Project Status Report

Project Name: <insert project

Overall Status
name> Date: <insert date>
Project Manager: <insert name>
Percent
age
Compl
ete

Red Amber Green xx%

The Hornsby Day Care and rehabilitation center project is an initiative that is aimed at creating a
facility that is aimed at offering high quality care and rehabilitation services for elderly individuals.
As at 12th 10/2023, the Hornsby Day Care and Rehabilitation Centre project has made significant
progress.

Execute summary

The Hornsby Day Care and Rehabilitation Centre Project is an innovative Facility project to
establish a cutting-edge establishment to offer high-quality collaboratively by health officials and
social services, to offer a medical and rehabilitation establishment at Hornsby for aged individuals
residing within the Hornsby Shire. The government is funding the project, which is scheduled to
be finished in 2024.
The project will offer an indispensable resource to the Hornsby neighbourhood and will contribute
to efforts to develop employment and improve the economy of the area. The new establishment
will be developed according to the greatest standards of availability and will have an array of
amenities that facilitate individuals who have impairments, including broad entryways, ramps, and
specialized instruments.
The project is being accomplished by a team of qualified individuals who are dedicated to
delivering the project on schedule and within budget. To guarantee that the newly constructed
facility satisfies community demands and offers the finest care for children and the elderly, the
project team collaborates extensively with the Hornsby community.

1. Project Progress Last Period（一般过去时）

The Project Achievements

 Project Initiation: We have successfully initiated the project, establishing the groundwork
for a well-structured project plan.
 Consultation with Key Staff: Critical consultations with key staff from different departments
have been completed. The sessions helps to ensure a shared vision and goals across the teams
working on the project.
 Planning Services and Facilities: Clear planning of required services and facilities has been
achieved, setting the project's direction. The plan will provide a roadmap for the team and act
as a score sheet showing the progress of the project.
 Appointment of Consultant Architect: We have appointed a consultant architect, a crucial
milestone for the project. The Architect will provide expertise required to facilitate high
standards work.
 Inventory of Existing Computer Systems: A comprehensive inventory of existing computer
systems has been conducted, preparing the team for system integration. This also serves as an
important step, which enhance efficiency data management and information systems.
 Appointment of Key Administrative Staff: Key administrative staff have been recruited.
The staffs are expected to manage daily tasks and enhance administrative capabilities.
 Procurement of Clinical and Technical Equipment: Procurement of clinical and technical
equipment is underway, ensuring timely availability. The team is actively working on
installing the necessary equipment’s to provide quality services and rehabilitation care,
 Recruitment of Non-Specialist Staff: Recruitment of non-specialist staff is in progress,
ensuring a skilled and dedicated workforce.
Project Integration
Background Information about the Project
The project aims to create a day-care center, operate collaboratively by health officials and
social services, to offer a medical and rehabilitation establishment at Hornsby for aged
individuals residing within the Hornsby Shire. It will take the place of the current
complicated services in social service, family medicine, and hospital buildings. The center
must offer a day-care service that individuals can travel to daily. The attendees should have a
maximum travel duration of 20 minutes.
1.1 Project Methodology and Approach
The project will be handled employing a waterfall methodology. This approach is well-suited
for projects with well-defined requirements and deliverables (Woźniak, 2021). In a waterfall
workflow, every phase of the process must be finished before going on to the subsequent.
The project will be split into the following phases:
Planning: The project manager will create a comprehensive project plan at this stage.
Design: The project team will create the facility&#39;s precise designs throughout this phase,
which will include building, engineering, and interior design blueprints.
Implementation. During this phase, the project team will choose one of the prospective
designs while employing technology to execute them.
Construction: the facility will be constructed by the authorized designs.
Testing and commissioning: During this phase, the facility will be evaluated and authorized
to guarantee that it fulfils all specifications.
Handover and operation: During this phase, the facility shall be presented over to the
clients and commence activities.
1.2 Integrated Change Control
Integrated change control implies the procedure that might be executed which includes the
complete assessment of every change request that might be posted about the project&#39;s
corporate procedure resources as well as all of the deliverables that are in concern. According
to Liu et al., 2019 the authors suggested that integrated change control, also encompasses the
time throughout which these requested changes can be authorized to take place, in addition to
the process in that the changes that were ultimately approved might be adhered to, monitored,
and to the degree probable, regulated.
The flowchart below demonstrates the change control process:

