Kettle Island Bridge Impact on Montfort Hospital IMSR Team

Kettle Island Bridge Impact on Montfort

Hospital

IMSR TeamNehad Shukur – Project Manager

Dominique Nsengiyumva – Document Coordinator

Bernard Langevin – Project Research Coordinator

Nagi Khanager – Team Development Coordinator

Wael Ismaeil – Client Liaison

June 30, 2009June 30, 2009 Application Seminar, IMSR Group

Application Seminar, IMSR Group

Agenda

The Project (Dominique Nsengiyumva )

Project Management (Nehad Shukur )

Team Management (Nagi Khanager) Client Management (Wael Ismaeil)

Lessons Learned (Bernard Langevin)

Recommendations (Bernard Langevin)

Interprovincial BridgeNeed of a new interprovincial bridge in the NCR

Roche/NCE StudyNew bridge at Kettle Island

1800 vehicles/day (2031) 40% of commercial vehicles 1/3 of all truck traffic

June 30, 2009June 30, 2009 44Application Seminar, IMSR Group

Montfort Hospital

Montreal Road

I-The Project

Objective Report describing the impacts of

the bridge on the hospital• Increased traffic volume• Noise• Vibration• Pollution

II-The Project

Scope Analysis of the impacts Stances of neighborhood

stakeholders

III-The ProjectMethodology

Research on stakeholders Benchmarking Impact on patients (pollution, noise, vibration) Impact on Hospital equipments (vibration) Impact of increased traffic (pollution, noise,

vibration) Impact on employees – Not completed

Project ConclusionExpected effects:

Increased traffic will impact patients and ambulance services

Noise will affect patients outside buildings

Project Recommendations

Mitigation measures: Noise absorption barriers Vibration in-ground barriers Speed limit …

Project Management

Initiation Plan Execute Control Close

Project Management

Team ContractProject scope Project charter Project plan Statement of workProgress report Executive report

Project Risk AssessmentRisk Mitigation Result

Scope change

Only scope change of less than 20% rework will be accepted

Did not happen

Information availability

Obtain information through interview

Met with Judy Lishman

Stakeholder availability

Refer to stakeholder interview from newspaper.

Received information by email

Quality Management

Prevention over inspection Multiple reviews of the deliverable

Continuous improvement Involvement in the delivery process.

Monitoring & Control Development of quality metrics

Project Management

Communication management Wikispaces, emails, telephone,

meeting.

Resource management Organization chart Responsibility assignment

I-Team ManagementTool / Model Impact

Team evaluation

Team behaviour adjustement

Tuckman Reaching norming and performing stages

MBTI Shared leadership

Learning Style Better communication

II-Team ManagementTool / Model Impact

Brown More functional and productive team

Six-Box Better team relationships and performance

Team effectiveness

Increased mutual trust

Leadership style

Shared leadership

III-Team ManagementTool / Model Impact

Team Player Styles

Compensation of challenging styleBetter communication

I-Client Management

Our Client

Ms. Lucille Perreault

The Vice President of Montfort Hospital

I-Client Management

Purpose Coordinate the communication between the

client and the team regarding the scope of the project.

Share information and keep the client up to date about the project.

Manage client expectations about project details and identify additional project requirements.

Develop a positive relationship between the project’s team and the client

II-Client Management

The client contract Relationship between client and

team Project charter & SOW

Communication with client E-mail, Telephone, and personal

meeting

Client Feedback

“The team appears to have a good comprehension of the technical issues as well as an understanding of the requirements.”

“I am very pleased with the progress”

III-Client Management

Managing Client expectations Updated the client with the progress of

the work. Formally and personally met with the

client

Problems Encountered Survey

I-Lessons Learned (Project)

The research contribution of each member

The need for clear project objectives and well defined scope

The impact of the client management

II-Lessons Learned (Project management)

Project management is a substantial part of the project

Clear understanding of processes and the relationships between them

The components of project management learned from the various courses

III-Lessons Learned(Team management)

The motivation of the teamThe collaboration of the teamThe TM tools allowed to relate the

team dynamics Lack of social activitiesCulture awareness

RecommendationsWrite personal objectives of each

member in the team contractTeam heterogeneous Time for team building events at

the beginning of the project Team management development

Thank You!

Questions?

Kettle Island Bridge Impact on Montfort Hospital IMSR Team

Documents

Kettle Choice

Golfclub Montfort Platzübersicht

Simon de Montfort

1992 Montfort Annual

Montfort Parish

Kettle Lightning Talkkettle3.s3.amazonaws.com/Kettle-at-FOSDEM-2008.pdf · 2008-02-25 · Kettle Lightning Talk Matt Casters Chief Architect Pentaho Data Integration Kettle Project

Montfort, Dijk, 10

Montfort - If Theory

Mission Mariae - Montfort Missionaries - Montfort Missionaries

De montfort hall

Kettle Island Bridge Impact on Montfort Hospital IMSR Team Nehad Shukur – Project Manager Dominique Nsengiyumva – Document Coordinator Bernard Langevin

De montfort Newsletter

1986 Montfort Annual

kettle bells

mohan mba imsr

Kettle Cuisine

Kettle Island Bridge Impact on Montfort Hospital IMSR Team

Terço – Método montfort

Status Report IMSR-400 - ARIS · Status Report – IMSR-400 Overview Full name Integral Molten Salt Reactor-400 Acronym IMSR-400 Reactor type Molten Salt Reactor …

Kettle Manual