagging
23 Desnagging
24 Third round cleaning
25 Handing over signoff between projects and facility engineering
26 Takeover of user dept. and familiarisation of user dept.
Timeline
Timeline
Ideal construction sequencing
40. Pending civil works during advanced finishing stage in the same area
Missing required Critical points
resulting in rework
44. Types of Work
1. Not conducting an Infection Control Risk
Assessment (ICRA)
An ICRA documented process that focuses on the reduction of risk from infection
and acts through the phases of facility planning, design, construction,
renovation and maintenance, provides guidance to administrators and
construction personnel on proper infection control protocols. While most large
renovation projects require an ICRA, smaller projects often do not.
2. Under-sizing the negative pressure system
Facilities often consider negative pressure systems less important in small
construction projects, and consequently they utilize the incorrect system size.
The improper sizing of negative pressure systems does not allow for the
recommended negative pressure of 0.01 inches of water, and can result in
construction zone dust escaping into the general hospital area.
3. Conducting renovations during off hours
While this may seem like an appealing option, it can quickly lead to sloppy work
practices. Many healthcare facilities believe that by conducting construction
during off-hours they can reduce costs and avoid the necessity of installing
proper contaminant barriers; however, hospitals operate 24/7, therefore the
risk to patients and staff exists 24/7. These contaminant barriers, or ICRA
containment, and other preventive measures exist for a reason and their
misuse can result in unnecessary contaminant exposure.
Common Infection Control Mistakes To Avoid During Renovation Projects
4. Improper design of the containment
barriers and anterooms
• Improper placement of containment barriers and
anterooms can make the difference between
successful infection control and an outbreak. If the
containment walls and other enclosures interfere
with the placement of equipment or utilities,
workers may bypass or dismantle them, which could
lead to hospital-wide contamination. Personnel
must consider the entire construction zone and the
project flow before building these structures.
5. Failure to follow industry protocol for
mold
• Upon discovery of mold in a construction zone,
personnel must enact specific measures to prevent
the spread of mold spores. Failure to take all the
appropriate steps, could place the facility at serious
risk for an outbreak.
• By keeping infection control a top priority before,
during and after construction project, protect your
patients and staff from exposure to contaminants
and minimize the chances of illness.
45. Containment of Dust and Debris
• Controlling construction-related activities
• Building shafts, chutes
• Electrical and water system shutdowns
• Ventilation and Environmental Control
• Creating Negative Pressure Environments
• HVAC system shutdowns, potential for passive ventilation
• Barrier Systems
• Dust and Debris Control
• Envelope penetrations
• Contamination Control
• Removal of materials from the building
• Clean Clothing and Tools
Engineering Controls Safe Work Practices
Daily Safety Briefings
Vacuuming
Debris Removal
Traffic Control
Worksite Cleaning
Monitoring
46. Sealed Air Ducts
Mobile Dust Control Devices
Tight to ceiling and
walls
Door
Closed
Barrier For Dust Control
Debris Removal
Use Of Coveralls During Demolition Sticky mats
Steps Site entry separate from hospital
47. Types of Work
Infection Control Risk Assessment-ICRA
TYPE A
Inspection and Non-Invasive Activities Includes, but is not limited to:
Removal of ceiling tiles for visual inspection limited to one tile per
50 square feet painting (but not sanding)
Wall covering, electrical trim work, minor plumbing and activities
which do not generate dust or require cutting of walls or access to
ceilings other than for visual inspection
TYPE
B
Small scale, short-duration activities which create minimal dust
Includes, but is not limited to:
Installation of telephone and computer cabling
Access to chase spaces
Cutting of walls or ceiling s where dust migration can be controlled
TYPE C
Work that generates a moderate to high level of dust or requires
demolition or removal of fixed building components or assemblies
