1. What advice would you provide the PM in determining the Early Start/Free Slack (ES/FS) for an activity with two predecessors? 2. What advice will you provide the PM in order to manage the critical path tasks differently than non-critical path tasks?
Dubai Medical Center Assisted Living Facility
IBS – 412: Business Project Management Dubai Medical Center Assisted Living Facility Schedule Requirements
Dubai Medical Center, an urban, nonprofit, 450-bed rehabilitation hospital began to see a significant decline in admissions. The Dubai Medical Center’s mission focuses on inpatient and outpatient rehabilitation of the severely injured and catastrophically ill. While the patient census varied from month to month, it appeared to the Dubai Medical Center Board of Trustees that the inpatient population was slowly but steadily declining. The hospital’s market researchers reported that fewer people were being severely injured due to the popularity of seat belts and bicycle/motorcycle helmets. In order to get a handle on the future of the organization, the Board, and the CEO, Ali Salma M.D. called for a major strategic planning effort to take place. In January 1999, the Dubai Medical Center held a planning retreat to identify future opportunities. The outcome of the retreat was that the Medical Center needed to focus its efforts around two major strategic initiatives. The first, a short- run initiative, was to be more cost-effective in the delivery of inpatient care. The second, a long-run strategy, was to develop new programs and services that would capitalize on the existing, highly competent rehabilitation therapy staff and the Dubai Medical Center’s excellent reputation in the Gulf Cooperation region.
At the time of the retreat, Ali Salma’s parents were living with him and his family. Ali was an active member of the “sandwich generation.” His parents were aging and developing many problems common to the geriatric populace. Their increased medical needs were beginning to wear on Ali and his family. It crossed Ali’s mind that life might be more pleasant if the hospital Board approved an expansion of the Medical Center’s campus to include an assisted living facility.
In March 1999, Ali had his Business Development team prepare a rough estimate of the potential return on investment of an assisted living facility. He asked the team to identify different options for facility construction and the associated costs. The team also did a complete competitive analysis and examined the options for services to be offered based on Dubai Medical Center’s potential population base and catchment area. The Business Development team visited several facilities across UAE. The team also interviewed companies that could oversee the design, building, and operation of the facility for Dubai Medical Center. The development team produced a preliminary business plan based on the recommended structure for the facility, estimated capital expenditure needs, estimated income from operation of the facility, as well as
projected revenues to other Medical Center programs resulting from the facility’s population.
The plan was presented at the May 1999 meeting of the Board of Trustees. Ali Salma and his team introduced the Board to the concept of opening an assisted living facility on Dubai Medical Village. The facility would be set up as a for-profit subsidiary of the Medical Center so that it could generate a profit and not be subjected to the strict guidelines of the hospital’s accrediting agencies. As a subsidiary organization, however, the Board would still have control. The chosen facility design was a freestanding apartment- like facility with a sheltered connection to the Hospital for access to the kitchen and hospital services. The facility would have 100 units with 15 to 30 of the units classified as “heavy-assisted” and built to code to house the physically and medically disabled. The rest of the units would be “light-assisted,” larger apartments. The population would be approximately 110 to 150 residents, with most being single occupants rather than couples.
The light-assisted apartments could hold residents who required only minor medical and social interventions. The residents of the heavy-assisted section would have more medical needs and would require assistance getting around. The Business Development team recommended this type of programming model, because many assisted living facilities were erected across the country, but few had a medical focus and offered the types of services that Dubai Medical Center could offer—physical and occupational therapy programs, and behavior management programs to name a few.
The Board was assured that the facility would meet the strategic initiative of a growing business. The business plan projected an immediate increase in the number of referrals to the outpatient therapy programs. Another projected deliverable of the project was to enable Dubai Medical Center to strengthen its focus on reimbursable preventive and wellness programs for the healthier geriatric population. The project’s longer term goal was to increase the census in the hospital’s inpatient units by having a location where people could age in place until they were in need of hospitalization, and then such a facility would be right next door.
Depending on the exact size of the apartments, their equipment, and the actual ratio of heavy- to light – assisted units, Ali estimated that the entire project would cost between AED 80million and AED110million for the facility construction. That estimate included the cost of land, furnishings, and a sheltered connection to the hospital. When up and running, it was estimated that the net income would range between AED 9 million and AED12 million per unit per year. The team estimated the net cash flow for the entire project to be around AED 20 million per year.
Ali requested the Board to approve the concept and allow his team to prepare a pro forma plan to the Board for approval. The plan would include a recommended design
for both heavy- and light-assisted apartments. It would also include all costs of land, construction, furnishings, and staffing. Income estimates would be included and would be conservatively biased. A timetable would also be included.
The Board conducted several executive sessions, and by the middle of May voted to approve the concept. They approved the architectural-construction-management firm recommended by the team, and they requested Ali to proceed with developing a complete project plan. The Board appointed two Board members to sit on Ali’s planning group.