Change Request

Project Manager

Change Control Board (CCB)

Decision

Change Control Form

The essential elements of a Change Control Form generally comprise:
 Change Description: This part must precisely and briefly define what needs to be
altered and the reason.
 Change Requester: The person or group accountable for starting the change request
must be specified in this part.
 Change Evaluation: This can include taking into account technological feasibility,
stakeholder impact, and accordance with corporate objectives.
 Change Approval: When the change request has been thoroughly assessed it needs to
be authorized by the suitable stakeholders.
 Change Documentation: Any modifications that are made, as well as the results of
the change implementation process, should be documented. Improvements to current
documentation, instruction manuals, or standard operational procedures may be
1.3 Monitoring and Controlling,
The project manager will be monitoring and control the project on a regular schedule to
verify that it is on course to accomplish its objectives. It entails figuring out what corrective
action has to be taken, when it needs to happen, and who needs to do it. Monitoring must
commence in the planning phase since it is straightforward to go off records with planning
attempts. The project manager will analyse and mitigate any risks as well as monitor the
project&#39;s progression about the timeline and budget.

1.4 Process and Procedures

All pertinent project processes and procedures will be created and documented by the project
manager. This will contribute to the continuous and effective management of the Centre
project.
Procedures
Clinical Procedures:
1. Administering Drugs:
 Documentation and protocols for administering medications.
 Storage and handling of medications.
 Medication records and tracking.
2. Performing Minor Operations and Therapeutic Procedures:
 Instructions and protocols for carrying out simple medical treatments.
 Strategies for preventing infections and safety.
 Post-procedure care and record-keeping.
3. Emergency Procedures:
 Emergency reaction strategies and procedures.
 Evacuation techniques.
 First aid and fundamental life support techniques.
Care Procedures:
Admissions, Transfers, Discharges:
 Inpatient admission procedures.
 Instructions for conveying patients between units or facilities.
 Discharge organizing and record keeping.
Outpatient Records:
 Processes for keeping track of outpatients.
 Standards for confidentiality and privacy.
 Storage and recovery of records.
Day-Patient Records:
 Documentation methods for day-patient assistance.
 Conformity with privacy laws.
 Guaranteeing the quality of day patients&#39; care.
Bookings and Timetabling:
 Arranging consultations and services for patients.
 Scheduling personnel and assets.
 Notifications and confirmations for appointments.

Common Record System for Therapies:

 Implementing and upkeep of a unifying record database for therapy services.
Links to GP Records, Local Hospital Records, and Social Services Records:
 Developing relationships and data-sharing contracts with relevant healthcare
organizations and practitioners.
 Standards for data exchange and integration.
 The observance of data privacy laws.
5. Personal Care and Hygiene:
 The processes for offering individual care and sanitation assistance for patients.
 Infection prevention techniques.
Administration Procedures
Personnel and Administration:
 Human resources practices, such as hiring and retaining workers.
 The worker documents and record-keeping.
 Performance evaluation and enhancement.
Finance:
 Budgeting and managing finances techniques.
 Processing for billing and payments.
Recruitment and Induction of New Staff:
 Methods of recruiting and integrating new employees.
 Sessions for orientation and training.
Maintenance of the Building:
 Techniques for managing facilities and building repairs.
 Security assessments and upkeep timelines.
 Emergency repairs and reaction procedures.
Project Phases and Deliverables
The table demonstrates the significant phases and deliverables for the Hornsby Day
Care and Rehabilitation Centre project:
Phase Deliverables
Planning Project plan, scope statement, work breakdown structure,

