Schedule Requirements
\nDubai Medical Center, an urban, nonprofit, 450-bed rehabilitation hospital
\nbegan to see a significant decline in admissions. The Dubai Medical Center\u2019s mission
\nfocuses on inpatient and outpatient rehabilitation of the severely injured and
\ncatastrophically ill. While the patient census varied from month to month, it appeared
\nto the Dubai Medical Center Board of Trustees that the inpatient population was slowly
\nbut steadily declining. The hospital\u2019s market researchers reported that fewer people
\nwere being severely injured due to the popularity of seat belts and bicycle\/motorcycle
\nhelmets. In order to get a handle on the future of the organization, the Board, and the
\nCEO, Ali Salma M.D. called for a major strategic planning effort to take place. In
\nJanuary 1999, the Dubai Medical Center held a planning retreat to identify future
\nopportunities. The outcome of the retreat was that the Medical Center needed to focus
\nits efforts around two major strategic initiatives. The first, a short- run initiative, was to be
\nmore cost-effective in the delivery of inpatient care. The second, a long-run strategy,
\nwas to develop new programs and services that would capitalize on the existing, highly
\ncompetent rehabilitation therapy staff and the Dubai Medical Center\u2019s excellent
\nreputation in the Gulf Cooperation region.
\nAt the time of the retreat, Ali Salma\u2019s parents were living with him and his family.
\nAli was an active member of the \u201csandwich generation.\u201d His parents were aging and
\ndeveloping many problems common to the geriatric populace. Their increased
\nmedical needs were beginning to wear on Ali and his family. It crossed Ali\u2019s mind that
\nlife might be more pleasant if the hospital Board approved an expansion of the
\nMedical Center\u2019s campus to include an assisted living facility.
\nIn March 1999, Ali had his Business Development team prepare a rough estimate
\nof the potential return on investment of an assisted living facility. He asked the team to
\nidentify different options for facility construction and the associated costs. The team
\nalso did a complete competitive analysis and examined the options for services to be
\noffered based on Dubai Medical Center\u2019s potential population base and catchment
\narea. The Business Development team visited several facilities across UAE. The team also
\ninterviewed companies that could oversee the design, building, and operation of the
\nfacility for Dubai Medical Center. The development team produced a preliminary
\nbusiness plan based on the recommended structure for the facility, estimated capital
\nexpenditure needs, estimated income from operation of the facility, as well as
\n2
\nprojected revenues to other Medical Center programs resulting from the facility\u2019s
\npopulation.
\nThe plan was presented at the May 1999 meeting of the Board of Trustees. Ali
\nSalma and his team introduced the Board to the concept of opening an assisted living
\nfacility on Dubai Medical Village. The facility would be set up as a for-profit subsidiary of
\nthe Medical Center so that it could generate a profit and not be subjected to the strict
\nguidelines of the hospital\u2019s accrediting agencies. As a subsidiary organization, however,
\nthe Board would still have control. The chosen facility design was a freestanding
\napartment- like facility with a sheltered connection to the Hospital for access to the
\nkitchen and hospital services. The facility would have 100 units with 15 to 30 of the units
\nclassified as \u201cheavy-assisted\u201d and built to code to house the physically and medically
\ndisabled. The rest of the units would be \u201clight-assisted,\u201d larger apartments. The
\npopulation would be approximately 110 to 150 residents, with most being single
\noccupants rather than couples.
\nThe light-assisted apartments could hold residents who required only minor
\nmedical and social interventions. The residents of the heavy-assisted section would
\nhave more medical needs and would require assistance getting around. The Business
\nDevelopment team recommended this type of programming model, because many
\nassisted living facilities were erected across the country, but few had a medical focus
\nand offered the types of services that Dubai Medical Center could offer\u2014physical and
\noccupational therapy programs, and behavior management programs to name a few.
\nThe Board was assured that the facility would meet the strategic initiative of a
\ngrowing business. The business plan projected an immediate increase in the number of
\nreferrals to the outpatient therapy programs. Another projected deliverable of the
\nproject was to enable Dubai Medical Center to strengthen its focus on reimbursable
\npreventive and wellness programs for the healthier geriatric population. The project\u2019s
\nlonger term goal was to increase the census in the hospital\u2019s inpatient units by having a
\nlocation where people could age in place until they were in need of hospitalization,
\nand then such a facility would be right next door.
