Project Scope And Schedule Management Plan For St. Dismas Medical Centre

Project Goals for St. Dismas

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This report is based on the use of proper time management tool and project scope in order to develop an upgradation project for St. Dismas Medical Centre. St. Dismas is a non-profit medical healthcare organization that has faced a significant decline in the admission of patients in the recent years owing to various factors including lack of up-to-date technology, suitable management system and others (Heldman, 2018). Hence, this project has been developed in order to address these issues and upgrade the entire system of St. Dismas.

In this document, the scope and schedule management plans for the project have been developed and analyzed.

There are a number of goals that St. Dismas authority aims to achieve through the execution of the project. These goals are expected to solve the issues that are resulting in the decline of patient admission in the hospital. The project goals for St. Dismas are listed as follows.

Renovate the Hospital Building – The hospital is around for quite some time and over the period of a few decades, there have not been any significant renovations made in the building. As a result, due to erosion and age, some parts of the building are already degrading while some other parts have become unstable. This in turn creates a risk factor that forces the patients to avoid coming to this hospital and choose another one with modern facilities and newer building (Nicholas & Steyn, 2017). Hence, in this project, the authority wants to renovate the entire building and develop an ultramodern getup on the entire hospital building.

Facilities – Over the past decades, there have been very insignificant upgrades of the facilities available at the hospital. This is another reason behind the fall in the number of patients getting admitted in the hospital (Snyder, 2014). The authority has identified this particular aspect and wishes to upgrade all the facilities into the latest and modern standard facilities so that the best quality treatments can be provided to the patients.

Operational Changes – Through this project, the authority also wants to achieve operational changes that will help them have more control and establish much more efficient management of all the operations (Martinelli & Milosevic, 2016). In the current system, there are numerous operational problems like high waiting time, slow processing of requests and payments, delayed treatments and diagnosis, lack of suitable quality of referrals and others. In this project, the entire operational system will be revamped and changed to suit the needs of the current applicable standards and requirements.

Project Objectives for St. Dismas

Analyzing the project goals that St. Dismas wants to achieve, the project objectives can be determined and developed as follows.

• To renovate the entire hospital building with ultramodern get up and multi-functionality
• To upgrade all the facilities to the latest standards and versions to meet the modern day requirements
• To change the entire operational and management system of the hospital administration

As projected by the project goals and objectives, the scope of this project is huge and it can open an entirely large area of opportunity for St. Dismas. Furthermore, if the project can be implemented correctly, it will be able to solve the problem of decline in the patient count and the hospital will be able to flourish again. The scope of the project is discussed in detail accordingly as follows.

Scope 1 – Renovation of the hospital building is within the scope of the project. The hospital building of St. Dismas has degraded significantly due to lack of renovation and upgradation and hence, this project needs to address the problem of the building (Kerzner, 2017). In order to achieve business and operational goals as set by the company, renovation of the building is an essential requirement as it will encourage more patients to visit the hospital. St. Dismas Authority needs to procure sufficient funds so that they are able to proceed with the renovation of the hospital building.

Scope 2 – Upgradation of all the facilities in the hospital building is within the scope of the project. In order to provide modern and best quality medical treatments to the patients, upgradation of all the facilities including hospitality, stretchers, intensive care units, operation theatres, different wards, departments, modern equipments and others is essentially necessary (Mir & Pinnington, 2014). The patient count in the hospital will only increase when there are suitable facilities for treatment of various types of medical conditions and illnesses.

Scope 3 – Changing the current operational system of the hospital is within the scope of the project. The authority wants to use this project for developing a new operational system for replacing the existing one (Snyder, 2014). For this purpose, the authority will need to upgrade the current IT setup and communication system and skill train the employees to efficiently handle the newly implemented IT system. Furthermore, addition of automated systems will reduce the need for manual system management and hence will upgrade the overall operational efficiency of the system significantly.

The work breakdown structure of the project is shown in the following diagram.

Figure 1: WBS of the Project

(Source: Created by Author)

The overall project schedule is shown in the following table.

