St. Dismas Assisted Living Facility - Case Study - Management Assignment Help

ASSIGNMENT TASK:

TASK:

PROJECT DESCRIPTION

The project description is a summary of the project and the deliverables or outcomes expected as a result of conducting the project. The project description typically includes a statement of the purpose of the project and the justification for undertaking the project from a business perspective. It also includes project objectives, high-level requirements, and how project success will be measured.

PROJECT MANAGEMENT APPROACH
A project management approach or methodology defines the specific way that a project will be managed within an organization. There are a variety of project management methodologies available. The one that is chosen should match the needs of the organization and the characteristics of the project. Refer to Parts 1 and 2 of the St. Dismas Assisted Living Facility Case Study. Part 1 provides an overview of the project. Part 2 describes the steps that are being taken to plan the project. Formulate the project management approach that will be used to conduct the St. Dismas Assisted Living
 

Facility project as follows:

•  Describe the similarities and differences between various approaches to managing projects. (3–4 paragraphs)
•  Describe the project management approach that will be used for this project. (1 page)

St. Dismas Assisted Living Facility, 

St. Dismas Medical Center, an urban, nonprofit, 450-bed rehabilitation hospital, began to see a significant decline in admissions. St. Dismas’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 St. Dismas 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 of trustees and the chief executive officer (CEO) and president, Fred Splient, MD, called for a major strategic planning effort to take place.

In January 1999, St. Dismas 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 St. Dismas’s excellent reputation in the region.

St. Dismas Assisted Living Facility Project Budget Development

Fred Splient gave his ALF Project Steering Committee 2 months to develop an action plan for their area of responsibility in the project. Each member was told to include the tasks, predecessors and successors, resources needed, responsible person, and an estimated cost. He asked that these be presented to the steering team on August 31, 1999. All through July, the ALF project team scrambled to identify the steps required to open the facility and to determine what it would cost. Each team member met with his or her departmental staff to get help in identifying what was needed. For example, the COO spoke with the dietary department head and asked that she develop a plan to meet all requirements to set up the facility to feed the residents. The COO then asked the facilities manager to develop an action plan to prepare the building and maintain it. The COO also met with the rehab services medical director and his clinical staff to identify the residents’ probable medical needs, based on the projected population, and to develop an action plan to prepare to meetthe residents’ health needs. The COO asked the therapy manager to prepare a plan to develop social activities for the residents.

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