Concept explainers
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,
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.
3. Why is the construction of this 11-story building any more complex than construction of an equivalent office building?
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EBK PRINCIPLES OF OPERATIONS MANAGEMENT
- Assuming that you are a project manager for a consulting firm that is planning a feasibility study for a new city centre scheme. The activities for the final phase of the study project have been identified. The logical relationships for the identified activities is as shown in the dependency table below. Table 3.2: Activities for the Final Phase of a Feasibility Study Activity Immediate /predecessor (s) Duration (weeks) No. of Staff Needed A 3 B 5 3 C 4 B D A 7 2 E B.C 8 2 F C 6 5 G EF B 3 H F 10 B D.G 6 5 Table 3.2: Dependency Table Based on the information provided in the table: i. Draw and analyze the network diagram; and ii. Indicate the type of dependency relationships.arrow_forwardBased on project information on kitchen space renovation as prepared below, fil in the time estimates (t, activity variances (v) and answer all questions: Activity Predecessor Time Estimates (in weeks) Optimistic Most Likely Pessimistic a m 10 11 A. 10 18 A 13 15 A E 2 D 7 B, C (1) Construct the AOA node network. (i) Construct the AON node configuration network. (i) Based on the AON node configuration network above, fil the information in the table as provided below: Activity Early Start Early Finish Latest Start Latest Finish Slack A G (v) Determine the project's completion time. (v) Determine the critical path af the project. (vi) Determine the probability that the project will be completed in 23 weeks, 25 weeks and 27 weeks.arrow_forwardExplain the use of management tools and what are the differences between them and support the answer with diagram : - project milestonearrow_forward
- Consider the following data for a project to install a new server at the Northland Pines High School: Activity Time (days) 1 4 5 4 1 7 3 2 3 6 a. Choose the correct network diagram below. O A. Activity A BCDEFGH-. с J Q Immediate Predecessor(s) B. A A B B B, C D, E F F G, H, I Q OUarrow_forwardPart 1: Below matrix shows one of the important data used in project management, identify the name of the matrix and explain the roles of each person involved in this matrix. Total= 10 marks Facilities Plant Mgr HR Security Project Mgr Identify a minimum of three asphalt R contractors from Angie's List Arrange for contractor visits and quotes Review quotes and references, A R make contractor selection Review and finalize contract, lock in plant shutdown week R Communicate project to shutdown maintenance crew, make sure all R vehicles are removed from the lot Provide security gate access codes for asphalt crew by June 15 A Oversee the project during the plant shutdown week, ensure it is A R completed on time R = Responsible, A = Accountable, C = Consulted, I = Informedarrow_forwardThe following information is available about a project toorganize an event to honor the mayor of West Allis at theNathan Hale High School:Activity Activity Time (days) Immediate Predecessor(s)A 3 —B 4 —C 5 —D 4 —E 7 AF 2 B, C, DG 4 E, FH 6 FI 4 GJ 3 GK 3 Ha. Draw the network diagram.b. Find the critical path.arrow_forward
- *(e) Draw manually the appropriate network diagram (using PDM) and then find (and also provide as a table) for each of the activities by d: early start (ES), early finish (EF), late start (LS), late finish (LF) and total floats and total slacks and provide them in a table form.arrow_forwardQ3: What is Critical Path Analysis? Explain with the help of a suitable example.arrow_forwardUsing the information provided in the table, the network diagram and the project completion time = 25 weeks, reduce the completion time of the project by 5 weeks in the most economical way. Activity A B с D E TI F G H Normal Time (weeks) A(3) 3 D(6) 4 6 6 6 5 7 AON network diagram B(4) 3 C(6) Normal Cost ($) 500 600 700 1,450 1,750 200 1,450 450 E(6) F(5) Crash Time (weeks) 2 3 3 4 4 5 5 3 G(7) Crash Cost ($) 890 710 1,180 2,070 2,290 200 1,740 450 H(3) Maximum Weeks Reduced 1 1 3 2 2 O 2 O Crash Cost per Week ($) 390 110 160 310 270 0 145 0arrow_forward
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