kettle island bridge impact on montfort hospital imsr team

Kettle Island Bridge Impact on Montfort

Hospital

IMSR TeamNehad Shukur – Project Manager

Dominique Nsengiyumva – Document Coordinator

Bernard Langevin – Project Research Coordinator

Nagi Khanager – Team Development Coordinator

Wael Ismaeil – Client Liaison

June 30, 2009June 30, 2009 Application Seminar, IMSR Group

Application Seminar, IMSR Group

Agenda

The Project (Dominique Nsengiyumva )

Project Management (Nehad Shukur )

Team Management (Nagi Khanager) Client Management (Wael Ismaeil)

Lessons Learned (Bernard Langevin)

Recommendations (Bernard Langevin)

22



Interprovincial BridgeNeed of a new interprovincial bridge in the NCR

33

Roche/NCE StudyNew bridge at Kettle Island

1800 vehicles/day (2031) 40% of commercial vehicles 1/3 of all truck traffic

June 30, 2009June 30, 2009 44Application Seminar, IMSR Group


Montfort Hospital

Montreal Road

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I-The Project

Objective Report describing the impacts of

the bridge on the hospital• Increased traffic volume• Noise• Vibration• Pollution

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II-The Project

Scope Analysis of the impacts Stances of neighborhood

stakeholders



III-The ProjectMethodology

Research on stakeholders Benchmarking Impact on patients (pollution, noise, vibration) Impact on Hospital equipments (vibration) Impact of increased traffic (pollution, noise,

vibration) Impact on employees – Not completed





Project ConclusionExpected effects:

Increased traffic will impact patients and ambulance services

Noise will affect patients outside buildings

99

Project Recommendations

Mitigation measures: Noise absorption barriers Vibration in-ground barriers Speed limit …



Project Management

Initiation Plan Execute Control Close



Project Management

Team ContractProject scope Project charter Project plan Statement of workProgress report Executive report



Project Risk AssessmentRisk Mitigation Result

Scope change

Only scope change of less than 20% rework will be accepted

Did not happen

Information availability

Obtain information through interview

Met with Judy Lishman

Stakeholder availability

Refer to stakeholder interview from newspaper.

Received information by email



Quality Management

Prevention over inspection Multiple reviews of the deliverable

Continuous improvement Involvement in the delivery process.

Monitoring & Control Development of quality metrics



Project Management

Communication management Wikispaces, emails, telephone,

meeting.

Resource management Organization chart Responsibility assignment



I-Team ManagementTool / Model Impact

Team evaluation

Team behaviour adjustement

Tuckman Reaching norming and performing stages

MBTI Shared leadership

Learning Style Better communication



II-Team ManagementTool / Model Impact

Brown More functional and productive team

Six-Box Better team relationships and performance

Team effectiveness

Increased mutual trust

Leadership style

Shared leadership



III-Team ManagementTool / Model Impact

Team Player Styles

Compensation of challenging styleBetter communication



I-Client Management

Our Client

Ms. Lucille Perreault

The Vice President of Montfort Hospital



I-Client Management

Purpose Coordinate the communication between the

client and the team regarding the scope of the project.

Share information and keep the client up to date about the project.

Manage client expectations about project details and identify additional project requirements.

Develop a positive relationship between the project’s team and the client



II-Client Management

The client contract Relationship between client and

team Project charter & SOW

Communication with client E-mail, Telephone, and personal

meeting



Client Feedback

“The team appears to have a good comprehension of the technical issues as well as an understanding of the requirements.”

“I am very pleased with the progress”



III-Client Management

Managing Client expectations Updated the client with the progress of

the work. Formally and personally met with the

client

Problems Encountered Survey





I-Lessons Learned (Project)

The research contribution of each member

The need for clear project objectives and well defined scope

The impact of the client management

2424



II-Lessons Learned (Project management)

Project management is a substantial part of the project

Clear understanding of processes and the relationships between them

The components of project management learned from the various courses

2525



III-Lessons Learned(Team management)

The motivation of the teamThe collaboration of the teamThe TM tools allowed to relate the

team dynamics Lack of social activitiesCulture awareness

2626



RecommendationsWrite personal objectives of each

member in the team contractTeam heterogeneous Time for team building events at

the beginning of the project Team management development

plan

2727

Thank You!

Questions?



kettle island bridge impact on montfort hospital imsr team

Documents

imsr groupapplication

imsr groupjune

imsr groupiii

emailapplication seminar

patients pollution

kettle island bridge

new interprovincial

executive report