schedule, budget, risk management plan

Design Architectural, engineering, and interior design plans

Construction Constructed facility

Testing and commissioning

Test results and commissioning reports

Handover and
operation

Facility handover documentation, operations manuals

Project Management Standards

The project management guidelines listed below will be used to oversee the Hornsby
Day Care and Rehabilitation Centre:
PMBOK Guide: Determine objectives, detail, and magnitude of the project based on
the circumstances. As a result, the team may design project management specifically
for the center.
Project Management Institute (PMI) Project Standards: The association&#39;s mission
is to support those who need assistance managing their projects and investments
effectively by offering those tools, connections, and standard procedures.
PRINCE2: The responsibilities of project employees, stakeholders, and managers are
clearly defined under PRINCE2. It is a closed system with stringent guidelines that
project supervisors and staff have to adhere to exactly.
4. Scope Management
4.1 Project Scope Definition
Setting up a broad medical care and rehabilitation facility that will offer an array of services
to respond to the requirements of people recuperating from catastrophes, an operation, or in
desire of medical and social assistance. The following are the main elements of the scope:
1. Rehabilitation Services:
 Helping people learn to walk again after accidents.
 Offer rehabilitation services for individuals recuperating from surgery, injuries, or
mishaps.
2. Physiotherapy:
 Provide physiotherapy treatments to help patients with their physical recuperation
and improvements.
3. Chiropody Services:

12
 Offer chiropody amenities for backing elderly people in walking and improving
their movement.
4. Clinical and Medical Services:
 Provide vital healthcare services, such as dentistry.
 Administer medicine and treat wounds, including bedsores.
 Deliver medical care that is more thorough than what a family doctor would
generally offer.
 Track and control chronic illnesses, such as diabetes, using daily medication
regimens and injections.
5. Social Services:
 Provide all-inclusive social services, such as patient care and assistance.
 To address nutritional demands, offer a daily hot meal service.
 Encourage patient socialization to improve their well-being.
The project involves the following key activities:
Building:
 Choosing and altering an appropriate structure.
Facilities:
 Establishing and adopting suitable establishments to suit every service, such as
rehabilitation areas, clinical therapy spaces, and social interacting regions.
Procedures:
Creating administration and operating protocols for the clinic&#39;s clinical, care, and
administrative components to guarantee efficiency and compliance with acceptable criteria.
Staff:
 Developing the staff&#39;s job descriptions and obligations.
 Hiring, reassigning, and instructing suitable employees to fill these jobs.
Computer System:
The creation, acquisition, and installation of a suitable system for computing to assist
efficient operations, record-keeping management, and managerial tasks.

4.2 Project Objectives and High-Level Requirements

Project Goal: To develop a completely functioning healthcare and social establishment by
purchasing and changing a suitable building to address the varied healthcare and social
requirements of the local population.

8.2 Responsibilities Statements

 Project Manager: In charge of the whole planning, execution, and closure of the
project.
 Project Engineer: Responsible for the design and construction of the facility.
 Procurement Manager: Responsible for the procurement of equipment and
furnishings.
 Human Resources Manager: Responsible for the recruitment and training of staff.
 Clinical Manager: Responsible for the development and implementation of operating
procedures.

8.3 Responsibility Matrix

ask Responsible Accountable Consulted Informed

26

Project
Planning

Project
Manager
Project
Manager

Project
Sponsor,
Project
Engineer,
Procurement
Manager,
Human
Resources
Manager,
Clinical
Manager

All project team

members

Project
Execution

Project
Manager

Project
Manager

Project
Sponsor,
Project
Engineer,
Procurement
Manager,
Human
Resources
Manager,
Clinical
Manager

All project team

members

Project Closure Project

Manager

Project
Manager

Project
Sponsor,
Project
Engineer,
Procurement
Manager,
Human
Resources
Manager,
Clinical
Manager