\nDepending on the exact size of the apartments, their equipment, and the actual
\nratio of heavy- to light – assisted units, Ali estimated that the entire project would cost
\nbetween AED 80million and AED110million for the facility construction. That estimate
\nincluded the cost of land, furnishings, and a sheltered connection to the hospital. When
\nup and running, it was estimated that the net income would range between AED 9
\nmillion and AED12 million per unit per year. The team estimated the net cash flow for
\nthe entire project to be around AED 20 million per year.
\nAli requested the Board to approve the concept and allow his team to prepare a pro
\nforma plan to the Board for approval. The plan would include a recommended design
\n3
\nfor both heavy- and light-assisted apartments. It would also include all costs of land,
\nconstruction, furnishings, and staffing. Income estimates would be included and would
\nbe conservatively biased. A timetable would also be included.
\nThe Board conducted several executive sessions, and by the middle of May
\nvoted to approve the concept. They approved the architectural-constructionmanagement
\nfirm recommended by the team, and they requested Ali to proceed with
\ndeveloping a complete project plan. The Board appointed two Board members to sit
\non Ali\u2019s planning group.
\nIn June, Dr. Ali gathered his executive team together and presented the project
\nmission, and scope. He reported that the board had approved a small budget to
\nfinance the planning process. The Board also stipulated that construction could not
\nbegin until after the November 1999 due to some holidays schedules. The Board also
\nstated that they would like a plan that would allow the facility to open by July 2000, as
\nresearch has shown that many adult children find the summer the easiest time to assist
\ntheir parents in finding an alternative to independent living arrangements. The CEO and
\nexecutive team were now confident that they were ready to launch the project to
\nplan, build, and open an assisted living facility at the Dubai Medical Center.
\nA few days later, Ali decided that it was time to set up the team that would take
\nresponsibility for what he called the DALF project. He quickly decided to include the
\nfollowing staff at the launch meeting:
\n\u2022 Chief Financial Officer (CFO)
\n\u2022 Vice President of Business Development and Marketing
\n\u2022 Rehab Services Medical Director
\n\u2022 Construction Project Manager for capital facilities projects
\n\u2022 Chief Operations Officer (COO) (nursing, facilities, food services, and
\nhousekeeping)
\n\u2022 Director of Information Services
\n\u2022 Director of Support Services (central supply, purchasing, and security)
\nEven though the department directors from Support Services and Information
\nServices would not be involved until later, Ali decided to include them from the
\nbeginning. Ali knew some members of his team had a tendency to become obstacles
\nto progress if they felt left out.
\nAli named the group the DALF Project Steering Committee and held the first
\nmeeting. Ali presented his vision for the facility. He told the group that he personally
\nwould be managing this project. He led a discussion of all the major steps that must be
\nincluded in the project plan, and asked each team member to identify the areas for
\nwhich they would accept responsibility. The hospital\u2019s Construction Project Manager
\ntook responsibility for the construction of the facility, and the COO volunteered to
\n4
\noversee the building design, as well as define the needs for food services,
\nhousekeeping, staffing, and policy and procedure development. The CFO agreed to
\ndevelop the budgets for each area of the project as well as the operating budget for
\nthe facility. The CFO also agreed to create the payroll and accounting systems
\nnecessary to operate the facility.
\nThe IS director accepted responsibility to define and set up all the telecommunications
\nand information system needs of the facility. The VP of Business Development agreed to
\ncreate a preliminary marketing plan, and a communication package for the
\ncommunity and hospital staff. In addition, she discussed organizing a major ground
\nbreaking event. The Medical Director said that he would design an assessment tool for
\ndetermining residents\u2019 level of medical needs upon moving in to the facility. He felt this
\nwas the first step in defining what clinical services should be offered to residents. Ali told
\nthe team that he would develop the management structure for the new facility and
\nwork with in-house counsel to identify all governmental regulations as well as all industry
\nstandards that pertain to an assisted living facility and govern the facility\u2019s practices. Ali
\ngave the team two months to come back with their detailed action plans for their
\nareas of responsibility.
