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Project Manager : Project Manager Dec Jan 2013
Clockwise from top left: Construction of the sanitation project is underway; the hospital provides care for all; part of the Kenyan sanitation project; Andrew Steere on the field. it, he continues. is included a four-fold focus on time, cost, quality and stakeholders. But, at the executive level, he added a fth element: resource mobilisation. Embarking on a major capital program that was initiated internally required innovation in the area of resource mobilisation, explains Samuel Mwaura, Finance Director at Kijabe Hospital. e program also required a multi-pronged approach to capital fundraising. " e hospital barely survives nancially on low patient fees charged to those who can a ord them and on donated resources, both human and nancial," he points out. Outcome W hen Steere arrived in early 2011, the electrical upgrade was around 50 per cent complete and the Engineering and Facilities team was working at full capacity, with team members devoting most of their time and energy to the project, while also managing their day-to-day maintenance responsibilities. Change was needed to ensure they had the capacity to deliver planned water and sanitation projects, Steere explains. "We streamlined communication processes by creating a weekly Projects Coordination Group meeting for all key players," he says. "For half of the meeting, the team would discuss project management processes: project teams, gover nance str uctures, reporting, and risk identi cation and management. e other half was dedicated to management training," he says. By early 2012, the electrical upgrade project was successfully completed, on time and within the budget of $380,000. e new mater nal and child health building was nished in September within its budget of $100,000, and a new environmentally compliant incinerator was installed and commissioned. e development phase of the water and sanitation projects has also been completed, with construction for the sanitation project, palliative care facility and paediatric wing already under way. "If you asked me in 2010 how many projects we would have underway in 2012, I would have said one or maybe two," says Muchendu. "To have four major projects under way and two successfully completed is far beyond my expectations and a testament to our team coming together, trying out new methodologies and discovering to our delight that we can do what needs to be done when we are willing to work in di erent ways." ••• www.aipm.com.au Project Manager 29
Project Manager Oct Nov 2012
Project Manager Feb Mar 2013