Video Case Problem
CHAPTER 3: MANAGING PROJECTS
Video Case: Project Management at Arnold Palmer Hospital
1. Read the case that follows.
2. View the video tour of Arnold Palmer Hospital that addresses this issue.
3. If you wish to have further background, reread the material in this chapter of the text.
4. Answer the questions about the case, and if your instructor wishes, email them to him or her.
The equivalent of a new kindergarten class is born every day at Orlando’s Arnold Palmer Hospital. With more than 10,500 births in 2004 in a hospital that was designed in 1989 for a capacity of 6,500 births a year, the newborn intensive care unit was stretched to the limit. Moreover, with continuing strong population growth in central Florida, the hospital was often full. It was clear that new facilities were needed. After much analysis, forecasting, and discussion, the management team decided to build a new 273-bed building across the street from the existing hospital. But the facility had to be built in accordance with the hospital’s Guiding Principles and its uniqueness as a health center dedicated to the specialized needs of women and infants. Those Guiding Principles are: Family-centered environment, a healing environment where privacy and dignity are respected, sanctuary of caring that includes warm, serene surroundings with natural lighting, sincere and dedicated staff providing the highest quality care, and patient centered flow and function.
The Vice president of Business Development, Karl Hodges, wanted a hospital that was designed from the inside out by the people who understood the Guiding Principles, who knew most about the current system, and who were going to use the new system, namely, the doctors and nurses. Hodges and his staff spent 13 months discussing expansion needs with this group, as well as with patients and the community before developing a proposal for the new facility on December 17, 2001. An administrative team created 35 user groups, which held over 1,000
Video Case: Project Management at Arnold Palmer Hospital
1. Read the case that follows.
2. View the video tour of Arnold Palmer Hospital that addresses this issue.
3. If you wish to have further background, reread the material in this chapter of the text.
4. Answer the questions about the case, and if your instructor wishes, email them to him or her.
The equivalent of a new kindergarten class is born every day at Orlando’s Arnold Palmer Hospital. With more than 10,500 births in 2004 in a hospital that was designed in 1989 for a capacity of 6,500 births a year, the newborn intensive care unit was stretched to the limit. Moreover, with continuing strong population growth in central Florida, the hospital was often full. It was clear that new facilities were needed. After much analysis, forecasting, and discussion, the management team decided to build a new 273-bed building across the street from the existing hospital. But the facility had to be built in accordance with the hospital’s Guiding Principles and its uniqueness as a health center dedicated to the specialized needs of women and infants. Those Guiding Principles are: Family-centered environment, a healing environment where privacy and dignity are respected, sanctuary of caring that includes warm, serene surroundings with natural lighting, sincere and dedicated staff providing the highest quality care, and patient centered flow and function.
The Vice president of Business Development, Karl Hodges, wanted a hospital that was designed from the inside out by the people who understood the Guiding Principles, who knew most about the current system, and who were going to use the new system, namely, the doctors and nurses. Hodges and his staff spent 13 months discussing expansion needs with this group, as well as with patients and the community before developing a proposal for the new facility on December 17, 2001. An administrative team created 35 user groups, which held over 1,000