All project team

members

27

Architectural
Design

Architect Project
Engineer

Project
Manager,
Clinical
Manager

All project team

members

Engineering
Design

Engineer Project
Engineer

Project
Manager,
Architect,
Clinical
Manager

All project team

members

Construction General
Contractor

Project
Engineer

Project
Manager,
Architect,
Clinical
Manager

All project team

members
Equipment
Procurement

Procurement
Manager

Procurement
Manager

Project
Manager,
Clinical
Manager

All project team

members

Furnishing
Procurement

Procurement
Manager

Procurement
Manager

Project
Manager,
Clinical
Manager

All project team

members

Staff
Recruitment

Human
Resources
Manager

Human
Resources
Manager

Project
Manager,
Clinical
Manager

All project team

members

Staff Training Human

Resources
Manager

Human
Resources
Manager

Project
Manager,
Clinical
Manager

All project team

members

Operating
Procedures
Development

Clinical
Manager

Clinical
Manager

Project
Manager

All project team

members

28

Operating
Procedures
Implementation

Clinical
Manager

Clinical
Manager

Project
Manager

All project team

members

8.4 Team Work and Performance Management Process

The project team will collaborate collaboratively to guarantee the prosperous finalization of
the project. The project manager will be in control of organizing the tasks of the group and
making sure that everyone is adhering to deadlines and obligations.
Regular assessment of the performance of the group&#39;s participants will also fall within the
purview of the project manager. These evaluations shall be utilized to pinpoint any parts that
require improvements and give team members recommendations.

9. Project Communications

9.1 Project Structure and Governance

The Hornsby Day Care and Rehabilitation Centre project will have the following
organizational structure:
The following bodies are obligated to authorize different facets of the project:

Objectives:
1. Facility Development
 To find a facility that is adequate for the project and satisfies its demands for
convenience, size, and geography.
 To improve the chosen building to establish designated areas for healthcare,
rehabilitation, and social engagement.
2. Medical Services
 Create a full-service medical facility inside the center that offers services
comparable to those of a family doctor, such as regular examinations and
inquiries.
 Provide dental services (dentistry) to help individuals with their oral health needs.
 Offer specialist treatment for wound control, such as treating wounds and
adjusting medications for conditions like bed sores.
3. Medication Monitoring
 Implementing a medication monitoring system to supervise regular courses of
treatment, guaranteeing patients obtain their prescribed medications as planned.
 Develop a monitoring schedule for diabetic patients that covers the giving of
injections and other required medical care.
4. Rehabilitation Services
 Implementing a medication monitoring system to supervise regular courses of
treatment, guaranteeing patients obtain their directed medications as planned.

Project Requirements:
 The building requires the following facilities:
 Disabled accessibility
 Ambulance accessibility
 Garaging and drop-off points
Health and safety requirements
 Wide doorways
 Ramps rather than steps
 Banisters all along the walls
Medical/clinical facilities
Consultation spaces for professionals who are traveling

Rooms for GP consultations and exams

Medical areas (drug cabinets, swabs)
Resources for treatment and rehabilitation.
Personal hygiene
 Cleaning and showering
 Restrooms (mostly accessible)
 Equipment for cooking and eating
 The laundry services
 Managerial and administrative offices
Supplementary requirements
 The facility should offer a variety of assistance, such as social services and social
contact, simple medical or clinical treatment, physical therapy, chiropractic care, and
rehabilitation.
 The facilities must be accessible from 10:00 a.m. to 4:00 p.m., Monday through
Friday.
 The center should be accessible to individuals with disabilities.
 The establishment must be ethically responsible.
4.3 Project Success Criteria
Building Attainment and Alteration:
Finding a facility that meets the needs of the project with success.
The completion of building changes establishes designated areas for medical care,
rehabilitation, and social interaction spaces.
Medical Services Establishment:
Efficient construction of broad medical services similar to those offered by a family doctor.
Successfully addressing the demands of oral health via the practice of dentistry.
Effective the
Medication Monitoring Implementation:
Successful execution of a medication monitoring program guarantees patients acquire the
prescribed drugs as planned.
Diabetes patients who need injections and other necessary medical procedures are monitored
effectively.
Rehabilitation Services Development:

The successful creation and execution of a thorough rehabilitation strategy.

Sufficient aid for people relearning to walk following accidents.
Successful delivery of therapies to promote physical development and recovery.
Providing older individuals with chiropody (podiatry) services to improve their mobility and
foot wellness.
Technology Integration:
Excellent approach purchasing, and setting up of the necessary computing equipment for
office assistance.
Community Impact:
Beneficial effects on the neighbourhood, as shown by improved accessibility to social
assistance and medical services.
4.4 Constraints, Assumptions and Dependencies
Project Constraints:
I. The project must have availability of skilled labor, medical equipment, and other
resources.
II. The project must be completed within 18 months.
III. The project must be managed to mitigate any potential risks.
IV. The project must comply with all applicable building codes and regulations.
Project Assumptions:
Regulatory Conformity: It is anticipated that the project will adhere to all applicable local,
provincial, and federal laws and rules and get the appropriate authorizations and certifications
for the provision of medical care and social services ((Korytárová and Hromádka, 2020).
Approval by Stakeholders: The proposal presupposes that the services and amenities
offered by the centers will be accepted and endorsed by stakeholders, such as victims,
families, caregivers, doctors, and the municipality.
Technology Acquisition: No major postponements or technological difficulties are
anticipated during the purchase and installation of the necessary systems for computing.
Quality Control: To guarantee the security of patients and welfare, it is assumed that quality
control procedures and standards will be observed during the project.

