The equivalent of a new kindergarten class is born every day at Orlando’s Arnold Palmer Hospital. With more than 13,000 births in a hospital that was designed 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 minutess 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.
Is listed in the attached pictures
The Question is: Develop the network for planning and construction of the new hospital at Arnold Palmer.
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Case Studies
O Video Case 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 a hospital that was designed 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,
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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 minutess to a
whole day). They even created a "Suprême Court" to deal with conflicting views on the
multifaceted issues facing the new hospital.
Eunding 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
Hvatt, 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 D.
Table 3.7 Expansion Planning and Arnold Palmer Hospital Construction
Activities and Timesa O
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reproduced or transmitted without publisher's prior permission. Violators will be prosecuted.
may
be
АCTIVITY
SCHEDULED
PRECEDENCE
TIME
ACTIVITY(IES)
1. Proposal and review
1 month
2. Establish master schedule
2 weeks
1
3. Architect selection process
5 weeks
Dyanog.com
6 weeks
4. Survey whole campus and its needs
1 month
1
5. Conceptual architect's plans
6 weeks
6. Cost estimating
2 months
2, 4, 5
7. Deliver plans to board for
1 month
consideration/decision
8. Surveys/regulatory review
9. Construction manager selection
9 weeks
10. State review of need for more hospital
3.5 months
7,8
beds ("Certificate of Need")
11. Design drawings
4 months
10
sphorm
12. Construction documents
5 months
9, 11
13. Site preparation/demolish existing
9 weeks
11
building
14. Construction start/building pad
2 months
12, 13
15. Relocate utilities
6 weeks
12
16. Deep foundations
2 months
14
17. Building structure in place
9 months
16
18. Exterior skin/roofing
4 months
17
19. Interior buildout
12 months
17
6 6 6
Leveraging special tenchniques in analyzing historical data to predict future trends. Forecasting covers the methods and types of forecasting and their application to case studies.
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