Principles Of Operations Management
Principles Of Operations Management
11th Edition
ISBN: 9780135173930
Author: RENDER, Barry, HEIZER, Jay, Munson, Chuck
Publisher: Pearson,
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Chapter 3, Problem 1.3VC

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 that was designed IS 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 new 273-bed building across the street from the existing hospital. But the facility had to be built in accordance with 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, 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 that was 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 nurses. Hodges and his staff spent 13 months discussing expansion needs with this group, as well as 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 multifaceted issues facing the new hospital.

  Funding and regulatory issues added substantial complexity to this major expansion, and Hodges was very concerned that the project stay on time and within budget. Tom Hyatt, director of facility development, was given the task of onsite manager of the $100 million project, in addition to overseeing ongoing renovations, expansions, and other projects. The activities in the multi-year project for the new building at Arnold Palmer are shown in Table 3.7.

Chapter 3, Problem 1.3VC, Project Management at Arnold Palmer Hospital The equivalent of a new kindergarten class is born

3. Why is the construction of this 11-story building any more complex than construction of an equivalent office building?

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2. Given the data, answer the questions below. Activity Normal Time Normal Cost Crashed Time Crashed Cost (weeks) (Pesos) (weeks) (Pesos) 1-2 12 30,000 7 50,000 2-3 8 20,000 35,000 2-4 4 40,000 3 70,000 3-4 4-5 4 5,000 1 11,000 4-6 12 500,000 9. 710,000 5-6 4 5,000 1 11,000 6-7 4 150,000 220,000 750,000 1,107,000 a. Suppose the project needs to be completed within 30 weeks, how much extra cost will be incurred to finish the project by this time? Which activity/ies must be crushed? b. If the project duration is reduced down to the minimum time possible, what is the total number of crashed weeks? How much extra cost will this require?
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2.1: For each of the following projects, determine the shape of its life cycle (S or J): SOLUTION (Answer just near the name of the project) • Building a nuclear station for electrical power generation– • Achieving an ILETS minimum score – • Organizing a wedding party – • Getting a masters degree in engineering management –

Chapter 3 Solutions

Principles Of Operations Management

Ch. 3 - Prob. 10DQCh. 3 - Define earliest start, earliest finish, latest...Ch. 3 - Students are sometimes confused by the concept of...Ch. 3 - Prob. 13DQCh. 3 - Prob. 14DQCh. 3 - Would a project manager ever consider crashing a...Ch. 3 - How is the variance of the total project computed...Ch. 3 - Describe the meaning of slack, and discuss how it...Ch. 3 - How can we determine the probability that a...Ch. 3 - Name some of the widely used project management...Ch. 3 - What is the difference between the waterfall...Ch. 3 - The work breakdown structure (WBS) for building a...Ch. 3 - James Lawson has decided to run for a seat as...Ch. 3 - Prob. 3PCh. 3 - Refer to the table in Problem 3.3. a) Draw the AON...Ch. 3 - Draw the activity-on-node (AON) project network...Ch. 3 - Given the activities whose sequence is described...Ch. 3 - Prob. 7PCh. 3 - Roger Ginde is developing a program in supply...Ch. 3 - Prob. 9PCh. 3 - The activities described by the following table...Ch. 3 - Prob. 11PCh. 3 - The activities needed to build a prototype laser...Ch. 3 - Prob. 13PCh. 3 - Dave Fletcher (sec Problem 3.12) was able to...Ch. 3 - Ross Hopkins, president of Hopkins Hospitality,...Ch. 3 - A renovation of the gift shop at Orlando Amway...Ch. 3 - Kelle Carpet and Trim installs carpet in...Ch. 3 - The estimated times and immediate predecessors for...Ch. 3 - Prob. 21PCh. 3 - Four Squares Productions, a firm hired to...Ch. 3 - Prob. 23PCh. 3 - Prob. 24PCh. 3 - Prob. 25PCh. 3 - Prob. 28PCh. 3 - Prob. 29PCh. 3 - Prob. 30PCh. 3 - Development of Version 2.0 of a particular...Ch. 3 - Prob. 32PCh. 3 - Prob. 33PCh. 3 - Prob. 1.1VCCh. 3 - Prob. 1.2VCCh. 3 - Project Management at Arnold Palmer Hospital The...Ch. 3 - Prob. 1.4VCCh. 3 - Managing Hard Rocks Rockfest At the Hard Rock...Ch. 3 - Managing Hard Rocks Rockfest At the Hard Rock...Ch. 3 - Managing Hard Rocks Rockfest At the Hard Rock...Ch. 3 - Managing Hard Rocks Rockfest At the Hard Rock...
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