|
|
|
|
PROJECT NAME
Health Care Academy Heerlen
CLIENT
De Huismeesters (a SPC of VolkerWessels)
FUNCTION
Tender manager and project manager
PERIOD
2009-2012 (tender phase to start of operations)
This was a DBFMO project, in other words the designing, building, financing, maintaining and operating of the Health Care Academy. Its priority was the cooperation between the Atrium Medisch Centrum, the ROC (regional training centre) and health care institutions. An unusual aspect of this DBFMO contract was that the ownership ultimately lay in the hands of the contractor.
Our role
As the project and tender manager for the VolkerWessels/Vebego/Bruls&Co/Veldhoen&Company consortium, To Interface was responsible for the management of the integrated tender team. All options, including the design options, were chosen on the basis of a life-cycle cost analysis (business case) and an integrated risk and opportunity analysis. Involving and integrating all the required disciplines in the right way was essential in producing the right results and creating the desired synergy. This allowed the content of the process to be defined and the process itself to be shaped which ultimately resulted in the winning the tender.
After winning the tender, we took on the role of project manager for the special vehicle company (SPC) De Huismeesters BV and concentrated on the preparation for use.
| |
| |
| |
|
|
|
|
PROJECT NAME
Health Care Academy Heerlen
CLIENT
De Huismeesters (a SPC of VolkerWessels)
FUNCTION
Tender manager and project manager
PERIOD
2009-2012 (tender phase to start of operations)
This was a DBFMO project, in other words the designing, building, financing, maintaining and operating of the Health Care Academy. Its priority was the cooperation between the Atrium Medisch Centrum, the ROC (regional training centre) and health care institutions. An unusual aspect of this DBFMO contract was that the ownership ultimately lay in the hands of the contractor.
Our role
As the project and tender manager for the VolkerWessels/Vebego/Bruls&Co/Veldhoen&Company consortium, To Interface was responsible for the management of the integrated tender team. All options, including the design options, were chosen on the basis of a life-cycle cost analysis (business case) and an integrated risk and opportunity analysis. Involving and integrating all the required disciplines in the right way was essential in producing the right results and creating the desired synergy. This allowed the content of the process to be defined and the process itself to be shaped which ultimately resulted in the winning the tender.
After winning the tender, we took on the role of project manager for the special vehicle company (SPC) De Huismeesters BV and concentrated on the preparation for use.
| |
| |
| |
|
|
|
|
PROJECT NAME
Health Care Academy Heerlen
CLIENT
De Huismeesters (a SPC of VolkerWessels)
FUNCTION
Tender manager and project manager
PERIOD
2009-2012 (tender phase to start of operations)
This was a DBFMO project, in other words the designing, building, financing, maintaining and operating of the Health Care Academy. Its priority was the cooperation between the Atrium Medisch Centrum, the ROC (regional training centre) and health care institutions. An unusual aspect of this DBFMO contract was that the ownership ultimately lay in the hands of the contractor.
Our role
As the project and tender manager for the VolkerWessels/Vebego/Bruls&Co/Veldhoen&Company consortium, To Interface was responsible for the management of the integrated tender team. All options, including the design options, were chosen on the basis of a life-cycle cost analysis (business case) and an integrated risk and opportunity analysis. Involving and integrating all the required disciplines in the right way was essential in producing the right results and creating the desired synergy. This allowed the content of the process to be defined and the process itself to be shaped which ultimately resulted in the winning the tender.
After winning the tender, we took on the role of project manager for the special vehicle company (SPC) De Huismeesters BV and concentrated on the preparation for use.
| |
| |
| |
|
|
|
|
PROJECT NAME
Health Care Academy Heerlen
CLIENT
De Huismeesters (a SPC of VolkerWessels)
FUNCTION
Tender manager and project manager
PERIOD
2009-2012 (tender phase to start of operations)
This was a DBFMO project, in other words the designing, building, financing, maintaining and operating of the Health Care Academy. Its priority was the cooperation between the Atrium Medisch Centrum, the ROC (regional training centre) and health care institutions. An unusual aspect of this DBFMO contract was that the ownership ultimately lay in the hands of the contractor.
Our role
As the project and tender manager for the VolkerWessels/Vebego/Bruls&Co/Veldhoen&Company consortium, To Interface was responsible for the management of the integrated tender team. All options, including the design options, were chosen on the basis of a life-cycle cost analysis (business case) and an integrated risk and opportunity analysis. Involving and integrating all the required disciplines in the right way was essential in producing the right results and creating the desired synergy. This allowed the content of the process to be defined and the process itself to be shaped which ultimately resulted in the winning the tender.
After winning the tender, we took on the role of project manager for the special vehicle company (SPC) De Huismeesters BV and concentrated on the preparation for use.
| |
|
|
|
|
|
|