4.5 Project Deliverables– WBS

Hornsby

Phase 1: Project Initiation

P: Procedures

Phase 4:
Closure

Finalize all
contracts

Conduct a post-mortem
review

Celebrate the
project&#39;s success

5. Schedule Management

5.1 Time Management

The time management of the Centre project is vital to its achievements. To achieve the
 project&#39;s schedules, the project manager should require to properly plan and oversee how
the
project team utilizes their time (Miguel et al., 2019). The project manager shall:
 Collaborate with the project team to create a thorough project schedule that lists all
the activities that must be finished, their projected completion times, and any
dependencies.
 Must be ready to modify the project timeline in order to deal with unforeseen
occurrences or modifications in the project scope.

2. Planned Progress Next Period

The project team will continue its primary work during the forthcoming construction phase, which is
set to begin soon. This stage, which represents an important point in the project's development, will
concentrate on;
 Making sure that resources, such as personnel and materials, are allocated promptly and
effectively to achieve construction milestones.
 Constant quality tests ensure the building complies with our quality assurance plan and the
highest requirements.
 Ongoing evaluation and reduction of potential risks, especially those related to unforeseen
problems or building delays.

Upcoming Priorities
 Rigorous cost control is the top priority right now. We are going to use the emergency fund
sparingly, keeping an eye on expenses, looking for ways to cut costs, and practicing sound
money management.
 Currently, we are dedicated to creating an updated, more practical schedule. This will entail
reassessing task dependencies, improving resource allocation, and removing potential
obstacles to ensure prompt completion.
 We are stepping up our efforts in quality control to achieve and surpass high standards. Our
plan to guarantee the Centre complies with quality norms includes stringent quality control
methods and periodic evaluations.
 3 Reasonable Assumptions:
While we anticipate a smooth project execution, we acknowledge the following reasonable
assumptions and potential challenges.
 Cost Overruns: We assume cost fluctuations due to price variations in supplies and
services and proactively created a contingency budget to mitigate potential overruns.
 Staff Shortages: Ensuring an adequate number of qualified staff is crucial for quality care.
We're actively working to overcome potential staffing shortages.
 Funding Challenges: Limited funding could impact resource allocation. We'll seek
additional funding avenues to enhance project resources.
 Regulatory Compliance: the project will stay current with evolving healthcare regulations
compliance.
 Technology Integration: The integration of modern technologies, like electronic health
records, is a work in progress. The project will prioritize this for efficient patient
management.
 Communication and Coordination: Effective communication and coordination will be
prioritized to enhance efficiency and reduce misunderstandings.
 Training and Development: Continuous staff training is crucial to meet the latest
healthcare practices and maintain high standards of care.
 Patient and Family Engagement: the project will strive to engage patients and their
families, overcoming any cultural or language barriers.
 Facility Maintenance: Regular maintenance is essential for ensuring a safe and conducive
environment.
 Data Security: Protecting patient data and ensuring compliance with data protection laws
will remains a priority due to the sensitivity of healthcare information.

5.3 Process and Procedures

Defining the project&#39;s goals and scope is the first stage. The work that has to
be completed,
the deliverables, and the successful criteria must all be defined.
Finding the project&#39;s duties and responsibilities is the next stage after
determining the
project&#39;s scope and objectives. To achieve this, divide the project scope into
fewer, easier-to-
manage activities.
The subsequent phase is to determine the length of time of every job. This considers
the tools
necessary, the difficulty of the work, and any relationships between tasks.
The tasks will then be put in order. This entails logically arranging the tasks while
taking
restrictions and dependencies into consideration.
The follow-up step is to establish a baseline Gantt chart.
Identify the critical path. The critical path is a series of operations that have to be
accomplished on time in order for the project to be carried out on time.

