pm final presentation

8/10/2019 PM Final Presentation

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Team 7Rohan DeotaRazan FashhoCasey Franz

Ju Lee HyungUzair Mansuri

Basrah Childrens Hospital


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Background

Risks

Problems Timelines and Costs

Prevention

Recovery Lessons Learned

Overview


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Background

Basrah Location

15% Children die before 5years of age

Children suffering from preventable diseases

Childhood Leukemia >8% prior to 2000

Children accounted for 56% of reported Leukemiacases.


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As part of the Iraq Relief and Reconstruction Program, the UnitedStates Agency for International Development (USAID) was taskedwith constructing a State of the Art 50-bed pediatric hospital in

Basrah, Iraq.

Background


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Congress authorized $50 million to be spent for project from IraqRelief and Reconstruction Fund by USAID. (November 2003)

USAID and Project HOPE had Memorandum of Understanding

(MOU) where Project HOPE would take lead in providing asignificant portion of the hospital equipment and have responsibilityfor training medical and administrative staff. (January 2004)

USAID awards Bechtel National Incorporated with a design-buildcontract that required the hospital to be completed by December 31,2005 (October 2004)

July 2005, the design changed to a 94-bed facility including anoncology center at request of Iraqi Ministry of Health

Background


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Natural: Earthquakes, Termites MitigationStructural Design

Location: Insufficient Water, Sewage Systems MitigationAdditional water system inlets, new gravity

conveyance sewage system

People: Hostility, Rebels MitigationSecurity Personnel

Risks


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April 2005 USAID reports completion date to be May 31, 2006 (originally

December 31, 2005)

October 2005 USAID reports completion date to be October 31, 2006

March 2006 Bechtel reports completion date to be July 31, 2007 with an

estimated cost of $98 million (originally $50 million)

July 2006 Special Inspector General for the Iraq Reconstruction (SIGIR)

audited the project and found that USAID had insufficientoversight, inadequate accounting systems, and that they failed toreport the increasing budget to congress.

SIGIR estimated cost of project to be at least $149.5 million

TimelineProblem Signs


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Problem Signs Bechtels in depth analysis submitted in 2005,

though BCH consideration was in 2004. Thorough technical feasibilityanalysis was not done

Error in basic engineering design. (water availability, seismicdesign, pumping stations in parallel)

Unrealistic timeframefor design and constructionBasrah Childrens Hospital

Term-Contract or fee contract

Kadhim Hassan little to no work had been donefor months. James Glanz


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Project Changes

June 2006 USAID issues a Stop-Work notice to Bechtel

Program oversight transferred from USAID to the US Army

Corps of Engineers Gulf Region Division (USACE) Project was approximately 30% complete at time of transfer

September 2006 New contract awarded to MID Contracting with a new

completion date of July 21, 2008


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Vendor Evaluation & Finalization Jul-04 to Oct-04

Detail design started Oct-04

Actual Construction started 14-Apr-05 (9 Mon ths later than JO date)

Structural Timeline


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Seismic design did not meet standards Bechtel had to resubmit design for approval

Soil at sight could not support building

Bechtel added to foundation, adding 90 days to the schedule and $2.5million to budget

Security

By 2005, local militia and gangs had killed 24 on-site workers

Changing Scope

50-bed pediatric hospital100-bed facility based on oncology94-bedfacility supporting oncology and pediatrics

Communication Multi le artners involved fundin sources

Problems


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Lack of effective oversight No on-site project management by USAID

Nationwide construction cost escalation 30-40% per year

Complex chain of subcontractorsused by Bechtel

Quality Issues

Civil work was not ready for installation Contract work was poor (cracks in walls and floors)

Since project was so far delayed, medical equipment providedin 2005 was not longer State of the Art

In 2009, the hospital had to change slogan to Modern

Problems


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USGovernment

Project HOPE(US based

HealthOpportunities

PeopleEverywhere)

USAID (USAgency

InternationalDevelopment)

Bechtel(original

contractor)

MIDCON, UHS &Hospital Design and

Planning(HDP)

