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Health Care Construction Project


Write an essay on scope management of the health care construction project.


Scope planning:

The scope planning is the process of planning the process of defining the scope.  The scope and project planning would be good among the six months such as June, July, August, September, October and November (Hwang & Lim, 2012). The planning team will discover the scopes from the interviews of the aged patients to choose the suitable place and requirements of the medical equipments (Hardin & McCool, 2015). The authority has already focused on the aged group.  After that the planning team will implement the story mapping process and mental models (Lesbarreres & Fahrig, 2012). After that the construction company will make the plan draft to determine the business value and the customers’ specification. Then the construction company will implement the project planning based on the rapid project planning, 1 year plan and release the plan for checking purpose (Kikwasi, 2013). 

Roles and responsibilities:

The construction company has appointed managing director (MD), construction site manager, and planner, surveyor of the quality, cost estimator, site supervisor, craft operative, general foreperson and general operative (Rondeau, Brown, & Lapides, 2012). 

Managing director is responsible for overall project planning. The managing director observes the full picture of the current work load, future contracts and possible workload for the new project (Bryde, Broquetas  & Volm, 2013). 

Construction Site managers:

Construction site managers are responsible for the everyday planning for the organization (Kikwasi, 2013). The site managers control the different operations in construction site. The site manager also controls the organization resources (Kim et al., 2013). 


Planner handles the complex and expensive projects such as supervising contracts, monitoring process, reviewing process, material delivery schedule, labor scheduling and reporting procedures (Cooke & Williams, 2013). 

Quality surveyor:

The quality surveyor is responsible for the financial planning of the construction company’s operation. The quality surveyor deals with the financial aspects such as payment of the suppliers, invoicing of the clients and financial accounts (Aminbakhsh et al., 2013). 


The estimator is responsible for the tendering operations for the organization. The responsibility of the estimator is to analyze the costs, health and safety plans and construction programs (Abdul Rahman et al., 2013). 

Construction site supervisor:

Construction site supervisors are responsible for the daily operations in the construction site. The site supervisors deal with the labors, sub-contractors and material suppliers (Hajdu, 2013). 

General foreperson:

The general forepersons are responsible for the brickwork, joinery, carpentry, plumbing and finishes in the construction site (Zou  & Sunindijo, 2013). 

General operative:

The general operatives are responsible for the cleaning of the sites and move the resources (Walker, 2015).

Project performance control and monitoring: 

The project performance and monitoring technique of the construction company is based on the different factors such as, budget analysis, schedule analysis, earned value, milestone trend charts management, buffer management and risk analysis (Guerrero, Maas & Hogland, 2013). 

Schedule analysis:

The schedule analysis is based on the monitoring deviation in the forecast schedule with respect to the baseline, as well as changes with the remaining float of activities and critical path (Hwang & Tan, 2012). 

Analysis of budget:

The budget analysis is the monitoring process for forecasting the budget of the construction project (Meng, 2012).

Milestone trend charts:

The milestone trend chart is the monitoring process to forecast the dates and key milestones as a function of time (Zimina, Ballard & Pasquire, 2012). 

Managing the earned value:

The earned value management will be the monitoring process for the “earned-value” and the cost of the action plan against the value of the planned schedule and cost (Lee & Yu, 2012). 

Analysis of Risks:

The risk analysis will be the monitoring process for the confidence values or probably distribution which will be associated with the key elements of the schedule or budget. The confidence value or probability distribution is a function of time (Hwang & Lim, 2012). 

Buffer management:

This process monitors the expenditure of the schedule of the budget contingency buffers as a function of time (Hardin & McCool, 2015). 

Project termination analysis:

There are two types of project termination such as natural termination and unnatural termination. There are three project termination factor of the construction company for the new health care organization for aged in Sydney (Lesbarreres & Fahrig, 2012), Australia. Those project termination factors of the construction company are such as low probability, no solution and intellectual property issues. 

It has been observed that the construction company will close the project in four different ways such as extinction, addition, integration and starvation.  The excitation process will be conducted by the managing director after successfully constructed the health care centre for the aged people. The addition step will be conducted by the managing director when the major part of the health care organization will be constructed (Kikwasi, 2013).  After that the managing director will transfer the resources to the newly born division. In the integration part the managing director will complete the project successfully after integrated to the operations of the client. The resources will be released and distributed in the parent organization. The managing director will terminate the project due to budget decrement, resource unavailability or the lost interest of the client (Doloi, 2012). 

The cost estimation of the organization is depending on the different factors such as equipment, piping, civil, steel, instruments, electrical, insulation and paint. The construction company has estimated the total cost for the equipments will be approximately $13,556,872.  The construction company has estimated that the material cost will be approximately $26411566.  On the other hand the labor cost will be approximately $5175131. Therefore, approximately $5, 36, 28,421will be the expected expense for the new health care unit in Sydney.

Budget planning:

Resource Identification:

Sand, cement, bricks, iron or steel rods and stone chips will require for constructing the building. Similarly labors will require for developing the construction site.  As stated by Lesbarreres and Fahrig (2012), the strength of the pillars should be high because it holds the entire structure of the buildings. The proportion between the sand and the cement would be correct to strengthen the building. The construction company would implement the mixture machines, water pump, sanding machines and guiding tools to make the building structure. The construction company should maintain the correct ventilation and air cooling duck for every room. The plumbing, electrical wiring, safety protection such as witch and gears would be installed in a proper manner. Correct insulation material such as foam and rubber would be use in the building. 