Task Name	Duration	Start	Finish
Development Project for St. Dismas Hospital	59 days	Mon 26-03-18	Thu 14-06-18
Project Planning	5 days	Mon 26-03-18	Fri 30-03-18
Situation Analysis	1 day	Mon 26-03-18	Mon 26-03-18
Discussion	1 day	Tue 27-03-18	Tue 27-03-18
Development of Plan	2 days	Wed 28-03-18	Thu 29-03-18
Finalization of Plan	1 day	Fri 30-03-18	Fri 30-03-18
Project Initiation	10 days	Mon 02-04-18	Fri 13-04-18
Analysis of Plan	2 days	Mon 02-04-18	Tue 03-04-18
Determination of Goals	2 days	Wed 04-04-18	Thu 05-04-18
Determination of Scope	1 day	Wed 04-04-18	Wed 04-04-18
Estimate Schedule	1 day	Fri 06-04-18	Fri 06-04-18
Estimate Budget	1 day	Mon 09-04-18	Mon 09-04-18
Develop Project Charter	2 days	Tue 10-04-18	Wed 11-04-18
Form Project Teams	2 days	Thu 12-04-18	Fri 13-04-18
Project Execution	39 days	Mon 16-04-18	Thu 07-06-18
Procure Project Budget	2 days	Mon 16-04-18	Tue 17-04-18
Allocate Budget among Three Teams	1 day	Wed 18-04-18	Wed 18-04-18
Start Renovation	1 day	Thu 19-04-18	Thu 19-04-18
Repair Building	10 days	Fri 20-04-18	Thu 03-05-18
Apply Plaster	5 days	Fri 04-05-18	Thu 10-05-18
Build Additional Platforms	15 days	Fri 11-05-18	Thu 31-05-18
Apply Paint	5 days	Fri 01-06-18	Thu 07-06-18
Buy New Equipments	4 days	Thu 19-04-18	Tue 24-04-18
Design and Implement New Facilities	10 days	Wed 25-04-18	Tue 08-05-18
Install New Equipments	5 days	Wed 09-05-18	Tue 15-05-18
Test New Equipments	5 days	Wed 16-05-18	Tue 22-05-18
Procure New Hardware and Software	2 days	Thu 19-04-18	Fri 20-04-18
Develop New IT Setup	15 days	Mon 23-04-18	Fri 11-05-18
Train Employees for Handling IT	10 days	Mon 14-05-18	Fri 25-05-18
Project Closing	5 days	Fri 08-06-18	Thu 14-06-18
Review Entire Project	3 days	Fri 08-06-18	Tue 12-06-18
Documentation	1 day	Wed 13-06-18	Wed 13-06-18
Stakeholder Signoff	1 day	Thu 14-06-18	Thu 14-06-18

Accordingly, the Gantt chart of the project is shown as follows.

 

Figure 2: Gantt Chart of the Project

(Source: Created by Author)

Using the critical path method (CPM), the network diagram is developed as shown in the following diagram.

 

Figure 3: Network Diagram Using CPM Method

(Source: Created by Author)

Conclusion

In this plan document, the project goals, objectives and scope have been defined. From the definitions, it has been found that the company needs to make three major changes that will help them develop and regain their status by increasing the overall patient count that has significantly declined since the last few years.

Heldman, K. (2018). PMP: project management professional exam study guide. John Wiley & Sons.

Kerzner, H. (2017). Project management metrics, KPIs, and dashboards: a guide to measuring and monitoring project performance. John Wiley & Sons.

Martinelli, R. J., & Milosevic, D. Z. (2016). Project management toolbox: tools and techniques for the practicing project manager. John Wiley & Sons.

Mir, F. A., & Pinnington, A. H. (2014). Exploring the value of project management: linking project management performance and project success. International journal of project management, 32(2), 202-217.

Nicholas, J. M., & Steyn, H. (2017). Project management for engineering, business and technology. Taylor & Francis.

Snyder, C. S. (2014). A guide to the project management body of knowledge: PMBOK (®) guide. Project Management Institute: Newtown Square, PA, USA.