Includes, but is not limited to:
Sanding of walls for painting or wall covering removal of floor
coverings, ceiling tiles and casework
New wall construction
Minor duct work or electrical work above ceilings
Major cabling activities
Any activity which cannot be completed within a single work shift
TYPE
D
Major demolition and construction projects Includes, but is not limited
to:
Activities which require consecutive work shifts
Requires heavy demolition or removal of complete cabling systems
New construction
Types of work Low Risk Medium Risk High Risk Highest Risk
Office
areas
•Cardiology
•Echo
cardiography
•Endoscopy
•Nuclear
medicine
•Physical
therapy
•Radiology/MRI
•Respiratory
therapy
•CCU
•Emergency room
•Labor and
delivery
•Laboratories
(specimen)
•Newborn nursery
•Outpatient
surgery
•Pediatrics
•Pharmacy
•Post anesthesia
care unit
•Surgical units
•Any area caring for
immune
compromised
patients
•Burn unit
•Cardiac Cath lab
•Central sterile supply
•Intensive care units
•Medical unit
•Negative pressure
isolation rooms
•Oncology
•Operating rooms
including c-section
rooms
Type A Type B Type C Type D
Low Risk I II II III/IV
Medium Risk I II II IV
High Risk I II III/IV IV
Highest Risk II III/IV III/IV IV
Match the type of work category to the patient risk group
to determine the precaution class
Patient Risk Categories
48. Required Infection Control Precautions by Class partial listing
During Construction Project Upon Completion
Class I
1. Execute work by methods to minimize raising dust from construction operations.
2. Immediately replace ceiling tiles displaced for visual inspection.
Class II
1. Provide active means to prevent airborne dust from dispersing into atmosphere.
2. Water mist work surfaces to control dust while cutting.
3. Seal unused doors with duct tape.
4. Block off and seal air vents.
5. Place dust mat at entrance and exit of work area.
6. Remove or isolate HVAC system in areas where work is being performed.
1. Wipe work surfaces with disinfectant.
2. Contain construction waste before transport in tightly covered
containers.
3. Wet mop and/or vacuum with HEPA-filtered vacuum before leaving
work area.
4. Remove isolation of HVAC system in areas where work is being
performed.
Class III
1. Remove or isolate HVAC system in area where work is being done to prevent
contamination of duct system.
2. Use critical barriers (i.e. sheetrock, plywood, plastic) to seal areas from non-work areas
or implement control a cube method (i.e., a cart with a plastic covering and a sealed
connection to the work site with a HEPA vacuum to clean the area prior to exit from the
area) before construction begins.
3. Maintain negative air pressure within the worksite using HEPA-equipped air filtration
units.
4. Contain construction waste before transport in tightly covered containers.
5. Cover transport receptacles or carts, if the cover is not solid the cover must be taped
closed.
1. Do not remove barriers from work area s until the completed project is
inspected by the Infection Control Department and thoroughly cleaned
by the Environmental Services Department.
2. Remove barrier materials carefully to minimize spreading of dirt and
debris associated with construction.
3. Vacuum work area with HEPA-filtered vacuums.
4. Wet mop area with disinfectant.
5. Remove isolation of HVAC system in areas where work is being
performed.
Class IV
1. Isolate HVAC systems in areas where work is being done to prevent contamination of
duct system.
2. Use critical barriers (i.e. sheetrock, plywood, plastic) to seal areas from non-work areas
or implement control a cube method (i.e., a cart with a plastic covering and a sealed
connection to the work site with a HEPA vacuum to clean the area prior to exit from the
area) before construction begins.
3. Maintain negative air pressure within work site using HEPA-equipped air filtration units.
4. Seal holes, pipes, conduits and punctures appropriately.
1. Remove barrier material carefully to minimize spreading of dirt and
debris associated with construction.
2. Contain construction waste before transport in tightly covered
containers.
3. Cover transport receptacles or carts, if the cover is not solid the cover
must be taped closed.
4. Vacuum work area with HEPA-filtered vacuums.
5. Wet mop area with disinfectant.
6. Remove isolation of HVAC system in areas where work is being
performed.
