Running head: SHORTENED TITLE 1

Annotated Bibliography

Case Study - The New Royal Adelaide Hospital

Dorji Choden

Student ID: 10473457

Unit : MAN6302

Managing Project Quality

Professor’s Name: Mike McDonald

August 16, 2019

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Case Study - The New Royal Adelaide Hospital

Alencar, L. H. & Almeida, A. T. D. (2010). A model for selecting project team members using

multicriteria group decision making. Pesquisa Operacional, 30(1), 221–236.

https://doi.org/10.1590/s0101-74382010000100011

This article discussed the use of multiple criteria in selecting the right team members for

a project. The authors focused on various decision-making tools, the advantages and

disadvantages of each tool, and a comparative analysis of the key literature.

While the authors made findings about the most suitable type of tool, further study could

concentrate on applying the suggested tools and techniques to a real-life scenario and

discuss the criteria of selection when selecting a teammate.

Codinhoto, Ricardo, Tzortzopoulos, Patricia, Rooke, John, Kagioglou, Mike and Koskela, Lauri

(2008) Facilitators and barriers to the integration of healthcare service and building

design. In: 16th Annual Conference of the International Group for Lean Construction

(IGLC-16), 16-18th July 2008, Manchester. (Unpublished)

The study discusses the identify facilitators and obstacles in the development process that

may affect the integration of construction and service design. The paper presents a case

study in the redevelopment of a hospital, which provides the better understanding the

relationship between service and infrastructure design. It is evident from the literature

that integration can be accomplished through a number of methods including:

participation of design teams from early phases, participation of stakeholders in the

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design process, planning design operations, establishment of development plans,

assessment of up-front requirements, consideration of life-cycle problems. The author

highlights the contextual problems such as the complexity of procurement paths, the

composition of stakeholders, inadequate process definition and conflicting specifications

create obstacles to design integration.

Durukan Köse, Serap & Köse, Tuncay. (2016). The Impact of Technology Investment Decisions

on Public Hospital Financial Performance. International Journal of Health Sciences and

Research. 6. 317-323.

The study explores the impact of initial technology investment on financial performance

of hospital and the relationship between role of cost and quality performance. The author

implores that the use of new technologies and effective management can reduce cost and

improve quality of hospitals. The study was carried out in over 383 hospitals in Turkey.

The result of the study inidicate a positive relation between investment in clinical

technology and information technology brought about major contribution to improved

cost savings, quality of these institutions.

Laurenza, E., Quintano, M., Schiavone, F. and Vrontis, D. (2018), "The effect of digital

technologies adoption in healthcare industry: a case based analysis", Business Process

Management Journal, Vol. 24 No. 5, pp. 1124-1144. https://doi.org/10.1108/BPMJ-04-

2017-0084
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The study explores the possibility of utilizing digital technologies through the installation

of advanced ICTs system in health care organisations to improve the clinical process

management. The author discusses the application of Business Process Management in

heath care industry and how better performance can be achieved through digitalization of

clinical processes system. In the article a case study was analysed which utilized BPM

within the organisation. The author noted that the end result showed significant

improvements in the healthcare system, simplification of services and procedures, greater

efficiency and, at the same moment, improved performance and reduced reaction times.

The study however, was limited to a single case study and lacked in measuring the

efficiency increase, increase in quality processes and values for service perceived by

customers.

Nicholas, John & Steyn, H. (2012). Project Quality Management. 10.1016/B978-0-08-096704-

2.50020-X.

The author raises the issue of how there is a lack of journals on project management

techniques in contrary to the project management ideologies and philosophies. He

presents a framework of project management quality techniques where he defines the

quality planning, quality assurance and quality control. It also highlight the use of Failure

mode and effect analysis (FMEA ) which is a technique that analogizes the risk of

technical system failures that can happen in projects. This technique presents a

correlation between project risk management and project quality management techniques.
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While the only limitation in the study was the framework was constructed for managing

quality for projects to develop engineering system.

Project Management Institute, Inc.. (2017). Guide to the Project Management Body of

Knowledge (PMBOK® Guide) (6th Edition). (pp. 129,171). Project Management

Institute, Inc. (PMI).

