Hospital Care :: essays research papers

Critical Care infirmary - Case Study _Incident for Discussion Critical Care hospital Critical Care Hospital hasplanned to purchase a CATSCAN indoors the next six months. Though not mentionedin the text, the cost of the equipment entrust be at least several hundredthousand dollars, and could plain exceed one million dollars. Additionally,major renovations are required to the radiology department where the equipment forget be housed. Unfortunately, the kink trade union movement cannot be starteduntil the elevator car is in place, which will be quin months from now. The ProjectManager ("PM") feels that she may be able to expedite the mental synthesisschedule by utilizing a resource tryst version of the Critical Path regularity ("CPM"). Getting the machine up and running is of great interest to thehospital, as revenues generated by the CATSCAN are pouched to be in therange of $25,000 per monthAccording to the text, the project is slated tohave a duration of tw elve months. The waiting time for the CATSCAN is fivemonths. This leaves the PM eight months to accomplish her goal. Given that theequipment is arriving simultaneously with the onset of the constructionproject, I would suggest a combination of a heuristic entree using an "AsLate As Possible" ("ALAP") prioritization with a fast-track attempt to theactual constructionThe reason for the ALAP approach is the five-month delayprior to the equipment being delivered. belongings off on allocating resourcesduring this slow period should, in theory, allow the PM to reserve monetaryresources for the Crash period. I would imagine that part-time allocation ofadministrative support, to solicit construction bids, generate reports andmanagement approval requests along with full-time PM participation would besufficient. The PM during this time will be working with hospital managementto generate a flesh out project plan and Scope of Work. Several criticalelements come into period o f play in this situation. For example, two relocations of theexisting radiology department, or at least the area that will house theCATSCAN will be required during the construction period. The first will be forthe purpose of clearing the required blank shell for the new CATSCAN area, includingconstruction corridors, to a temporary location. Then, after the equipment isinstalled and renovations complete on this area, the rest of the departmentwill need to be renovated as well. This expectation of the project will requireextensive coordination with other departments within the hospital. Thisincludes administrative staff, medical personnel, suppliers (pick-ups anddeliveries), janitorial staff, and primarily the radiology staff itself.During the first five months of the project I would suspect that thiscoordination and planning alone would consume 50% of the PMs time.