After 50 years at its present location, Whittier County Hospital is preparing to move into a...

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After 50 years at its present location, Whittier County Hospital is preparing to move into a new building sometime in the near future, when construction and outfitting are completed. The hospital's board of directors has appointed a special manage- ment committee to control the entire procedure, including coordination with outside agencies as well as internal depart- ments. As a first step in its mission, the committee wishes to develop a base of information that will be used to (1) establish an initial sketch plan for proceeding through the detailed plan- ning and moving phases and (2) provide a fundamental man- agement and scheduling tool for day-to-day operations during the transition period. The management staff believes that a PERT analysis of a sketch plan would be very helpful to the committee's understanding of the moving process, so it begins to develop a network of activities and duration estimates for the task. After consultation with the general contractor at the building site, it is estimated that completion of construction and checking the newly installed equipment likely will take 50 more days, with 40 and 60 days being the optimistic and pessimistic estimates, respectively. At this point the structure will be vacated by the contractor and turned over to the board. Before this occurs, however, a detailed plan of action for each hospital department must be drawn up for approval by the Move Committee (as it is formally known). The staff esti- mates this will take at least 10 days, perhaps as many as 20 days, and most likely 15 days to develop and secure approval Once the detailed plan has received an initial go-ahead, the staff will have number of activities to perform before a trial un and subsequent evaluation of the plan are made: Chapter 16 Maging Se P45 Once the construction and equipment checkouts are completed, the new facility must be cleaned thoroughly by hospital staff before the actual move so that it will con form to the required levels for such institutions. Also, after the contractor vacates the premises, the employees can be oriented to the layout and workings of the new build- ing. Because this orientation process is very important, the management staff wants to ensure that it begins after the newsletter is distributed and that it is completed before the trial run of the move. The staff estimates that cleaning and orientation can occur at the same time without problems. Cleaning will take at least 2, probably 3, and at most, 5 days the employee orientation will take at least 4, probably 5, and at most, 7 days. 1. Develop a distribute an information newsletter to all hos pital employees outlining the general procedures, with spe- cific proceres attached for each department; it is estimated that this will take at least 3, probably 4, and at most, 7 days. 2. Develop information and generate media coverage for the upcoming events; this is estimated to take at least (and probably) 2 days, and 3 days at most. 3. Negotiate with local EMS and private ambulance services for transferring the patients; this is estimated to take at least 10, probably 14, and at most, 20 days. 4. Negotiate with professional moving companies for transfer- ring equipment, records, and supplies; this is estimated to take at least 4, probably 5, and at most, 8 days. 5. Coordinate the procedures with, and determine the respon sibilities of, the local police and fire departments; this is esti mated to take at least 3, probably 5, and at most, 10 days. 6. Coordinate the admissions and exchange procedures and tasks that all employees will be maintaining during the transition period with other hospitals in the surrounding area; this is estimated to take at least 2, prob- ably 3, and at most, 5 days. Although the actual trial run will take only 1 day, the entire (and most likely) 3 days, with 5 days at most of serious prob activity, including evaluation, is estimated to need at least lems are encountered. Once this step is finished, coordination of final plans and schedules with the patient and equipment carriers, local agencies, and area hospitals should take 2 days (3 at most), Finally, the completed schedules and procedures on the day before moving day, and this discussion is expected to run the entire day because of the normal work schedules will be discussed in each department throughout the hospital For the moving day, the staff has broken the entire process into seven different activities for the sketch plan. Activity Duration, Days Most Likely 0.5 Optimistic Pessimistic 1.0 Activity Administration, a counting, and business office Library and med /personnel records Laboratory and purchasing/stores Housekeeping and food services Other equipment and supplies that must move same day as patients Move patients Noncritical equipment and supplies moved after patients The staff members feel confident that basic operations will be fully under way at the new location once the first six activi- ties are complete, and this is the critical goal established by the hospital's board of directors. The new location, of course, will not be fully operational until the remaining, noncritical equip- ment and supplies are moved. Questions 1. Assume that you are part of the management staff whose task is to develop this sketch plan. Using Microsoft Project, develop the PERT network as outlined above, identify the critical path, and determine the expected time to reach basic operational status at the new facility. Activity Duration, Days Most Likely 0.5 0.5 0.8 Optimistic 0.25 0.25 0.3 0.5 0.8 0.4 1.0 0.75 1.0 1.0 2.0 Pessimistic 1.0 0.75 1.0 1.3 1.2 1.0 2.5 2. The board of directors has said that it would like to try to move on a Sunday to minimize interference with weekday traffic. If there are Sundays that fall 46, 53, 60, 67, and 74 days from now, determine the probability (using a nor- mal distribution) of reaching basic operational status at the new location on the two Sundays that are closest to the expected time you calculated previously. 