4. Describe in Detail a Process That Hospital Could Analyze, Besides the Ones Mentioned in This Case.

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Case 2: Project Management at Arnold Palmer Hospital

1- Develop the network for planning and construction of the new hospital at Arnold Palmer.

2- What is the critical path and how long is the project expected to take?

The critical path is Activities 1-3-5-6-8-10-11-12-14-16-17-19- 20-21. The project will take around 47 months (4 years).

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

Building a hospital is much more complex than an office building for several reasons. In this case, hundreds of “users” of the new building had extensive input. Second, the design of the new layout (circular, pod design) is somewhat radical compared to traditional “linear” hospitals. Third, the hospital was built with future expansion in mind. Fourth, the Guiding Principles impacted on design/construction. Fifth, hospitals, by their very nature, are more complex from a safety, health hazard, security, quiet, serenity perspective than an office building.

4- What percent of the whole project duration was spent in planning that occurred prior to the proposal and reviews? Prior to the actual building construction? Why?

Since there were 13 months of planning prior to the proposal/ review stage (listed as Activity 1) and the project then took 47 months (for a total of 60 months), 22% of the time was spent in planning.

Construction itself started with activity 14 (19.75 months); there were 13 �� 19.75 months of work (�� 32.75 months) out of 60 months, or 55% of the time was spent prior to building beginning.

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13

Finish

18

7

2

10

20

19

21

17

16

14

11

8

3

15

12

4

9

6

5

1

Start
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