search.noResults

search.searching

dataCollection.invalidEmail
note.createNoteMessage

search.noResults

search.searching

orderForm.title

orderForm.productCode
orderForm.description
orderForm.quantity
orderForm.itemPrice
orderForm.price
orderForm.totalPrice
orderForm.deliveryDetails.billingAddress
orderForm.deliveryDetails.deliveryAddress
orderForm.noItems
PROJECT MANAGEMENT


MARÍA TERESA ALONSO – SENIOR ARCHITECT, FACULTY OF ARCHITECTURE AND URBAN PLANNING LOURDES CILLERO – SENIOR TECHNICIAN, PUBLIC HEALTH, UNIVERSITY EXPERT, CLINICAL UNIT MANAGEMENT CAROLINA MUÑOZ – SENIOR ARCHITECT, ESTAB BARCELONA SCHOOL OF ARCHITECTURE


Managing building and equipping of a hospital


The ideal process – from construction to equipping and then opening a hospital – is a simplification that omits an essential group of tasks. Therefore, previous studies (range of action, profile of the project, expected activity) and functional planning (sizing and portfolio of services, matrix proximity, area plan) provide a starting point.


When setting up a hospital, the cost of construction and equipment consumes 90 per cent of the budget, one-third or more of which is allocated to equipment. The budget has a significant impact on the success of the project and therefore it is essential to take this into account and get involved in the management of the project, analysing its impact during all phases of the work. The phases involved and the tools that can be used to manage the process include: l design phase - room by room equipment plan, pre-installation requirements, location of equipment in building plans


l construction/supervision of works – schedule of work and arrival of equipment, access routes, information on manufacturers and suppliers


l receipt/set up of equipment - temporary storage areas, logistical management, updated schedule.


These elements are not set in stone, but will function as a living organism that


Planning Design Supervision


Medical equipment and furniture


Proper planning enables you to optimise resources.


must be updated during the process. However, if the equipment plan is not your responsibility, it is important to determine how and where you can obtain the necessary information.


Construction


The ideal process – from construction


to equipping and then opening a hospital - is a simplification that omits an essential group of tasks. Therefore, previous studies (range of action, profile of the project, expected activity) and functional planning (sizing and portfolio of services, matrix proximity, area plan) provide a starting point for the technical team. It is becoming increasingly common for


MaríaTeresa Alonso Lourdes Cillero Carolina Muñoz


•María Teresa Alonso is senior architect at the Faculty of Architecture and Urban Planning, Buenos Aires. She has a postgraduate certificate in environmental intervention and a postgraduate certificate in project management with PMP certification. •Lourdes Cillero has a degree in medicine and surgery from the Faculty of Medicine, University of Navarra, Spain and is a senior technician in public health and university expert in clinical unit management. She was part of the medical management team at the Marqués de Valdecilla University Hospital in Santander (Cantabria). •Carolina Muñoz is senior architect at the ESTAB Barcelona School of Architecture and specialises in sanitary architecture and requirements for the implementation of hospital equipment.


62


these parameters not to be defined by the proprietor and project teams are often asked to make strategic decisions that exceed the typical scope of a project (eg medical specialities to be included alongside the number and type of clinics, hospitalisation units and so on). The same applies to the creation of a medical equipment plan; it is becoming increasingly common to leave this in the hands of the suppliers themselves, with the risks and imbalances that this may cause.


Design considerations For a 350-bed hospital, which is about 90,000 m2


, the construction and


equipment is likely to consume almost 90 per cent of the budget, one-third or more


IFHE DIGEST 2019


Source: Archive Unique SCP


Page 1  |  Page 2  |  Page 3  |  Page 4  |  Page 5  |  Page 6  |  Page 7  |  Page 8  |  Page 9  |  Page 10  |  Page 11  |  Page 12  |  Page 13  |  Page 14  |  Page 15  |  Page 16  |  Page 17  |  Page 18  |  Page 19  |  Page 20  |  Page 21  |  Page 22  |  Page 23  |  Page 24  |  Page 25  |  Page 26  |  Page 27  |  Page 28  |  Page 29  |  Page 30  |  Page 31  |  Page 32  |  Page 33  |  Page 34  |  Page 35  |  Page 36  |  Page 37  |  Page 38  |  Page 39  |  Page 40  |  Page 41  |  Page 42  |  Page 43  |  Page 44  |  Page 45  |  Page 46  |  Page 47  |  Page 48  |  Page 49  |  Page 50  |  Page 51  |  Page 52  |  Page 53  |  Page 54  |  Page 55  |  Page 56  |  Page 57  |  Page 58  |  Page 59  |  Page 60  |  Page 61  |  Page 62  |  Page 63  |  Page 64  |  Page 65  |  Page 66  |  Page 67  |  Page 68  |  Page 69  |  Page 70  |  Page 71  |  Page 72  |  Page 73  |  Page 74  |  Page 75  |  Page 76