3. Briefly assess the potential problems you see in applying critical path analysis to the sketch plan for moving Whittier County Hospital, After 50 years at its present location, Whittier County Hospital is preparing to move into a new building sometime in the near future, when construction and outfitting are completed. The hospital's board of directors has appointed a special manage- ment committee to control the entire procedure, including coordination with outside agencies as well as internal depart- ments. As a first step in its mission, the committee wishes to develop a base of information that will be used to (1) establish an initial sketch plan for proceeding through the detailed plan- ning and moving phases and (2) provide a fundamental man- agement and scheduling tool for day-to-day operations during the transition period. The management staff believes that a PERT analysis of a sketch plan would be very helpful to the committee's understanding of the moving process, so it begins to develop a network of activities and duration estimates for the task. After consultation with the general contractor at the building site, it is estimated that completion of construction and checking the newly installed equipment likely will take 50 more days, with 40 and 60 days being the optimistic and pessimistic estimates, respectively. At this point the structure will be vacated by the contractor and turned over to the board. Before this occurs, however, a detailed plan of action for each hospital department must be drawn up for approval by the Move Committee (as it is formally known). The staff esti- mates this will take at least 10 days, perhaps as many as 20 days, and most likely 15 days to develop and secure approval Once the detailed plan has received an initial go-ahead, the staff will have number of activities to perform before a trial un and subsequent evaluation of the plan are made: Chapter 16 Maging Se P45 Once the construction and equipment checkouts are completed, the new facility must be cleaned thoroughly by hospital staff before the actual move so that it will con form to the required levels for such institutions. Also, after the contractor vacates the premises, the employees can be oriented to the layout and workings of the new build- ing. Because this orientation process is very important, the management staff wants to ensure that it begins after the newsletter is distributed and that it is completed before the trial run of the move. The staff estimates that cleaning and orientation can occur at the same time without problems. Cleaning will take at least 2, probably 3, and at most, 5 days the employee orientation will take at least 4, probably 5, and at most, 7 days. 1. Develop a distribute an information newsletter to all hos pital employees outlining the general procedures, with spe- cific proceres attached for each department; it is estimated that this will take at least 3, probably 4, and at most, 7 days. 2. Develop information and generate media coverage for the upcoming events; this is estimated to take at least (and probably) 2 days, and 3 days at most. 3. Negotiate with local EMS and private ambulance services for transferring the patients; this is estimated to take at least 10, probably 14, and at most, 20 days. 4. Negotiate with professional moving companies for transfer- ring equipment, records, and supplies; this is estimated to take at least 4, probably 5, and at most, 8 days. 5. Coordinate the procedures with, and determine the respon sibilities of, the local police and fire departments; this is esti mated to take at least 3, probably 5, and at most, 10 days. 6. Coordinate the admissions and exchange procedures and tasks that all employees will be maintaining during the transition period with other hospitals in the surrounding area; this is estimated to take at least 2, prob- ably 3, and at most, 5 days. Although the actual trial run will take only 1 day, the entire (and most likely) 3 days, with 5 days at most of serious prob activity, including evaluation, is estimated to need at least lems are encountered. Once this step is finished, coordination of final plans and schedules with the patient and equipment carriers, local agencies, and area hospitals should take 2 days (3 at most), Finally, the completed schedules and procedures on the day before moving day, and this discussion is expected to run the entire day because of the normal work schedules will be discussed in each department throughout the hospital For the moving day, the staff has broken the entire process into seven different activities for the sketch plan. Activity Duration, Days Most Likely 0.5 Optimistic Pessimistic 1.0 Activity Administration, a counting, and business office Library and med /personnel records Laboratory and purchasing/stores Housekeeping and food services Other equipment and supplies that must move same day as patients Move patients Noncritical equipment and supplies moved after patients The staff members feel confident that basic operations will be fully under way at the new location once the first six activi- ties are complete, and this is the critical goal established by the hospital's board of directors. The new location, of course, will not be fully operational until the remaining, noncritical equip- ment and supplies are moved. Questions 1. Assume that you are part of the management staff whose task is to develop this sketch plan. Using Microsoft Project, develop the PERT network as outlined above, identify the critical path, and determine the expected time to reach basic operational status at the new facility. Activity Duration, Days Most Likely 0.5 0.5 0.8 Optimistic 0.25 0.25 0.3 0.5 0.8 0.4 1.0 0.75 1.0 1.0 2.0 Pessimistic 1.0 0.75 1.0 1.3 1.2 1.0 2.5 2. The board of directors has said that it would like to try to move on a Sunday to minimize interference with weekday traffic. If there are Sundays that fall 46, 53, 60, 67, and 74 days from now, determine the probability (using a nor- mal distribution) of reaching basic operational status at the new location on the two Sundays that are closest to the expected time you calculated previously. 3. Briefly assess the potential problems you see in applying critical path analysis to the sketch plan for moving Whittier County Hospital,

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