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

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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
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