In June, Dr. Ali gathered his executive team together and presented the project mission, and scope. He reported that the board had approved a small budget to finance the planning process. The Board also stipulated that construction could not begin until after the November 1999 due to some holidays schedules. The Board also stated that they would like a plan that would allow the facility to open by July 2000, as research has shown that many adult children find the summer the easiest time to assist their parents in finding an alternative to independent living arrangements. The CEO and executive team were now confident that they were ready to launch the project to plan, build, and open an assisted living facility at the Dubai Medical Center.
A few days later, Ali decided that it was time to set up the team that would take responsibility for what he called the DALF project. He quickly decided to include the following staff at the launch meeting:
• Chief Financial Officer (CFO)
• Vice President of Business Development and Marketing
• Rehab Services Medical Director
• Construction Project Manager for capital facilities projects
• Chief Operations Officer (COO) (nursing, facilities, food services, and housekeeping)
• Director of Information Services
• Director of Support Services (central supply, purchasing, and security)
Even though the department directors from Support Services and Information Services would not be involved until later, Ali decided to include them from the beginning. Ali knew some members of his team had a tendency to become obstacles to progress if they felt left out.
Ali named the group the DALF Project Steering Committee and held the first meeting. Ali presented his vision for the facility. He told the group that he personally would be managing this project. He led a discussion of all the major steps that must be included in the project plan, and asked each team member to identify the areas for which they would accept responsibility. The hospital’s Construction Project Manager took responsibility for the construction of the facility, and the COO volunteered to
oversee the building design, as well as define the needs for food services, housekeeping, staffing, and policy and procedure development. The CFO agreed to develop the budgets for each area of the project as well as the operating budget for the facility. The CFO also agreed to create the payroll and accounting systems necessary to operate the facility.
The IS director accepted responsibility to define and set up all the telecommunications and information system needs of the facility. The VP of Business Development agreed to create a preliminary marketing plan, and a communication package for the community and hospital staff. In addition, she discussed organizing a major ground breaking event. The Medical Director said that he would design an assessment tool for determining residents’ level of medical needs upon moving in to the facility. He felt this was the first step in defining what clinical services should be offered to residents. Ali told the team that he would develop the management structure for the new facility and work with in-house counsel to identify all governmental regulations as well as all industry standards that pertain to an assisted living facility and govern the facility’s practices. Ali gave the team two months to come back with their detailed action plans for their areas of responsibility.
After series of meetings Ali felt that his team members had worked well together at determining the steps and the associated costs of the program. The CFO presented the program budget first, and then project team members presented their draft project plans.
Based on information accrued from project team members the Project Manager arrived at the following major task/activities for implementation of the project.
The project Manager decides to hire you as a consultant to help develop the project further.
1. What advice would you provide the PM in determining the Early Start/Free Slack (ES/FS) for an activity with two predecessors?
2. What advice will you provide the PM in order to manage the critical path tasks differently than non-critical path tasks?
3. Draw a Project Network given the information for the construction project.
4. Complete the forward and backward pass, compute the activity slack and identify the critical path of the project
5. Draw a Gantt chart for the project and superimpose the slack on the chart
6. What is the next step the team members must take in order to complete their project
Where required, your write-up should be in essay format, using APA guidelines. Make sure to include in your paper an introduction, literature review, analysis, discussion and findings, concluding remarks, recommendations, and references on any literature providing concepts and theories in support of your paper. Please include sections and subsections to make your final paper easy for reader to follow and ensure that your paper is free from grammar, spelling, and punctuation mistakes. Please note that literature review and additional references will add value to your paper and provide trust and clarity to the readers.
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Use the following format to save your assignment file: IBS_412_Business Project Management: Hassan A (where Hassan = last name and A = initials). Guidelines for Analyzing Case Studies
While there is no “formula” for analyzing case studies, the following guidelines are
1. Define the goals and objectives for your analysis. What questions are you trying to
answer? What issues are you trying to resolve?
2. Rapidly skim through the case study and get a sense for how the case study has been
3. Read through the case study with paper and pencil and make notes as you go along
4. Structure the information in the case study: this is the key step.
a. Think of the information given in the case study as “raw data” that you have gathered to help you answer the questions and resolve the issues in Step 1 above.
b. You need to structure this data in order to resolve the issues. Here are some useful
dimensions along which you can structure the given information chronologically:
c. Evolution of the industry in which the enterprise operates (changes in technology,
customer needs, competitive landscape, etc.)
d. Evolution of strategy – business, technology, and market – of the enterprise
e. Evolution of technology (including manufacturing), product platforms, and product lines of the enterprise
f. The technology, product, and process development process within the enterprise
g. Growth (or decline) of the enterprise with respect to of market share, revenues, costs,
h. Organizational structure of the enterprise
i. Key decisions made at different stages in the life of enterprise, and the drivers for these
j. The interconnections and relationships between all the above factors
k. Make extensive use of figures, tables, trees, etc. to shape your thinking during the
l. Perform any necessary analysis, for example, revenues or costs associated with different design options
m. Draw conclusions, answer questions, resolve issues, and make recommendations using
the structured information in Step 4.