project team convened earned value management
workshops to foster a collaborative process that
achieved best-for-project solutions.
“With the strength and the vision of the leadership team, we were able to maintain all of the
future-proofing elements,” Mr. McKenzie says.
By creating a state-of-the-art facility that provided pediatric services in a central location, the team was able to improve the
quality of care for children and families.
Streamlining services helped make sure
no one fell through the cracks—and the
improved facilities lured more top-tier
medical specialists to Brisbane.
“We attracted global specialists and
healthcare professionals, and that made us
a world-class facility,” Ms. Bolton says.
The project closed on time and on
budget, but the best outcomes served
the hospital’s patients. In its first year,
LCCH treated 180,000 outpatients,
38,000 inpatients and 64,000 emergency
presentations. Children who came in
for the first time smiled and laughed as
they took in artwork and the colorful
play areas. They were happy to receive
all the care they needed in one warm, welcoming
hospital—and that made all the hard work worth
it, Ms. Bolton says.
“Over 3,000 days of work life, we remained
committed to delivering the best possible care and
outcomes for Queensland’s sickest children. We
delivered that successfully, on time and on budget.
That’s a legacy we’ll leave in Brisbane and in the
move schedule for the move day with military
precision, Mr. Skeen says.
“We undertook risk management workshops to
look at what could go wrong and what were our
key risks for that move day,” he says. “We were
able to develop a response plan to minimize the
impacts of those risks on move day.”
FIT FOR THE FUTURE
The project team wasn’t just focused on meeting
the needs of the new hospital’s patients on day
one. It also aimed to serve future generations as
the community’s pediatric medical needs evolved.
The design included empty floors in the hospital and a research facility that can be fitted
out as the hospital grows. The project also made
capital investments in a central energy facility and
cutting-edge IT-enabled components, such as specialized clinical systems, that would allow models
of care to adapt to future tech advancements, Ms.
“We built in future-proofing options,” she says.
“We zoned a future development site. We allo-
cated space for family accommodations, and we
included capability for IT and engineering services
Although there was a strong business case for
the future-proofing elements, they were the first
items on the chopping block when budgets got
tight, Mr. McKenzie says.
“In the value management phase of the project
in the early design phases, there was a lot of pressure to cut budget,” he says.
The project team built strong sponsorship buy-in to push back against the cuts. For instance, the
the vision of
team, we were
able to maintain
all of the
—Graeme McKenzie, Aurecon,
Call for Awards
excellence in 2017.
Check out behind-the-scenes videos
of this year’s PMI
Project of the Year
finalists on PMI’s
You Tube Channel.