Homework Help is Here – Start Your Trial Now!
Business
Operations Management
answer the following: Develop the network for planning and construction of the new hospital at Arnold Palmer.

answer the following: Develop the network for planning and construction of the new hospital at Arnold Palmer.

Practical Management Science
Practical Management Science
6th Edition
ISBN:9781337406659
Author:WINSTON, Wayne L.
Publisher:WINSTON, Wayne L.
Chapter2: Introduction To Spreadsheet Modeling
Section: Chapter Questions
Problem 20P: Julie James is opening a lemonade stand. She believes the fixed cost per week of running the stand...
See similar textbooks
icon
Related questions
Question

answer the following:

Develop the network for planning and construction of the new hospital at Arnold Palmer.

Project Management at Arnold Palmer Hospital The equivalent of a new kindergarten class is born every day at Orlando's Arnold Palmer Hospital. With more than 13,000 births in the mid-2000s in a hospital designed 15 years earlier for a capacity of 6,500 births a year, the newborn intensive care unit was stretched to the limit. Moreover, with continuing strong population growth in central Florida, the hospital was often full. It was clear that new facilities were needed. After much analysis, forecasting, and discussion, the management team decided to build a 273-bed building across the street from the existing hospital. But the facility had to be made following the hospital's Guiding Principles and its uniqueness as a health center dedicated to the specialized needs of women and infants. Those Guiding Principles are Family-centered focus, a healing environment where privacy and dignity are respected, a sanctuary of caring that includes warm, serene surroundings with natural lighting, sincere and dedicated staff providing the highest quality care, and patient-centered flow and function. The vice president of business development, Karl Hodges, wanted a hospital designed from the inside out by the people who understood the Guiding Principles, who knew most about the current system, and who were going to use the new system, namely, the doctors and the nurses. Hodges and his staff spend 13 months discussing expansion needs with this group and with patients and the community before developing a proposal for the new facility. An administrative team created 35 user groups, which held over 1,000 planning meetings (lasting from 45 minutes to a whole day). They even created a "Supreme Court" to deal with conflicting views on the new hospital's multifaceted issues. Funding and regulatory issues added substantial complexity to this major expansion, and Hodges was very concerned that the project stays on time and within budget. Tom Hyatt, director of facility development, was given the task of onsite manager of the P100 million project and overseeing ongoing renovations, expansions, and other projects. The activities in the multiyear project for the new building at Arnold Palmer are shown in the table below: Expansion Planning and Arnold Palmer Hospital Construction Activities and Times SCHEDULED TIME АCTIVITY PRECEDENCE ACTIVITY(IES) 1 month 1. Proposal and review 2. Establish master schedule 2 weeks 1 3. Architect selection process 4. Survey whole campus and its needs 5. Conceptual architect's plans 6. Cost estimating 7.Deliver plans to board for consideration/decision 5 weeks 1 1 month 1 6 weeks 3 2 months 2,4, 5 1 month
Transcribed Image Text:Project Management at Arnold Palmer Hospital The equivalent of a new kindergarten class is born every day at Orlando's Arnold Palmer Hospital. With more than 13,000 births in the mid-2000s in a hospital designed 15 years earlier for a capacity of 6,500 births a year, the newborn intensive care unit was stretched to the limit. Moreover, with continuing strong population growth in central Florida, the hospital was often full. It was clear that new facilities were needed. After much analysis, forecasting, and discussion, the management team decided to build a 273-bed building across the street from the existing hospital. But the facility had to be made following the hospital's Guiding Principles and its uniqueness as a health center dedicated to the specialized needs of women and infants. Those Guiding Principles are Family-centered focus, a healing environment where privacy and dignity are respected, a sanctuary of caring that includes warm, serene surroundings with natural lighting, sincere and dedicated staff providing the highest quality care, and patient-centered flow and function. The vice president of business development, Karl Hodges, wanted a hospital designed from the inside out by the people who understood the Guiding Principles, who knew most about the current system, and who were going to use the new system, namely, the doctors and the nurses. Hodges and his staff spend 13 months discussing expansion needs with this group and with patients and the community before developing a proposal for the new facility. An administrative team created 35 user groups, which held over 1,000 planning meetings (lasting from 45 minutes to a whole day). They even created a "Supreme Court" to deal with conflicting views on the new hospital's multifaceted issues. Funding and regulatory issues added substantial complexity to this major expansion, and Hodges was very concerned that the project stays on time and within budget. Tom Hyatt, director of facility development, was given the task of onsite manager of the P100 million project and overseeing ongoing renovations, expansions, and other projects. The activities in the multiyear project for the new building at Arnold Palmer are shown in the table below: Expansion Planning and Arnold Palmer Hospital Construction Activities and Times SCHEDULED TIME АCTIVITY PRECEDENCE ACTIVITY(IES) 1 month 1. Proposal and review 2. Establish master schedule 2 weeks 1 3. Architect selection process 4. Survey whole campus and its needs 5. Conceptual architect's plans 6. Cost estimating 7.Deliver plans to board for consideration/decision 5 weeks 1 1 month 1 6 weeks 3 2 months 2,4, 5 1 month
Expansion Planning and Arnold Palmer Hospital Construction Activities and Times ACTIVITY SCHEDULED PRECEDENCE ACTIVITY(IES) 6 TIME 8. Surveys/regulatory review 9. Construction manager selection 10. State review of need for more hospital beds ("Certificate of Need") 11. Design drawings 12. Construction documents 13.Site preparation/demolish existing building 14. Construction start/building pad 15. Relocate utilities 16. Deep foundations 17. Building structure in place 18. Exterior skin/roofing 19. Interior buildout 20. Building inspections 21.0ccupancy *For simplification, assume each week = .25 months (i.e., 2 weeks = .5 month; 6 weeks = 1.5 months) 6 weeks 9 weeks 3.5 months 7,8 4 months 10 5 months 9 weeks 2 months 9, 11 11 12, 13 6 weeks 2 months 9 months 16 4 months 17 12 months 17 5 weeks 15, 19 20 1 month 246 NN
Transcribed Image Text:Expansion Planning and Arnold Palmer Hospital Construction Activities and Times ACTIVITY SCHEDULED PRECEDENCE ACTIVITY(IES) 6 TIME 8. Surveys/regulatory review 9. Construction manager selection 10. State review of need for more hospital beds ("Certificate of Need") 11. Design drawings 12. Construction documents 13.Site preparation/demolish existing building 14. Construction start/building pad 15. Relocate utilities 16. Deep foundations 17. Building structure in place 18. Exterior skin/roofing 19. Interior buildout 20. Building inspections 21.0ccupancy *For simplification, assume each week = .25 months (i.e., 2 weeks = .5 month; 6 weeks = 1.5 months) 6 weeks 9 weeks 3.5 months 7,8 4 months 10 5 months 9 weeks 2 months 9, 11 11 12, 13 6 weeks 2 months 9 months 16 4 months 17 12 months 17 5 weeks 15, 19 20 1 month 246 NN
Expert Solution
trending now

