Optimizing Project Management Practices in Healthcare Construction: An Evaluative Case Study of Zliten Central Hospital

Abstract

The study aimed to evaluate project management practices and applications in executing health sector projects, specifically focusing on the maintenance and development project of Zliten Central Hospital as a case study. The research addresses a central problem: despite the significant evolution in mechanisms and techniques used by construction companies and consultancy firms to manage project execution, weaknesses in professional performance may still emerge. This deficiency is often associated with improper planning and a lack of precise understanding of engineering planning, leading to a loss of control over the essential components of project management. The study reached several key findings, most notably: The project management in the case study does not fully recognize the importance of applying engineering methods in project planning and management, which resulted in poor resource allocation, particularly time management. The findings indicate that implementing engineering management techniques leads to a reduction in project duration, as evidenced by the project time being shortened to 18 months instead of 22 months. Furthermore, the application of engineering management methods enhances project cost control through techniques such as Earned Value Management (EVM). The use of these methods shortens completion time without compromising cost or quality. Additionally, the network analysis technique contributed to defining project activities and reducing execution time, while the results highlighted that the Critical Path Method (CPM) remains one of the most successful tools for determining the overall project duration.