51. Operational and Engineering Commissioning
Challenges
• analyzing and arriving at practical completion
• Conflicts or differences in opinions
• Coordinate the technical commissioning
• Lack of Total snagging with participation from user depts
• Coordination issues
Commissioning
52. Process Group Solutions/Mitigation Tools and techniques
Operational and
Facility-Engineering
Commissioning
• Intense Coordination and followup of bottlenecks and
obstacles
• Participation from all user and relevant support teams
• Early identification of issues
• Risk assessments during construction stage
• Snagging, desnagging and rectification
• Mock drills and TAT Evaluation
• PERT Charts
• Action Plans
• Implementation chart
• Robust communication
• Key information flows
• Trello or similar software for
collaboration
53. Engineering Commissioning
• Development of Utility Management Plan
• FormalAcceptance
• Comprehensive training for maintenancestaff
• Commissioning of
• Engineeringsystems
• MedicalEquipment
• IT–Communication system
• Signage-InternalExternal
54. OPERATIONAL
COMMISSIONING
Formation of HFC Core Committee
Deriving action plan for each
department
Implementation chart
Coordinated Timeline-Master program
Monthly milestones and progress
review
Execution
Stage
Planning
Stage • Physical activities programme
• Operational policies
• Human resources strategies
• Communication plan
• Furniture, fittings and equipment activities
• Occupation activities
• Decommissioning of previous facilities
• Budget allocations
• Risk management
55. Commissioning Meetings
TEAM Members
• Client Directors
• Client Engineering heads CIVIL and MEP
• PMO
• PMC/PD Representatives
• Client Admins HR Contracts
• Client Procurement team
• IT-Engineering heads
• Clinical Heads
• Utility-support services heads
57. PROCESS RELATIONS DIAGRAM
STAT CONSULTANCY 57
> > > > > > > >
> > > > > > Management approval
> > > > Series start
> > > > > >
All concerned
IT Digital
Housekeeping
Marketing
HR
Clinical Engg Safety
PARCO HOSPITAL Operational commissioning
PERT CHART : Master
Procurement Projects
Pharmacy Clinical
Quality Nursing
58. STAT CONSULTANCY
REFERENCE ONLY
Sl.no Project Phrase Cx Task Description Status/Remarks
Timeline-
Latest end
Commissioning
Task
(w.r.t Master
schedule. To be
filled by STAT)
1 SOA analysis
Schedule of Accomodation to be
shared for analysis completed 31-Aug-19
2 Care planning
Areas of care to be identified by
key team completed 15-Sep-19
3 a)Inpatient completed 15-Sep-19
4 b)Outpatient completed 15-Sep-19
DOCUMENT REF NO : STAT-IND-KL-KIMSE-CMNSNG-OPT-APLN-NURSING-R0-19-7-19
DOCUMENT REVISION : REVISION 0
DOCUMENT ISSUE DATE: 19-07-2019
PROJECT : KIMS EAST HOSPITAL
COMMISSIONING AGENCY :
PROJECT LOCATION:TRIVANDRUM, KERALA
DOCUMENT TITLE: ACTION PLAN FOR OPERATIONAL COMMISSIONING
TARGET DEPARTMENT :DEPT. OF NURSING
Pre-commissioning
59. STAT CONSULTANCY
5 Dept. planning Organogram and Staff hierarchy completed 22-Sep-19
6 Manpower planning
Completed.
