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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Principles of Operations Management: Sustainability and Supply Chain Management (10th Edition)
- Exercise 8: Given the following network, refer to the pic please (a) What is the critical path? (b) How long will it take to complete this project? (c) Can activity B be delayed without delaying the completion of the project? If so, how many days?arrow_forwardDraw the Network Diagram and determine the Critical Path and duration of the project (in days).Activity Duration (days) Predecessor(s)A 2 -B 2 AC 4 AD 1 BE 3 C, DF 2 C, DG 4 EH 5 F, Garrow_forwardQ: (a) How value engineering can reduce overall project duration? Can you give any practical example? (b) What will be the difference in duration of dummy activity for simple and complex arrow networks? (c) Draw arrow network for the following given project. Picture of table is attached at the end.arrow_forward
- Given the project activity table below: (check images) a) Draw a project network from the table b) What activity(s) is a burst activity? What activity(s) is a merge activity? 3. What is the length of the project? 4. What is the critical path? c) Make the Gantt chart d) Build the project network using expected activity times based on the new table below (I WROTE "2nd CHART" on it) e) What would be the expected length of the project? f) What would be the project standard deviation? g) Using a z-table (one can be found here: https://statisticsbyjim.com/hypothesis-testing/z-table/ ), what is the probability that the project can be completed in 28 weeks?arrow_forwardWhat types of projects have been subjected to critical path analysis?arrow_forwardRoger Ginde is developing a program in supplychain management certification for managers. Ginde haslisted a number of activities that must be completed beforea training program of this nature could be conducted. Theactivities, immediate predecessors, and times appear in theaccompanying table: a) Develop an AON network for this problem.b) What is the critical path?c) What is the total project completion time?d) What is the slack time for each individual activity?arrow_forward
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