\nAfter series of meetings Ali felt that his team members had worked well together at
\ndetermining the steps and the associated costs of the program. The CFO presented the
\nprogram budget first, and then project team members presented their draft project
\nplans.
\nBased on information accrued from project team members the Project
\nManager arrived at the following major task\/activities for implementation of the
\nproject.
\nID Task Name Predecessors Duration (Weeks)
\nA Foundation NONE 3
\nB Erect Frame A 4
\nC Roof B 4
\nD Windows B 1
\nE Doors B 1
\nF Electrical B 3
\nG Rough-in frame C,D,E,F 2
\nH Door Opener E,F 1
\nI Paint G,H 2
\nJ Clean-up I 1
\nThe project Manager decides to hire you as a consultant to help develop the project
\nfurther.
\n5
\n1. What advice would you provide the PM in determining the Early Start\/Free Slack
\n(ES\/FS) for an activity with two predecessors?
\n2. What advice will you provide the PM in order to manage the critical path tasks
\ndifferently than non-critical path tasks?
\n3. Draw a Project Network given the information for the construction project.
\n4. Complete the forward and backward pass, compute the activity slack and
\nidentify the critical path of the project
\n5. Draw a Gantt chart for the project and superimpose the slack on the chart
\n6. What is the next step the team members must take in order to complete their
\nproject
\nWhere required, your write-up should be in essay format, using APA guidelines. Make
\nsure to include in your paper an introduction, literature review, analysis, discussion and
\nfindings, concluding remarks, recommendations, and references on any literature
\nproviding concepts and theories in support of your paper. Please include sections and
\nsubsections to make your final paper easy for reader to follow and ensure that your
\npaper is free from grammar, spelling, and punctuation mistakes. Please note that
\nliterature review and additional references will add value to your paper and provide
\ntrust and clarity to the readers.
\nAll papers are to be submitted through TURNITIN
\nOn or before Sunday April 17, 2016 by mid-day.
\nUse the following format to save your assignment file: IBS_412_Business Project
\nManagement: Hassan A (where Hassan = last name and A = initials).
\nGuidelines for Analyzing Case Studies
\nWhile there is no \u201cformula\u201d for analyzing case studies, the following guidelines are
\nrecommended;
\n1. Define the goals and objectives for your analysis. What questions are you trying to
\nanswer? What issues are you trying to resolve?
\n2. Rapidly skim through the case study and get a sense for how the case study has
\nbeen structured
\n3. Read through the case study with paper and pencil and make notes as you go along
\n4. Structure the information in the case study: this is the key step.
\na. Think of the information given in the case study as \u201craw data\u201d that you have gathered
\nto help you answer the questions and resolve the issues in Step 1 above.
\nb. You need to structure this data in order to resolve the issues. Here are some useful
\n6
\ndimensions along which you can structure the given information chronologically:
\nc. Evolution of the industry in which the enterprise operates (changes in technology,
\ncustomer needs, competitive landscape, etc.)
\nd. Evolution of strategy – business, technology, and market – of the enterprise
\ne. Evolution of technology (including manufacturing), product platforms, and product
\nlines of the enterprise
\nf. The technology, product, and process development process within the enterprise
\ng. Growth (or decline) of the enterprise with respect to of market share, revenues, costs,
\nprofits, etc.
\nh. Organizational structure of the enterprise
\ni. Key decisions made at different stages in the life of enterprise, and the drivers for these
\ndecisions
\nj. The interconnections and relationships between all the above factors
\nk. Make extensive use of figures, tables, trees, etc. to shape your thinking during the
\nstructuring process.
\nl. Perform any necessary analysis, for example, revenues or costs associated with different
\ndesign options
\nm. Draw conclusions, answer questions, resolve issues, and make recommendations using
\nthe structured information in Step 4.<\/p>\n
Abstract
\nThe abstract is a brief summary of the Case Analysis providing the purpose, method used in writing the paper, the findings, and some conclusions. The abstract should not exceed 250 words, it is one paragraph and not indented.
\nTitle of Your Paper
\nIntroduction starts here
\nThe introduction is the part of the paper that provides readers with the background information for the Case Study. Its purpose is to establish a framework for the study, so that readers can understand how it is related to other study. It establishes the issues or concerns leading to the case study by conveying information about a problem. The introduction follows the table of contents and is the first page of the paper which is numbered with the number 3 (title page counts as 1, table of content as 2, introduction first page as 3).