6. Project Budget

19

6.1 Project Budget.

The Hornsby Day Care and Rehabilitation Centre project has a $10 million budget.
This sum
covers the price of all the supplies, labour, and tools needed to do the job.
Following is a breakdown of the budget:
Site preparing: $1 million
Building: $5 million
Finishing: $2 million
Testing and commissioning: $1 million
Transfer: $1,000,000
6.2 Budget Assumptions
 The cost for supplies is expected to be stable during the project.
 The project timeline won&#39;t experience any unforeseen delays.
 There won&#39;t be any substantial modifications to the project&#39;s scope.
6.3 Cost Management Process and Procedures
1. Cost Management Plan Set-Up
The project management plan, which is established prior to the start of project
activity,
includes a cost control strategy. It is a comprehensive manual that outlines how the
project&#39;s
expenditures must be controlled. Once the cost management strategy is established.
The cost
management strategy consists of:
 The project&#39;s many forms of expenses,
 The instruments used to control them,
 The data model needed to follow them,
 The many affected stakeholders, and
 The reports are distributed according to a schedule to each stakeholder group.
2. Cost Estimation and Project Budgeting
The next stage is to create the project budget and initial cost estimate. Nevertheless,
the
finalized budget of a project is hardly the one offered during project initiation. A
preliminary
estimate will be created at the beginning of a project, but the budget will inevitably
change as
it progresses. The cost estimate is based on a number of factors:
i. Cost Breakdown Structure (CBS)

20
The (CBS) is an organized list of all project expenses into a work-based hierarchy. It
comes
from the Work Breakdown Structure (WBS), a component of the schedule
management
operations.
ii. Resource Planning
The personnel and resources needed to finish a project are referred to as project
resources.
Planning your resources can help you calculate how much labor, the number of
employees,
and duration of each will be required.
Project Costs Estimation for Budgeting
 Matrix Method: All project-related duties are outlined and identified on a task/cost
matrix to determine the total cost of the project.
 The top-down approach projection: The leadership group figures out how long the
project will take generally and then divides it into jobs. The project task force will
subsequently get a budget allotted for these responsibilities.
3. Cost Control
Cost management enables users to comprehend how the project expenditures could
vary from
the anticipated budget (Salzano et al., 2023). After that, manager may make
amends. The
objectives they had set forth in the Cost Management Plan determine how a team
manages
and controls expenses. The project control or buying teams must typically supply
input data
for cost control.
4. Cost Reporting
Reporting is the last phase in the cost control approach. Cost reporting&#39;s
objective is to offer
information and analysis so the project manager may take the appropriate actions to
keep the
project on schedule.

7. Quality Management
7.1 Quality Requirements
The quality needs of the Hornsby Day Care and Rehabilitation Centre are outlined
below:
 The facility should be designed and established to comply with any relevant
building
regulations and criteria, like those for convenience and protection.
 The facility should be outfitted to a high quality, and all furnishings and equipment
should be secure and simple to operate.
 Staff have to be competent and have expertise in offering care and rehabilitation
support to elderly individuals.
 Operating guidelines must be created and put into place to guarantee that the
center is
run safely, and effectively, and about residents&#39; rights.
 The facility should offer senior citizens high-quality care and rehabilitation services
that take into account each of their unique requirements and desires.
7.2 Quality Management Process
The quality management process for the Hornsby Day Care and Rehabilitation
Centre
will be guided by the continuous improvements cycle, referred to as the Plan-Do-
Check-
Act (PDCA) cycle (Braun and Clarke, 2021).. The phases in this cycle are as follows:

Plan: Discover the quality requirements for the facility and define the quality
trustandcontrol procedures that will be executed.
Do: Execute the quality assurance and control procedures as directed.
Check: Observe and evaluate the center&#39;s services to ensure they adhere to
the standards
for quality.
Act: Determine any opportunities for improvement and deal with them.
Performance Standards
 The center will be recognized by an appropriate body, such as the Aged Care
Accreditation Agency.
 The center will achieve a high rating on the Aged Care Quality Indicator (ACQI).
 The center will receive positive feedback from residents and their families.