Submitted to HR
7
Adoption of Standard Operating
Protocols extension only Not applicable
8
Setting of communication
protocol extension only Not applicable
9 a)Intra department extension only Not applicable
10 b)Interdepartmental extension only Not applicable
11 Duty timings extension only Not applicable
12 DNO
communicated to
HR COMPLETED
13 HR. planning
Staff strength as per the Care
areas
communicated to
HR COMPLETED
Setting up
REFERENCE ONLY
60. STAT CONSULTANCY
14 Nurse to patient ratio
communicated to
HR COMPLETED
15 a) Inpatient Rooms
communicated to
HR COMPLETED
16 b) ICUs communicated to HR COMPLETED
17 utilization of students
communicated to
HR COMPLETED
18
Facility
planning
verification / concurrence of
infrastructure planning 15-Sep-19
19 Facility setup Verification of nurse call system 15-Nov-19
20
Operations
setup Dress codes 30-Nov-19
21 SOP planning
Hospital emergency code team
setup 15-Feb-20
22 Training Induction Training 15-Mar-20
23 Training SOP Training 22-Mar-20
REFERENCE ONLY
61. STAT CONSULTANCY
24 Training Safety training 30-Mar-20
25 Training
Technology training-software and
Command center 15-Apr-20
26 Training
Equipment training by
BME/Vendor 30-Apr-20
27 Training Mock drills 5-May-20
28
Equipment
Handling
Signoff Equipment acceptance
after training 10-May-20
29
Equipment
Handling
asset management for allocated
FFE 10-May-20
30
Equipment
Handling
Departmental allocation of
Equipment as per equipment
schedule 10-May-20
31
Equipment
Handling
Checklists for Equipment
Maintenance 10-May-20
32 Site tour
Site tour of inducted staff after
handover 25-Apr-20
33 Snagging
defects identification and
rectifications 1-Apr-20
Training
Handover
Pre occupancy
REFERENCE ONLY
62. Start up plan
Equipment
installation plan
Onboarding Plan
Infra readiness-
dust free zones
Identifying and
scheduling dept.
startup
Forming a
multidisciplinary
team
62
34
Training and
trials
Interdepartmental relationships
and indenting procedure 1-May-20
35
Pre functional Patient acceptance
trials 5-May-20
36 Facility handover Signoff
Signoff facility handover for care
areas 15-May-20
Pre occupancy training
Implementation chart
• Consolidated Action plans streamlined as per the OPR
• Prepared after the finance department approval as per
the allocated budget
Start-up and transfer Plan
63. Close Out &
Post Occupancy
Project
Closeout &
Post
Occupancy
Conducting lesson learned
adding to policies based on lessons
learned
Taking responsibility to make sure
the project is to the required
standard of quality and within the
specified constraints of time and
cost.
64. Family zones in patient rooms which encourage closer observation of patients reduce the number of patient falls.
Value Additions of EBD
Patient safety
EBD can achieve efficient workflow through decentralized workstations, which bring nurses, physicians, and supplies closer to
patients by distributing stations throughout the unit.
Natural light and Views of the outdoors can elicit positive emotions and distract patients from pain
Increase Staff Efficiency
Decrease Patient Need for Medication
Conducting
Evidence-based Design(EBD)
studies
Evidence-based design (EBD) is a decision-making approach that provides research-backed information for
decisions made during the design process.
65. EBD
Design Process
Measure –KPIs
Noise
Light
Traffic
Aesthetics
Staff satisfaction
Patient healing rate
Average bed occupancy rates
66. THANK YOU!
Diligent, Proactive coordination and management can achieve the desired Quality
within the Cost before the Time anticipated of a project & exceed theOPRs in a live
healthcare Construction environment
Lets Create a positive resonance!
Editor's Notes
Premise(s) for the future, upon which the project is required (e.g., occupancy at 90%, population growth, and change in treatment protocols);
Descriptive overview of the change in the organization to address the project;
The supporting rationale that identifies the factors driving the need and the planning work done to date;
Summary of needs assessment findings; and key cost, schedule and implementation assumptions.
Provides a detailed description of component activities and functions - what is done (e.g., inpatient care, ambulatory care, diagnostic imaging, patient transport, building cleaning, laundry, food services, human resources),
by whom, when and with what resources.
It includes specific components within the major activities/functions (e.g., Human resources would be further broken down – labour relations, payroll, accounting, etc.) and describes any transfer of activities/function from one component to another component.
(e.g., access, security, privacy, noise control, natural light, infection prevention and control, safety, work environment, change and flexibility, sustainability, critical dimensions, overall layout, special needs population);
EMC
If Master Schedule is there, We will not approach with prejudice that the project wont get completed anytime sooner
More clarity on items and dates
46
The process of commissioning a facility relates not only to the management of time, costs,supplies, equipment and the quality of buildings, but also to the management of people,systems and organizations to ensure that the facility is utilized effectively at the same time ensuring safe environment for patient, staff and visitors.