Sub-contractors

Departmentof State(DoS)

Government ofSpain (GOS) UNDP (United

NationDevelopment

Program)

Ministry ofHealth (MOH)

Iraq

USACE (GRD)

( US Armycorps of

Engineers Gulfregion

division)

Government ofIraq(GOI) US CommandersEmergency Relief

Program (USCERP)

MOU

Stakeholders/Agencies Involved


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0

20

40

60

80

100

120

140

160

180

2004-Jun2006-Jun

2009-May

50

117.4

165.7

TotalProjectCost($Millio

ns)

Duration

Origin al Total Project Cos t: $50 m il l ion

Project Cost


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2003 2003 2004 2005 2006 2007 2008 2009 2010 2010

BCH completelyinaugurated

10/21/10

Phase opening ofBCH started

11/30/09

USACE

takingoverproject

fromUSAID

6/27/06

USAID issued"Stop Work"

6/1/06

Initial ProjectCompletion date

12/31/05

JO amendmentwith official

scope defined7/7/04

JO released

on Bechtel

6/7/04

USAID awardedcontract to

Bechtel

1/5/04

Conceptualization 2003 - 2004

Fundamental Scope Change 2004 - 2005

Bechtel Work: (30% ProjectCompleted, 9 Months Delay with

cost overrun)

2004 - 2006

8 subsequent modifications in scope 2006 - 2007

United Nations ordering of 18 contracts in process 2007 - 2009

Phase Opening of BCHstarted

2009 - 2010

1 year

1 year

2 year

1 year

2 year

1 yr

Project Timeline


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PMI Areas Matrices

Level: 1 2 3 4 5

Requirements

Definition

Statement of

purpose

Process to

identify

requirements

Stakeholders

involved in

requirements

Functions fully

documented

Incorporates

quality

improvement

Deliverable

Identification

Names of

deliverables

Customer &

management

identify deliv.

Detailed

description of

deliverable

Consistent

template for all

projects

Improvement

in process

Scope

Definition

Ad hoc, no

standards

Defined scope

statement

Assumptions

& constraints

clear

Documented &

monitored

Project

experience

data used

WBS Basic work

components

Third level

template

Jointly identify

all tasks

Inter-project

dependencies

documented

Regularly

monitored

Scope Change

Control

Ad hoc

communi-

cation

Documented

change

process

Baselines

established &

managed

Integrated with

organ.s

systems

Lessons

learned

Project ScopeManagement

Level: 1 2 3 4 5

Activity

Definition

Few or no

activities or

milestones

Scope

statement,

milestones

Process,

assumptions,

constraints

Activities

regularly

monitored

Continuously

improve

activity defin.

Activity

Sequencing

Ad hoc

sequencing

Process for

precedence

analysis

External

dependencies

dependencies

regularly

monitored

Improve

dependency

analysis

Schedule

Development

No process for

scheduling

Process for

scheduling

time & costs

Historical data

base for

scheduling

Resource

utilization

maximized

Improve

networks,

resource alloc

Schedule

Control

No baseline

control or

reporting

Schedule

status, chg.

control

Change

control,

earned value

Assess project

efficiency

Schedule

performance

analysis

Schedule

Integration

Ad hoc

grouping of

schedules

Manual

grouping of

schedules

Organization-

wide

schedules

Decisions

across

programs

Lessons

learned for

integration

Project TimeManagement


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Level: 1 2 3 4 5

Resource

Planning

Individuals

identify

resource req.

Resource

listing defined

Project office

resource

repository

Integrated w/

project office &

HR

Improve

resource

priorities

Cost

Estimating

Scope

statement; ad

hoc estimates

Top WBS,

cost-estimate

template

Cost analysis

of alternatives

Integrated w/

finance, acct,

risk mgt

Improve

forecasting vs.