The interior decoration would be simple and accessible for the staffs as well as patients.  The elevators and heavy duty lifts would be installed in a correct manner.  The new health care centre would be decorated by the modern furniture.  As stated by Zou and Sunindijo (2013), 40% cost would be spent for the furnishing and medical equipments. There would be mattresses, foams, panel fabrics. Window coverings, small trees, water purifiers and ample number of wash rooms for the visitors or patients. 

Cash Flow forecasting: 

cost variance management:

Budget of the construction project Forecast budget Actual budget Variance Var %

direct expenses

Equipment 1,95,58,672 1,96,00,000

Piping 69,84,831 70,00,000

Civil 13,92,955 14,00,000

Steel 18,23,924 18,00,000

Instruments 22,50,229 23,00,000

Electrical 34,48,231 34,00,000

Insulation 15,94,200 11,90,354

Paint 5,35,454 5,30,000

total 3,15,86,697 3,54,20,354 38,33,667 9.84%

Indirect expenses 75,64,800 80,00,000 4,35,200 5.44%

total expenses 3,91,51,487 4,34,20,354 42,68,867 9.83%

Chart 4: Cost variance management

(Source: as created by author)


This assignment is based on the construction process of the healthcare centre for the aged patients in Sydney, Australia. The construction company has implemented the scope management for the health care centre. The construction company has implemented the time management and budget management for the new project. The organization has estimated that 4, 34, 20,354 for the will require to finish the health care centre. The total cost is based on the direct expenses and indirect expenses. The construction company has expected that they will finish the entire construction in 70 days.  

Reference list:

Abdul Rahman, I., Memon, A. H., Karim, A., & Tarmizi, A. (2013). Relationship between factors of construction resources affecting project cost. Modern Applied Science, 7(1).

Aminbakhsh, S., Gunduz, M., & Sonmez, R. (2013). Safety risk assessment using analytic hierarchy process (AHP) during planning and budgeting of construction projects. Journal of safety research, 46, 99-105.

Bryde, D., Broquetas, M., & Volm, J. M. (2013). The project benefits of building information modelling (BIM). International journal of project management, 31(7), 971-980.

Cooke, B., & Williams, P. (2013). Construction planning, programming and control. John Wiley & Sons.

Doloi, H. (2012). Cost overruns and failure in project management: understanding the roles of key stakeholders in construction projects. Journal of construction engineering and management, 139(3), 267-279.

Guerrero, L. A., Maas, G., & Hogland, W. (2013). Solid waste management challenges for cities in developing countries. Waste management, 33(1), 220-232.

Hajdu, M. (2013). Network scheduling techniques for construction project management (Vol. 16). Springer Science & Business Media.

Hardin, B., & McCool, D. (2015). BIM and construction management: proven tools, methods, and workflows. John Wiley & Sons.

Hwang, B. G., & Lim, E. S. J. (2012). Critical success factors for key project players and objectives: Case study of Singapore. Journal of Construction Engineering and Management, 139(2), 204-215.

Hwang, B. G., & Ng, W. J. (2013). Project management knowledge and skills for green construction: Overcoming challenges. International Journal of Project Management, 31(2), 272-284.

Hwang, B. G., & Tan, J. S. (2012). Green building project management: obstacles and solutions for sustainable development. Sustainable Development, 20(5), 335-349.

Kikwasi, G. (2013). Causes and effects of delays and disruptions in construction projects in Tanzania. In Australasian Journal of Construction Economics and Building-Conference Series (Vol. 1, No. 2, pp. 52-59).

Kikwasi, G. (2013). Causes and effects of delays and disruptions in construction projects in Tanzania. In Australasian Journal of Construction Economics and Building-Conference Series (Vol. 1, No. 2, pp. 52-59).

Kim, C., Park, T., Lim, H., & Kim, H. (2013). On-site construction management using mobile computing technology. Automation in construction, 35, 415-423.

Lee, S. K., & Yu, J. H. (2012). Success model of project management information system in construction. Automation in construction, 25, 82-93.

Lesbarreres, D., & Fahrig, L. (2012). Measures to reduce population fragmentation by roads: what has worked and how do we know?. Trends in ecology & evolution, 27(7), 374-380.

Meng, X. (2012). The effect of relationship management on project performance in construction. International journal of project management,30(2), 188-198.

Rondeau, E. P., Brown, R. K., & Lapides, P. D. (2012). Facility management. John Wiley & Sons.

Walker, A. (2015). Project management in construction. John Wiley & Sons.

Zimina, D., Ballard, G., & Pasquire, C. (2012). Target value design: using collaboration and a lean approach to reduce construction cost. Construction Management and Economics, 30(5), 383-398.

Zou, P. X., & Sunindijo, R. Y. (2013). Skills for managing safety risk, implementing safety task, and developing positive safety climate in construction project. Automation in Construction, 34, 92-100.    

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