create a network for planning and construction of the new hospital at Arnold Palmer Project Management at Arnold Palmer HospitalThe 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 acapacity 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, themanagement team decided to build a 273-bed building across the street from the existinghospital. But the facility had to be made following the hospital's Guiding Principles and itsuniqueness as a health center dedicated to the specialized needs of women and infants. ThoseGuiding Principles are Family-centered focus, a healing environment where privacy and dignity arerespected, 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 andfunction.The vice president of business development, Karl Hodges, wanted a hospital designed from theinside out by the people who understood the Guiding Principles, who knew most about the currentsystem, and who were going to use the new system, namely, the doctors and the nurses. Hodgesand his staff spend 13 months discussing expansion needs with this group and with patients andthe community before developing a proposal for the new facility. An administrative team created35 user groups, which held over 1,000 planning meetings (lasting from 45 minutes to a wholeday). They even created a "Supreme Court" to deal with conflicting views on the new hospital'smultifaceted issues.Funding and regulatory issues added substantial complexity to this major expansion, and Hodgeswas very concerned that the project stays on time and within budget. Tom Hyatt, director offacility development, was given the task of onsite manager of the P100 million project andoverseeing ongoing renovations, expansions, and other projects. The activities in the multiyearproject for the new building at Arnold Palmer are shown in the table below:Expansion Planning and Arnold Palmer Hospital Construction Activities and TimesSCHEDULEDTIMEАCTIVITYPRECEDENCEACTIVITY(IES)1 month1. Proposal and review2. Establish master schedule2 weeks13. Architect selection process4. Survey whole campus and its needs5. Conceptual architect's plans6. Cost estimating7.Deliver plans to board forconsideration/decision5 weeks11 month16 weeks32 months2,4, 51 month Expansion Planning and Arnold Palmer Hospital Construction Activities and TimesACTIVITYSCHEDULEDPRECEDENCEACTIVITY(IES)6TIME8. Surveys/regulatory review9. Construction manager selection10. State review of need for more hospital beds("Certificate of Need")11. Design drawings12. Construction documents13.Site preparation/demolish existing building14. Construction start/building pad15. Relocate utilities16. Deep foundations17. Building structure in place18. Exterior skin/roofing19. Interior buildout20. Building inspections21.0ccupancy*For simplification, assume each week = .25 months (i.e., 2 weeks = .5 month; 6 weeks = 1.5months)6 weeks9 weeks3.5 months7,84 months105 months9 weeks2 months9, 111112, 136 weeks2 months9 months164 months1712 months175 weeks15, 19201 month246 NN

Question

create a  network for planning and construction of the new hospital at Arnold Palmer Project Management at Arnold Palmer HospitalThe 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 acapacity 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, themanagement team decided to build a 273-bed building across the street from the existinghospital. But the facility had to be made following the hospital's Guiding Principles and itsuniqueness as a health center dedicated to the specialized needs of women and infants. ThoseGuiding Principles are Family-centered focus, a healing environment where privacy and dignity arerespected, 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 andfunction.The vice president of business development, Karl Hodges, wanted a hospital designed from theinside out by the people who understood the Guiding Principles, who knew most about the currentsystem, and who were going to use the new system, namely, the doctors and the nurses. Hodgesand his staff spend 13 months discussing expansion needs with this group and with patients andthe community before developing a proposal for the new facility. An administrative team created35 user groups, which held over 1,000 planning meetings (lasting from 45 minutes to a wholeday). They even created a &#34;Supreme Court&#34; to deal with conflicting views on the new hospital'smultifaceted issues.Funding and regulatory issues added substantial complexity to this major expansion, and Hodgeswas very concerned that the project stays on time and within budget. Tom Hyatt, director offacility development, was given the task of onsite manager of the P100 million project andoverseeing ongoing renovations, expansions, and other projects. The activities in the multiyearproject for the new building at Arnold Palmer are shown in the table below:Expansion Planning and Arnold Palmer Hospital Construction Activities and TimesSCHEDULEDTIMEАCTIVITYPRECEDENCEACTIVITY(IES)1 month1. Proposal and review2. Establish master schedule2 weeks13. Architect selection process4. Survey whole campus and its needs5. Conceptual architect's plans6. Cost estimating7.Deliver plans to board forconsideration/decision5 weeks11 month16 weeks32 months2,4, 51 month Expansion Planning and Arnold Palmer Hospital Construction Activities and TimesACTIVITYSCHEDULEDPRECEDENCEACTIVITY(IES)6TIME8. Surveys/regulatory review9. Construction manager selection10. State review of need for more hospital beds(&#34;Certificate of Need&#34;)11. Design drawings12. Construction documents13.Site preparation/demolish existing building14. Construction start/building pad15. Relocate utilities16. Deep foundations17. Building structure in place18. Exterior skin/roofing19. Interior buildout20. Building inspections21.0ccupancy*For simplification, assume each week = .25 months (i.e., 2 weeks = .5 month; 6 weeks = 1.5months)6 weeks9 weeks3.5 months7,84 months105 months9 weeks2 months9, 111112, 136 weeks2 months9 months164 months1712 months175 weeks15, 19201 month246 NN

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