Trending now

This is a popular solution!

steps

Step by step

Solved in 2 steps

SEE SOLUTIONCheck out a sample Q&A here
Blurred answer
Similar questions
  • SEE MORE QUESTIONS
Recommended textbooks for you
Practical Management Science
Practical Management Science
Operations Management
ISBN:
9781337406659
Author:
WINSTON, Wayne L.
Publisher:
Cengage,
Operations Management
Operations Management
Operations Management
ISBN:
9781259667473
Author:
William J Stevenson
Publisher:
McGraw-Hill Education
Operations and Supply Chain Management (Mcgraw-hi…
Operations and Supply Chain Management (Mcgraw-hi…
Operations Management
ISBN:
9781259666100
Author:
F. Robert Jacobs, Richard B Chase
Publisher:
McGraw-Hill Education
Business in Action
Business in Action
Operations Management
ISBN:
9780135198100
Author:
BOVEE
Publisher:
PEARSON CO
Purchasing and Supply Chain Management
Purchasing and Supply Chain Management
Operations Management
ISBN:
9781285869681
Author:
Robert M. Monczka, Robert B. Handfield, Larry C. Giunipero, James L. Patterson
Publisher:
Cengage Learning
Production and Operations Analysis, Seventh Editi…
Production and Operations Analysis, Seventh Editi…
Operations Management
ISBN:
9781478623069
Author:
Steven Nahmias, Tava Lennon Olsen
Publisher:
Waveland Press, Inc.
SEE MORE TEXTBOOKS