 The center will have a low staff turnover rate.

 The center will have a low rate of incidents and accidents.
Quality Assurance and Control Process
For the Hornsby Day Care and Rehabilitation Centre, the subsequent quality
assurance and
control procedures will be used:
 All staff will be trained in quality assurance and control procedures.
 Routine inspections will be carried out to evaluate the quality of the center&#39;s
services,
which involves the quality of care and rehabilitating services offered to citizens.
 A framework for gathering feedback from participants and their relatives will be in
effect.
 A continual improvement system will be executed to determine and tackle area for
Timprovement.
 4 Budgetary Update
This is the budget update as at 2/08/2024
Task Estimated Cost Actual Cost
Joint planning committee approval $100,000 $170,213
Reassign key staff $100,000 $170,213
Appoint consultant architect $200,000 $340,426
Secure appropriate building $500,000 $851,064
Consultation with key staff $200,000 $340,426
Appoint key administrative staff $300,000 $510,638
Plan services and required facilities $300,000 $510,638
Inventory of existing computer systems $50,000 $85,106
Draft design of facilities $150,000 $255,319
Write operating procedures $50,000 $85,106
Design of building modifications $150,000 $255,319
Final design of facilities $300,000 $510,638
Plan computer system requirements $100,000 $170,213
Design computer systems $200,000 $340,426
Write job descriptions $50,000 $85,106
Do building work and layout test $300,000 $510,638
Procure medical, clinical, and technical $1,000,000 $1,702,128
equipment
Procure and install computer system $200,000 $340,426
Test and commission computer system $100,000 $170,213
Recruit non-specialist staff $100,000 $170,213
Install medical, clinical, and technical $1,000,000 $1,702,128
equipment
Write documentation $100,000 $170,213
Inspect and take receipt of building $100,000 $170,213
Test and take receipt of equipment $100,000 $170,213
Procure transport facilities $100,000 $170,213
Move in $100,000 $170,213
Procure consumables $100,000 $170,213
Team building and staff training $100,000 $170,213
Commission facility $200,000 $340,426
Total Estimated Cost $10,000,000 $17,021,277
5. Unresolved Issues

 Cost Overruns: Cost fluctuations have been noted. This is due price fluctuations in
supplies and services. However, a contingency budget has been established to mitigate
potential overruns
 Schedule Delays: the team have experienced delays in specific areas. Delays are
attributed to the unforeseen complexities in certain project phases. The assumption is that
a revised, more achievable schedule will help us stay on track.

 Staff Shortages: A daycare and rehabilitation center might be struggling with a shortage
of qualified staff, leading to difficulties in providing adequate care and attention to the
individuals in the facility.
 Funding Challenges: Limited funding can be a persistent issue, affecting the center's
ability to invest in necessary resources, staff training, and facility improvements.
 Regulatory Compliance: Staying compliant with various regulations and licensing
requirements is an ongoing challenge, especially considering the evolving nature of
healthcare regulations.
 Technology Integration: Implementing and integrating modern technology, such as
electronic health records (EHR) systems, for efficient patient management and record-
keeping might be an unresolved issue.
 Patient Care Quality: Ensuring consistent and high-quality care for patients with diverse
needs, including children in daycare and individuals undergoing rehabilitation, can be a
continuous challenge.
 Communication and Coordination: Effective communication and coordination between
different departments, staff, and families of patients are vital. Issues in this area could
lead to misunderstandings and inefficiencies.

 Training and Development: Providing continuous training and development

opportunities for staff to keep up with the latest healthcare practices and rehabilitation
techniques is crucial for maintaining high standards of care.
 Patient and Family Engagement: Involving patients and their families in the care process
 and keeping them engaged can be a challenge, especially if there are cultural or language
barriers.
 Facility Maintenance: Ensuring that the physical environment of the center is safe, clean,
and conducive to healing is an ongoing concern. Maintenance issues left unresolved can
impact patient well-being and safety.
 Data Security: Protecting patient data and ensuring compliance with data protection laws
(such as HIPAA in the United States) is a significant challenge, given the sensitive nature
of healthcare information.

