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Project on Hospital Management - DOC

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					MD 021 - Management and Operations

     Managing Project Processes
             Outline


     Definition of a project

     Network methods using deterministic estimates

     Probabilistic estimates

     Cost considerations




                   1
                              Definition of a project



A project is an interrelated set of activities that has a definite starting and
ending point and results in unique product or service.

Examples of projects include building construction, introducing a new product,
and redesigning the layout of a plant or office.




                                          2
                      PERT and CPM Network Methods
                                Definitions


Activity - The smallest unit of work effort consuming both time and resources
that the project manager can schedule and control

Precedence relationship - A sequencing constraint between interrelated
activities by which one activity cannot start until a preceding activity has been
completed

Schedule - A plan that sets priorities, determines start and finish times, and
allocates resources to accomplish the activities




                                         3
                   Project Management Using Network Models


First two steps:

  Describe the project
   a) Define project activities.
   b) Determine precedence relationships.

  Diagram the network
    a) Nodes (circles) and arcs (arrows)
    b) Activity-on-node (AON) network
        Nodes are activities and arcs show precedence relationships
        Activity-oriented




                                       4
                     Project Management Example
                         St. Adolph’s Hospital

                                                             Immediate
Activit                        Description                  Predecessor(s
  y                                                                )
  A     Select administrative and medical staff.                  ---
  B     Select site and do site survey.                           ---
  C     Select equipment.                                         A
  D     Prepare final construction plans and layout.              B
  E     Bring utilities to the site.                              B
  F     Interview applicants and fill positions in nursing,       A
        support staff, maintenance, and security.
  G     Purchase and take delivery of equipment.                  C
  H     Construct the hospital.                                   D
  I     Develop an information system.                            A
  J     Install the equipment.                                 E, G, H
  K     Train nurses and support staff.                         F, I, J

                                    5
            Network Time Calculations


 Earliest finish time (EF) for an activity

  EF = ES + t


 Earliest start time (ES) for an activity

  ES = Max [EF times of all immediately
         preceding activities]


 Latest start time (LS) for an activity

  LS =LF – t


 Latest finish time (LF) for an activity

    LF = Min[LS times for all immediately
             following activities]




                            6
               Calculating Time Estimates


a) Optimistic time (a):

  Shortest time during which an activity can be
  completed.


b) Most likely time (m):

  Best estimate of average time.


c) Pessimistic time (b):

  Longest time an activity can take.


d) Activity’s time ( t e ) and variance ( 2 ) with beta
   distribution

            a  4m  b
     te 
                 6

              ba 2
     2  (      )
               6

                             7
                   Calculating Probabilistic Estimates
                    St. Adolph’s Hospital Example

                        Time estimates (weeks)
           Optimistic   Most likely Pessimistic     Expected       Variance
Activity     (to )        (tm )         (t p )      time ( t e )     ( 2 )
   A          11            12            13
   B           7             8            15
   C           5            10            15             10          2.78
   D           8             9            16             10          1.78
   E          14            25            30             24          7.11
   F           6             9            18             10          4.00
   G          25            36            41             35          7.11
   H          36            40            45             40          2.78
   I          10            13            28             15          9.00
   J           1             2            15              4          5.44
   K           5             6             7              6          0.11



                                    8
                             Analyzing Probabilities

Probabilities can be assessed using the z-transformation formula:

                                         T  TE
                                  Z 
                                              
T = specific time, TE = expected time (path mean),
 = standard deviation of path mean. Assuming the activity times are
independent, the path standard deviation  is the square root of the sum of the
activity time variances.

To determine the probability of completing a project in a specified amount of time:
   Calculate the probability of each of the paths being completed in that amount of
    time based on the value of z. For any value of z that is greater than 3, the
    probability that the corresponding path will be completed in that amount of time
    can be considered to be 100%.
   If all paths are independent, then the probability of completing a project in the
    specified amount of time is the product of the individual path probabilities.



                                          9
                  Hospital Project Completion Probabilities

How likely is it that the hospital project will be completed in 72 weeks?

                        72  Expected path duration        Probability of
                   z
      Path                Path standard deviation       completion in 72 weeks
     A-F-K               (72 – 28)/2.05 = 21.5                  100%
     A-I-K               (72 – 33)/3.04 = 12.8                  100%
   A-C-G-J-K             (72 – 67)/3.94 = 1.27                   90%
   B-D-H-J-K             (72 – 69)/3.45 = 0.87                   81%
    B-E-J-K               (72 – 43)/3.80 = 7.6                  100%




                                        10
            Analyzing Costs in a Project


1. Direct costs and times

     normal time

     normal cost

     crash time

     crash cost


2. Cost assumptions: linear costs per unit of time


3. Indirect costs and penalty costs




                            11
    Determining the Minimum-Cost Schedule



Step 1: Determine the project’s critical path(s).

Step 2: Find the cheapest activity or activities on the
critical path(s) to crash.

Step 3: Reduce the time for this activity until the
first of (a) it cannot be further reduced, (b) another
path becomes critical, or (c) the increase in direct
costs exceeds the savings that result from shortening
the project. If more than one path is critical, the time
for an activity on each path may have to be reduced
simultaneously.

Step 4: Repeat this procedure until the increase in
direct costs is less than the savings generated by
shortening the project.




                           12
             Direct Cost and Time Data for the Hospital Project
          Normal Normal Crash          Crash Max. time          Cost of
            time      cost     time     cost     reduction crashing per
Activit    (wks)      ($K)    (wks)     ($K)       (wks)         week
  y
  A        12        $12      11           13       1         $1,000
  B         9         50       7           64       2          7,000
  C        10          4       5            7       5           600
  D        10         16       8           20       2          2,000
  E        24        120      14          200      10          8,000
  F        10         10       6           16       4          1,500
  G        35        500      25          530      10          3,000
  H        40       1,200     35         1,260      5         12,000
  I        15         40      10          52.5      5          2,500
  J         4         10       1           13       3          1,000
  K         6         30       5           34       1          4,000
          Totals   $1,992               $2,209.5



                                   13
                      Hospital Project Minimum-Cost Schedule

Assume:
Indirect cost = $8,000/week
Penalty cost = $20,000/week after Week 65

                 Crash      Project                  Indirect      Penalty        Total
Critical path   activity   duration   Crash cost   cost change   cost change   cost change

B-D-H-J-K                  69 weeks




                                            14

				
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