Project Management

The Friends of Wimborne Hospital took responsibility, with the agreement of the Dorset NHS Healthcare Trust for the construction of a £450,000 X-Ray Department which was to be funded initially entirely by The Friends of the Hospital. This was a unique venture and a complex project involving stringent radiation control, and I believe this is the first occasion on which The Friends of a Hospital have taken over responsibility for a National Health Service building project. As charity funds were involved we needed to ensure that efficient controls were in place.

The Friends Committee delegated myself as Chairman, the Hospital Manager and Hospital Clinical Director to organise the project.

We observed three good basic business principles:

• Appoint a well-qualified project manager with a proven track record. If individual is not known ask for reference sites to confirm ability.

• Keep financial and building progress controls simple, either manually or , if competent to do so, with the use of a personal computer.

• Establish good communication links at all levels.

1) We engaged a director (qualified surveyor) of a local company with considerable experience of project management, and took up references with companies for whom the director had managed building contracts. References proved to be highly commendable.

After the appointment of the contractor a meeting was held with their management team and all Hospital and trust staff involved to explain the project in detail. Hospital areas, activities and staff were all identified when and where they were likely to be affected.

2) Complex financial and building construction controls can be confusing. Ensure those involved at all levels can readily interpret information produced.

Set up a Cost/Budget Schedule based on staged payment dates. It is essential to check that costs do not exceed budget. It is also vital that any work outside the terms of contract are authorised by the Project Manager only.

Challenge Issue 23 - May 1998