6. Current Live Risks:

As of 12/10/2023, the following key risks are actively being monitored:
 Cost Overruns: We are keeping a close eye on cost fluctuations in supplies and services
and have prepared a contingency budget to address any overruns promptly.
 Schedule Delays: Delays have been experienced in specific phases, mainly due to
unforeseen complexities. A revised, more realistic schedule is being developed to
mitigate these delays.
 Staff Shortages: Addressing potential staff shortages is a priority to ensure adequate care
and attention to individuals in the facility.
 Funding Challenges: To overcome limited funding, we are actively seeking additional
financial resources to enhance project capabilities.
 Regulatory Compliance: We remain vigilant in staying compliant with evolving
healthcare regulations.
 Technology Integration: Work is ongoing to integrate modern technologies for efficient
patient management and record-keeping.
 Patient Care Quality: Ensuring high-quality, consistent care for diverse patient needs is a
key focus.
 Communication and Coordination: Effective communication and coordination across
departments, staff, and patient families is vital to reduce misunderstandings and
inefficiencies.
 Training and Development: Providing continuous training and development opportunities
for staff is essential to maintain high standards of care.
 Patient and Family Engagement: Overcoming barriers to patient and family engagement,
such as cultural and language differences, is an ongoing effort.
 Facility Maintenance: Regular maintenance is vital to ensure a safe and conducive
environment for patients.
 Data Security: Safeguarding patient data and ensuring compliance with data protection
laws is a significant concern.

7 Progress on Milestones

The project's current objectives include completing specific tasks within the coming
period, such as staff training, building construction, and installation of computer
systems. These milestones represent crucial steps toward the project's completion. Here
is a clear presentation of the upcoming milestones and project goals for the next month,
outlined with specific timelines and expectations. This roadmap provides a clear
direction for future progress.
 8 New Change Requests

Stakeholder Power Interest Communication Engagement Stakeholder's Role

Needs Needs
Sponsor High Mediu Monthly progress Quarterly Holds significant
m reports meetings decision-making
authority, requiring
regular progress
reports to stay
informed.
Steering High Mediu Monthly progress Quarterly Responsible for
Committee m reports meetings guiding project
direction,
necessitating
monthly progress
reports and quarterly
meetings.
Project Team Medium High Daily stand-up Regular Plays an integral
 meetings, weekly feedback and role in assessing
team meetings, recognition, change requests'
and email training on new feasibility and
communication technologies provides insights
and processes into project aspects.
Frequent
engagement is vital
for active
participation in
discussions.
Residents of Medium High Regular Opportunities to End-users of the
the Hornsby newsletters and provide facility, requiring
Day Care and website updates feedback and regular updates and
Rehabilitation input opportunities to
Centre offer insights to
shape the project.
Families of Medium Mediu Regular Opportunities to Indirectly involved
Residents m newsletters and ask questions in the project, with
website updates and express communication
concerns channels and
opportunities for
engagement
necessary to address
their concerns.
The Staff Medium Mediu Regular Opportunities to Staff's insights and
m newsletters and provide feedback are
staff meetings feedback and valuable for the
input, training project's success.
on new Regular updates and
technologies staff meetings
and processes facilitate active
 involvement.
Local Low Mediu Regular Opportunities to Ensures that the
Community m newsletters and ask questions project aligns with
website updates and express community
concerns expectations.
Providing regular
updates and avenues
for questions and
concerns fosters
community
involvement.
Government Medium Low Regular reports As needed Regulate and
Agencies and updates oversee project
compliance,
requiring periodic
updates and
engagement when
specific issues arise.
Regulatory Medium Low Regular reports As needed Ensure compliance
Bodies and updates with healthcare and
construction
standards, requiring
regular updates and
engagement when
compliance-related
matters surface.
Suppliers and Low Mediu Regular As needed Provide essential
Contractors m communication resources. Effective
on project communication
requirements and regarding
timelines requirements and
 timelines is
necessary, with
engagement as
needed.

Monthly status report

 Monthly Planned Value

January
April 22%
28% January
February
March
April

February
24%
March
26%

Monthly Earned Value

January
April 22%
29% January
February
March
April

February
23%
March
25%
 Monthly Earning Progress
70000

65000

60000
Amount

55000

50000

45000

40000
January February March April