Introduction
Today, running a successful healthcare business including hospitals, clinics or any other health facility require the hospital management to adopt effective business models, to guide the organization in change management, decision making, planning, among others. With the increasing competition in the healthcare industry, hospital management needs to understand some of the ways they can increasingly attract more clients, and this can be achieved only if they have adequate resources to offer both healthcare services and customers experience to their patients and their families. Therefore, the purpose of this papers it to describe how effective the proposed expansion process will effectively fit Lamina Lifecare Hospital strategies. The proposed expansion project is meant to ensure the hospital has the ability to handle the growing demand of high quality healthcare services from the Los Angeles, California community, by being able to increase the current number of beds by extra 250, so that the facility can be able to achieve its strategy of providing the cancer treatment to the residents and also be able to accommodate both local and international visitors. For the hospital management to buy the project, I will be expected to make them understand the emotional value and benefits of the expansion, and ensure I establish trust with the management.
Risks in Selling the Project
Selling a project is more challenging than selling a pan or a pot. This is because various risks are associated with the process including, the fact that traditionally, management tends to look for information which will help them make a sound business decision and to ensure they position themselves favorably in terms of professional and personal growth. Therefore, the greatest risk in selling the project is offering the management team at Lamina Lifecare Hospital with different information from what they have gathered already regarding the expansion of the hospital. The type of information they have before the presentation fits appropriately with their construct of truth, hence new knowledge regarding the expansion project may be flowing through their self-defined filters, hence making it difficult to effectively convince them to buy the project (Larson, & Larson, 2016). Secondly, being a new client to the hospital management may present major risks in selling the project. This is because, whenever businesses are experiencing pressured situations or business crisis as Lamina Lifecare Hospital is experiencing with increasing demand for more beds, the management tend to turn to their consultants whom they have been working with for long, instead of seeking new ones.
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According to Thomas (Thomas, 2010), project outcomes tend to be tied to the corporate strategy rather than the outcomes of an individual project, hence creating a major risk where the Lamina Lifecare Hospital management may demand to be shown how I can measure and increase the returns on investment or even how they can reduce the cost using the project. The risk will arise where; they may not understand the co-dependencies and cumulative effects which have a major impact on the success and failure of the project (Larson, & Larson, 2016). Lastly, the issue of trust between the buyers and the sellers may present a huge risk to the process of selling my project to Lamina Lifecare Hospital. Based on the cost and nature of the project, or even the impact the project will have on the organization in terms of increased revenue, a number of patients admitted, quality of services offered and others, the management may have issues trusting my project, and committing their resources in buying hospital expansion plan (Snyder, 2013).
How the Project Fit the Lamina Lifecare Hospital Strategic Plan
The most successful way of selling a project is ensuring it includes an element that will trigger a need on the buyers and help them come up with a response that situates the project as the most appropriate solution for the organization. Therefore, when looking at the project, it fits the Lamina Lifecare Hospital strategic plan in that the hospital is looking for ways of increasing their inpatient's number, and expanding their services to the cancer patients, and be able to offer high-quality health care services to both local and international patients (Tomczyk, 2013). Therefore, the project fit the hospital strategic plan, where it will result to the expansion of the facility creating enough space to increase the number of beds in palliative care, the maternity wing, the cancer care unit, and the children ward units of the hospital. Increasing the number of beds in these areas will offer them an opportunity to increase the number of patients admitted in a given time, thus offering them an opportunity to achieve their strategy of developing a sustained competitive advantage (Walker, 2015). Lamina Lifecare Hospital strategic plan entails ensuring they eliminate congestion in the facility, which has been identified as one of the factors contributing to reduced efficiency in healthcare service delivery and increased the spread of diseases among the patients. Lastly, Lamina Lifecare Hospital strategies use efficiency in creating their competitive advantage, and this strategy will be integrated when addressing the expansion plan. The project development team has considered some of the most creative and innovative ways of reducing the cost of construction and procurement of the facilities that the organization will need to expand the facility (Das, 2012). Therefore, the management will be shown how the project has managed to identify, articulate, and achieve all the deliverables that are linked directly with the business objective in ensuring the project is developed in a cost-effective way.
How the Project Will Be Presented To the Management
Regardless of the risks facing the Lamina Lifecare Hospital expansion plan, it is clear that it fits the organization strategic plan. The project will be presented to the management part of a solution. Therefore, the presentation will be tactical, where it will be expected to describe to the management features of the expansion plan which will contribute to increased efficiency and save money and time during the entire process of expansion (Raydugin, 2017). Secondly, to ensure there is adequate communication between the management who are the buyers and sellers, the presentation process will entail offering the management information relating to the project, and giving them an opportunity to ask questions relating to the different features of the expansion plan ( Ma, & Ma, 2017 ). During the presentation, the presenters will be expected to address some of the questions, and for those which will require further research, another meeting will be scheduled. This will ensure each and every member of the management team understands all the features and functions of the project hence reducing any chance of resistance or conflict of interest. Lastly, the presenter will be expected to ask the Lamina Lifecare Hospital management which is the main decision maker to accept the expansion plan (Kendrick, & Dawsonera, 2009). This is because, I believe in the project, and I believe the project will have an impact on the organization, hence should not wait for the management to react.
Conclusion
From the paper, it is clear that selling a project to management is essential for its success and survival. Therefore, to ensure Lamina Lifecare Hospital management accepts the project, the developers ensure it fits the organization strategic plan, and it works based on their objectives. However, there are various challenges affecting the effectiveness of the selling process, but the project presentation will adopt the tactical approach. The approach will help the management understand how money and time will be saved during the expansion process.
References
Das, S. C. (2012). Project management and control . New Delhi: PHI Learning Private Limited
De, M. A. (2011). Project management for facility constructions: A guide for engineers and architects . Berlin: Springer.
Kendrick, T., & Dawsonera. (2009). Identifying and managing project risk: Essential tools for failure-proofing your project . New York: AMACOM.
Larson, E. & Larson, R. (2016). It's not like selling pot and pans— or is it? A new way of selling project management to senior management . Newtown: Project Management Institute.
Ma, Z., & Ma, J. (2017). Formulating the functional application requirements of a BIM-based collaboration platform to support IPD projects. KSCE Journal of Civil Engineering , 21 (6), 2011-2026.
Raydugin, Y. (2017). Handbook of research on leveraging risk and uncertainties for effective project management . Online
Snyder, C. (2013). A project manager's book of forms: A companion to the PMBOK guide, fifth edition . Hoboken, N.J: Wiley.
Thomas, J., Delisle, C. L., Jugdev, K., & Buckle, P. (2010). Selling project management to senior executives: what's the hook? Paris: Project Management Institute.
Tomczyk, C. A. (2013). Project manager's spotlight on planning . San Francisco, Calif: Jossey-Bass.
Walker, A. (2015). Project management in construction . Chichester, West Sussex, United Kingdom : Wiley Blackwell
