Interdisciplinary Engineering Project, Assessment Example

Use of cross-functional engineering efforts to optimize and implement the construction of a hospital facility

Engineering and project management requires a specific set of tools, technique and best practices to build the appropriate framework for success.  Within the basic foundation lies a core of engineering management functions with specific contributions to the overall project execution and completion.  This team is comprised of civil, electrical, mechanical as well as chemical engineers all of which will be responsible for not only their core competency but also will be required to step outside of their core function to fill in the knowledge areas that are not represented.  This capability to solve problems and alleviate unnecessary risk is paramount when completing a large scale project with a multitude of complex integrations and critical path requirements.

The hospital design, development, finalization and execution centralize the focus of the project management activities and create a collective synergy to drive strategic goals and objectives of the larger entity while also managing macro level constraints.  The ability to manage multiple projects that will be simultaneously ongoing includes a technical expertise in the specific engineering knowledge base but also leadership and management skills to drive a variety of projects and programs.  This will allow a structured and formalized management framework aligned with the strategic goals and objectives of the corporation or business unit.  In this case it is the requirements of the National Health Service (NHS) to build a new hospital.  The specific tools and techniques used to work through the cross-functional project execution include technical expertise, leadership, communication, project management best practice frameworks as well as clearly defined requirements, goals and objectives.  This will allow the project team to meet the goals and objectives of the portfolio to meet the strategic vision of the business.

Within the project each member had a specific responsibility relating to the development, execution and implementation of the business requirements and ensuring the accountability of the design.  The process was developed and followed through by utilizing an overlapping checks and balance processes that enabled the team to not only focus on their primary responsibility but also have another team member review their progress and provide constructive criticism to the effort.  Due to the high necessity for attention to detail it was a type of development check by allowing other teammate to view and provide feedback on each area of effort.  This not only provided a level of collaboration between team members it also allowed for the synergistic approach for integrated systems, floor plans and operations throughout the hospital’s structure.  The basic requirements for the project encapsulated a hospital that needed a brand new floor plan to include design, construction and sustainment of the facility.  This effort would be the primary focus of the civil engineer.  The mechanical engineer provided the efforts to ensure the HVAC (heating, ventilation and air conditioning) system was appropriate for the amount of people in the facility and would accommodate the design of the structure.  The mechanical engineer also needed to ensure the elevators, lifts, ramps, stairs and other areas were accessible by all patrons entering and exiting the hospital.  This included not only the patients but also medical employees using wheeled or heavy equipment to provide medical services.  Within the project, the hospital will also leverage technological advancements in diagnostic equipment, robotics and prosthetic devices.  The chemical and medical engineers will focus on these areas and will be integrated with the other engineers’ efforts to ensure integration and functionality between units.

The hospital’s usage requirements include a site that is 550m x 350m.  This plot of land will be used to accommodate 600,000 local or regional users and 250,000 city users.  Daily use including treatments and other immediate care activities could encompass as many as 50 a day.  The facility will house 400 long-term care beds for recovery, monitoring and preparation patients.  There will be 10 fully functioning and independent operating rooms with an additional 20 units for Intensive Care Unit (ICU) capabilities.  Parking will be placed outside of the front door and has a primary lot for 300 vehicles and an overflow lot for 300 additional vehicles.  The design of the facility is a group effort with the initial drawing outlined by the civil engineer.  The facility outline would then have each core capability input their expertise.  Alignment of each specific technical capability of the engineers with the requirements outlined by the NHS requirements documentation would be incorporated into the overall design.  The design would then be reviewed by each member in a collective fashion to provide feedback and ensure the effectiveness and efficiency of the facility is maximized.

The design of the hospital is based on the capability to house a large number of patients, create a fully functioning operating center, provide a comfortable area for patients, family and friends to wait, an intensive care unit, administrative offices and a research department.  Each area has a specific need and function within the hospital but it also serves as a potential for leveraging advancing technology to share and utilize information through integrated electronic healthcare systems, information kiosks and live updates for patients and staff.  This state-of–the-art capability will push the capabilities of the facility and provide an environment for superior patient care and employee capability.

The project management of the hospital will fall on the project owner.  The project owner in this case is the responsibility of the civil engineer.  The civil engineer is selected as the project manager due to the fact that they own the facility and in turn own all aspects that will be implemented into the facility.  This includes all mechanical, electrical, healthcare, infrastructure, logistics and workforce attributes.  All activities will be managed and the accountability of the success is the responsibility of the civil engineer.  Project management incorporates many tools and techniques to facilitate the opportunity for the success of a project implementation. When developing a project there are three areas of concern including scope, schedule and cost of the project. By utilizing the best practice framework outlined by the Project Management Book of Knowledge (PMBOK) the project team will have the best environment to adhere to the client’s requirements while also meeting the time and cost demands.  Leading a project requires the ability to lead, manage, facilitate and mentor all aspects of the project in order to successfully complete the deliverables.

The PMBOK is that guiding principle and the project manager is the leader of that set of policies, procedures and framework to increase the ability for success.  This guide provides the insight and structure for the project team in the multiple areas of project management including the nine knowledge areas and the five phases throughout the project management lifecycle. Each phase of the project requires a structured set of entry and exit criteria which build upon one another. Each of these focal points contributes to managing and executing the project to maintain the three constraints on the project. Project management incorporates many tools and techniques to facilitate the opportunity for the success of a project implementation.  When developing a project there are three areas of concern including scope, schedule and cost of the project. Each of these areas is specifically managed by the project manager and without that insight there is greater opportunity for resource attrition, inefficiencies and project failures.  As the project manager of the entire program, the civil engineer has the ultimate responsibility to manage the project’s scope, schedule and cost.  The budget for the project is based upon the developed requirements from the stakeholders, internal users, risks acceptance levels by the organization and policy and procedure compliance.  Risk will challenge all three of the project constraints.  Risk is the possibility of a deviation from the expected result. The ensuing result of the risk to the budget and project would be dependent upon the variables of the risk such as probability or likelihood of occurrence, level of deviation from the intended plan and the breadth or impact of the risk.  Each would be measured, monitored and controlled through different types of risk mitigation.  The civil engineer’s responsibility within the project provides the most influence over the success or failure of the project.  This responsibility coupled with the caveat of indirect leadership among the other engineers on the project is not only a chance for leadership opportunity but also a risk of leading others without direct authority.  The contribution of the civil engineer has the ability to mold and transform the ideas of all the members on the team, including stakeholders, into the final product, a usable, fully functioning hospital to serve the local and extended community.