Summary of Key Findings:
In order to summarize the key findings it can be said that the public-private partnership project is quite helpful for assuring success in the project (Roehrich, Lewis & George, 2014).
The New Royal Adelaide Hospital project is also based on the public-private partnership project format. However there were several issues that made the project not so successful. When analysed properly it was seen that the due to proper planning, the project was not completed in time. In fact the project was way behind its proposed schedule and hence the budget has increased as well. Another important strategy to improve this kind of public-private partnership project is to create a proper structure for the governance which helps in executing the project successfully (Harrison & Lock, 2017). Although SA Health developed the structure for the governance, it was not properly implemented. In the context of these project, the risk management is an important factor which was not properly executed. Although SA Health made some recommendations about it, there was not enough details in it like how it should be implemented and it also lacked information about the requirements for the same.
Best Practices for Procurement and Contract Management:
After a detail assessment has been done on the New Royal Adelaide Hospital project, some external resources have also been referred to review the best practises that is applicable to the Procurement and Contract Management.
While recommending best practise regarding the procurement management some important strategy that should be noted here are supply chain establishment, staff and supply chain alignment. The supply chain establishment is one of the primary requirement that should be ensured before a successful procurement management is developed for the project. Once the supply chain is developed, the next important step is to create perfect coordination between the staff and supply chain (Wiengarten et al., 2016). Without coordination between these two it is not possible to comply the scope of supply chain management with the scope of the overall project.
There are various strategy that is applicable to contract management. These strategy improves the efficiency of the contract management which is also closely associated with the project success. The technology is helping a lot of field to transform and realize the potential and efficiency. The technology is also applicable in the field of project management, especially in the context of the contract management. As for the example the project might consider cloud repository for storing the contract related documents. It not only offers the benefits for better document accessibility and cost efficiency but also provides digital security for the document which is an essential requirement in this age of technology (Vähä et al., 2013). Hence the document are possible to keep safe form the external threats.
Roles of Procurement and the Project Manager:
To deliver a project successfully a procurement manager needs to play some roles in the context of the project (Coggburn, 2017). The main role of a procurement manager is to direct the buyers by evaluating the suppliers, interview session with the vendors, supplier agreement negotiation and by managing the contracts of the vendors and the suppliers (Baily, 2017). The procurement manager must be able to monitor the purchase report, delivery report and the spend report to determine the performance of a specific type of goods. Another important role of the procurement manager is hiring new buyers who can improve the execution of the project (Kastanioti et al., 2013).
The role of a successful procurement plan is an important aspect of the project. However the project manager has the most significant role to play here that ensures that the plan is robust and effective. The project manager has some key roles to serve here in this context. The project manager is responsible to guide the buyers with proper evaluation and assessment of the suppliers, vendors through interactive sessions and interview. The project manager also need to negotiate with the suppliers and manage the contact with the suppliers and vendors (Martinelli & Milosevic, 2016).
After reviewing the case study and several related resources, I have developed several point of view about the concept. As I have seen that although plan was made such as structure for the governance, it was not properly implemented, hence I think that in order to execute the project with success, only plan is not enough for a plan, there should be detailed strategy to implement the plan properly. Due to proper planning the project was not only delayed, the budget also increased as well. Hence according to me budget overflow is another major issue in projects, especially the project that is managed through public partnership relationship.
Apart from these key aspect other important points that is applicable to the development of effective procurement management strategy are to consider technology in the field of the business, alliance establishment with some key suppliers, collaborative strategic sourcing engagement. Another best practise for procurement management is to assess the overall cost for the project in terms of ownership and the focus should not only be on the price. Additionally the project manager should have the ability to evaluate various reports such as purchase report, delivery report and the spend report and based on the assessment should be able to decide the performance and quality of a specific type of goods. The project manager has another important role to play here and that is to hire new buyers for improving the project execution.
In the public-partnership project, contracts plays an important role and so does the procurement manager. Hence according to me the project manager plays an important role in this context. The project manager should have the ability to manage different aspect of the procurement and contract management such as selecting appropriate contract, negotiating with the vendors, deciding the quality of the goods supplied and other important aspect as well. Although technology has an important role to play here to increase the efficiency of the process, according to me the role of the project manager is more important here to ensure that the project is executed properly. Another efficient strategy is to implement a performance monitoring system that will help to track the performance of the contract so that any kind of delay and issue related to the performance is easily identifiable. This increases the overall efficiency of the project as well.
According to me automation can also be considered as and effective and efficient strategy. It makes the management of the contract and the overall project more time efficient and less error free. Hence it increases the efficiency of the project.
Baily, P. (2017). Procurement. In Contracting for Project Management (pp. 105-116). Routledge.
Coggburn, J. D. (2017). Exploring differences in the American states’ procurement practices. Journal of Public Procurement, 3(1), 3-28.
Harrison, F., & Lock, D. (2017). Advanced project management: a structured approach. Routledge.
Kastanioti, C., Kontodimopoulos, N., Stasinopoulos, D., Kapetaneas, N., & Polyzos, N. (2013). Public procurement of health technologies in Greece in an era of economic crisis. Health policy, 109(1), 7-13.
Martinelli, R. J., & Milosevic, D. Z. (2016). Project management toolbox: tools and techniques for the practicing project manager. John Wiley & Sons.
Roehrich, J. K., Lewis, M. A., & George, G. (2014). Are public–private partnerships a healthy option? A systematic literature review. Social Science & Medicine, 113, 110-119.
Vähä, P., Heikkilä, T., Kilpeläinen, P., Järviluoma, M., & Gambao, E. (2013). Extending automation of building construction—Survey on potential sensor technologies and robotic applications. Automation in Construction, 36, 168-178.
Wiengarten, F., Humphreys, P., Gimenez, C., & McIvor, R. (2016). Risk, risk management practices, and the success of supply chain integration. International Journal of Production Economics, 171, 361-370.