\nIn your Case study paper, the problem that leads to the need for the study will be stated in the introduction. It might spring from experience in the real world or may come from an extensive debate in government\/academia, among top executives or society in general.<\/p>\n
Literature review
\nA literature review is both a summary and explanation of the complete and current state of knowledge on case study as discussed in the course. A literature review is organized around ideas, not the sources themselves as an annotated bibliography would be organized. You should assess previous studies and discuss their strengths and weaknesses. You also have to think about which themes and issues your sources have in common.
\nThe literature review gives readers easy access to research on a particular topic by selecting high quality articles or studies that are relevant, meaningful, important and valid and summarizing them into one complete report. You should organize your literature review as clearly as possible. Make sure to select only those topics most directly related to the case question at hand. You should not simply provide summary of each study but rather tie together the results of the studies so that their relevance is clear. When conflicting findings are reported in different studies, suggest possible explanations. Your lecturer may specify the minimum or maximum number of literature to be reviewed.
\nDiscussion
\nCase Questions (To be matched to Case question)
\nCarefully examine the case questions and develop your remaining sections to match the questions. Do not position the questions as topics, rather form titles with the case questions. For example, would you characterize the decisions in Coke as structured decisions or unstructured problems? becomes \u201cStructured and Unstructured Decision in Coke\u201d. The case analysis then will follow in this section as it relates the title. See below for guidelines in analyzing case studies.
\nConclusions\/Recommendations
\nThe conclusion is often thought of as the easiest part of the paper but should by no means be disregarded. There are a number of key components which should not be omitted. These include:
\n– summary of question posed
\n– summary of findings
\n– summary of main limitations of the study at hand
\n– details of possibilities for related future research.
\nYou should note that the conclusion is not the place to introduce new insights into the question at hand. All ideas and thoughts should have been already mentioned at this stage. New thoughts should refer to future research questions.<\/p>\n
References
\nFrom the very beginning of a case project, you should be careful to note all details of concepts and theories gathered from texts books and articles ad provide citations in your paper. List the references in alphabetical order based on the writing style adapted. Referencing may follow at this time any approved style of writing, e.g. APA, MLA, Harvard, etc. Whichever style is adopted, the students must be consistent in its usage throughout the paper.
\nAppendix
\nThe appendix should be used for collected data (e.g. questionnaires, transcripts,) and for tables and graphs not included in the main text due to their subsidiary nature or to space constraints in the main text. Although the appendices should be listed in the table of contents, it should be remembered that the appendices should be read parallel to the main text, not following it. The reader cannot, however, be expected to know exactly when each appendix is relevant and must, therefore, be told when to refer to which appendix.<\/p>\n","protected":false},"excerpt":{"rendered":"
Schedule Requirements Dubai Medical Center, an urban, nonprofit, 450-bed rehabilitation hospital began to see a significant decline in admissions. The Dubai Medical Center\u2019s mission focuses on inpatient and outpatient rehabilitation of the severely injured and catastrophically ill. While the patient Read More …<\/a><\/p>\n","protected":false},"author":1,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[],"tags":[],"class_list":["post-237553","post","type-post","status-publish","format-standard","hentry"],"_links":{"self":[{"href":"https:\/\/www.benedictsol.com\/blogs\/wp-json\/wp\/v2\/posts\/237553","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/www.benedictsol.com\/blogs\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/www.benedictsol.com\/blogs\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/www.benedictsol.com\/blogs\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/www.benedictsol.com\/blogs\/wp-json\/wp\/v2\/comments?post=237553"}],"version-history":[{"count":0,"href":"https:\/\/www.benedictsol.com\/blogs\/wp-json\/wp\/v2\/posts\/237553\/revisions"}],"wp:attachment":[{"href":"https:\/\/www.benedictsol.com\/blogs\/wp-json\/wp\/v2\/media?parent=237553"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/www.benedictsol.com\/blogs\/wp-json\/wp\/v2\/categories?post=237553"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/www.benedictsol.com\/blogs\/wp-json\/wp\/v2\/tags?post=237553"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}