estimates

Cost

Budgeting

No established

practice

Baselining

process not

org standard

Time phased

estimates,

baselines

Integrated w/

finance, acct,

risk mgt

Baseline

lessons

learned

Performance

Management

Informal, ad

hoc

Summary level

tracking

Earned value,

corporate

financials

Performance

indices

Measure

efficiency &

effectiveness

Cost Control Non-standard

tracking

Periodic cost

reports

Variance

analysis, est to

complete

Cost reports

integrated w/

tech reports

Cost

assessments,

lessons learn

Level: 1 2 3 4 5

Risk

Identification

Risks not

identified

Risk

identification

process

Standards for

risk/symptom

identification

Integrated w/

cost & time

mgt, PMO

Identify org.

priority,

lessons learn

Risk

Quantification

Speculate on

impact if risks

occur

Structured

approach to

rating risks

Multiple

criteria

prioritization

Integrated w/

cost & time

mgt, finance

Improve

quantification

Risk

Response

Development

Risks

considered as

they arise

Informal

strategy for

handling risks

Contingency

plans

Integrated w/

cost & time

mgt, PMO

Tracking

project

reserves

Risk Control Day-to-day

problem

solving

Individualized

approach to

managing risk

Risks routinely

tracked

Integrated with

control

systems

Risk assess

included in

proj execution

Risk Docu-

mentation

No historical

database

Some

historical data

Historical data

on common

risks

Interdepen-

dent risks

betw projects

Improve

collection

activity

Project CostManagement

Project RiskManagement

PMI Areas Matrices


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Identification

Scope

Prior to Design

Risks

Location

Engineering

Financial

Contingent Contract

Realistic Timeframe Cost

Contract Details

Management

Analysis

Location

Design

Funding Allocation

Technical and FinancialFeasibility

Monitoring and Reporting

Identify warning signs for

potential problems Communication between

stakeholders

Prevention


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Evaluate/Audit Project

Problem areas and flaws

Review objectives and assumptions

Feasibility

Must have versus would like to have

Determine Tradeoffs

Urgent changes

Cost Effective changes

Feasible changes

Revise Goals

Change deliverables

Update WBS

Incorporate customers/stakeholders

Recovery


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Technical feasibility of basic design and approval of those prior to startof work

Project timeframe should be evaluated and should be realistic

Evaluate risks and their impact on scheduling and cost

Ensure availability of resources required for the project and site surveyfor understanding the suitability of surrounding.

Baseline scheduling, monitoring and reporting for warning signs inproject

Designated project team with project manager coordinating betweendifferent agencies and taking the accountability of the project progress

Lessons Learned


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Have personnel for on-site management and project oversight

Identification and implementation of control process.

Define a specific communication protocol for stakeholders withthe project management team

Cost estimation and cash flow to be organized and distributedover the project life cycle

Understand different local governments budgeting process

Progress status reporting at regular intervals of time

Lessons Learned


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Works Cited"Al Basra Children Hospital Historical Records"Enr. Construction.com. N.p., n.d. Web. 10 Apr. 2013.

Basrah Childrens Hospital Basrah, Iraq. Special Inspector General for Iraq Reconstruction (SIGIR) Report. PA-08-160. 28 July 2009.

Glanz, James. "SERIES OF WOES MAR IRAQ PROJECT HAILED AS MODEL." The New York Times. The New York

Times, 28 July 2006. Web. 10 Apr. 2013.

Kerzner, Harold. Recovery Project Management: Techniques and Tactics for Reversing Failing Projects. InternationalInstitute for Leaning, Inc. www.iil.com. Web. 10 April 2013.

Rageh, Rawya. "Iraq Hospital Touted by Laura Bush Delayed." The Washington Post. N.p., 28 July 2006. Web. 10 Apr.

2013.

Review of the US Agency for International Developments Management of the Basrah Childrens Hospital Project.Special Inspector General for Iraq Reconstruction (SIGIR) Report. SGIR-06-026. 31 July 2006.

Photos: http://www.fayeandsteve.com/Basrah%20Children's%20Hospital.htm, http://www.army.mil/article/47156
http://www.fayeandsteve.com/Basrah%20Children's%20Hospital.htmhttp://www.army.mil/article/47156http://www.army.mil/article/47156http://www.fayeandsteve.com/Basrah%20Children's%20Hospital.htm


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Questions

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