This chapter in PMBOK discusses the importance of project scope management and what

steps are required to change in the scope with effective management. It also highlights the

scope is often not grasped at the start of the project or it evolves during the project in

projects with changing demands, high risk, or significant uncertainty. With such project

the use of agile methods are required whereby time trying to define scope in the start of

the project is less and more time is spend for the continuing discovery and refinement of

the scope. Another method that essential for projects is Prototyping whereby a model of

the product is build before actually building it. The author supports the notion of

progressive development in mock-up, user experimentation, feedback generation, and

prototype revision iterative cycles.

Project Management Institute, Inc. (2017). Guide to the Project Management Body of Knowledge

(PMBOK® Guide) (6th Edition). (pp. 613,632). Project Management Institute, Inc.

(PMI).

The author discusses the use of monitoring and controlling process groups, which

comprises of the procedures necessary for monitoring, examining and regulating the

progress and performance of the projects. There is also a mention of the Perform
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Integrated change Controls which reviews request for changes to project and considers

changes while addressing the general project risk, that often results from modifications

without taking into account overall project objectives or plans.

Rauniar,R.& Rawski, G. (2012). Organisational structuring and project team structuring in

intergrated product development project. International Journal of Production Economics,

135(2), 39-952. http://doi.org/10.1016/j.ijpe.2011.11.009

The authors in the article, Rauniar and Rawski examine case data from an automotive

industry in United States. They discuss how in the initial beginning of any project poor

management especially with a cross-functional team can cause project failures. They

discuss organisational structuring at the front-end stage and a framework in the area of

product development, which identifies critical management problems, related to different

stages of a project.

Redwood, J., Thelning, S., Elmualim, A. and Pullen, S. (2017). The Proliferation of ICT and

Digital Technology Systems and their Influence on the Dynamic Capabilities of

Construction Firms. Procedia Engineering, 180, pp.804-811.

The authors in the study examined the case study of the new Royal Adelaide Hospital

(nRAH) to investigate the application of ICT and digital technology system during the

construction of the project. The case study showed that there are several difficult

instances of functional complexity that required the development firm's innovative

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process management approaches to endure the testing and evaluation of such a

complicated project, to complete it successfully. The study highlights the difficulties

faced by the Hansen Yuncken and Leighton Contractors (HYLC) in aligning the different

management styles and language of profession of the two industries, ICT and

construction. It also points out that there was no sole organisation responsible for the

integration of ICT in the entire hospital, which could have reduced the errors, additional

costs and time.

Report of the Auditor-General. Supplementary Report for the year ended 30 June 2017 ‘New

Royal Adelaide Hospital: March 2018’..https://www.audit.sa.gov.au/publications

The audit report published on 3rd May 2018 outlines some of the major setbacks related to

the new Royal Adelaide Project. The project had increased it approved budget by $346.8

million with majority of the funding going to transition funding and for project delay

cost. The report highlights that changes made in the project had not been lacked the risk

assessment documents. It also reports the project had numerous defects in terms of

materials used and technical problems which he had failed to report to their stakeholders.

Tzortzopoulos, Patricia, Codinhoto, Ricardo, Kagioglou, Mike and Koskela, Lauri (2008) Design

for operational efficiency - linking building and service design in healthcare

environments. In: HaCIRIC Symposium, 4-5th April 2008, London. (Unpublished)

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This article investigated operations management literature and healthcare literature. The

debate concentrated on the connections to conversion, flow and value generation between

infrastructure design and healthcare service delivery. The author highlights the issues

between service and building design and how healthcare operations focus around the

transformation view of production. It proposes a models for Service Operations

Management such as customer contact model, service blueprint and experience economy

model for operation efficiency.

Varano, John. (2017). The new Royal Adelaide Hospital: a case study in blow-outs, red tape and

union influence. Institute of Public Affairs.

The article discusses the issues that aroused with the construction and operation of the

new Royal Adelaide Hospital. The author offered a summarised view of the

mismanagement of the project to execute cost analysis and risks. The author highlights

the project failure was largely contributed change of project scope, ignorance of technical

demand, lack of safety procedure and an uncooperative union influence.