Create a Gantt Chart for the Marketing and Construction aspects of the case. Below is to clarify what is expected when answering the questions of the case.

For your analysis in answering the case questions consider how the St Dismas team assigned workflow and precedences. Does this look like a plan that you could follow...why or why not? What are...some critical assumptions that were made, key implications or consequences of the plan, and/or did the St Dismas team consider all or the correct points of view? I am looking for a logical argument based on the ideas of project management. Don't try to answer all of these questions, instead prioritize the problems/issues and create a focused set of recommendations based on the most critical items (3 to 5 items is probably best). A few great recommendations are better than a lot of weak recommendations.

St. Dismas Assisted Living Facility Program Plan3 The steering team meeting held August 31 went quite well. Fred felt that his team members had worked well together at determining the steps and the associated costs of the program. The CFO presented the program budget first, and then project team members presented their draft project plans. The COO presented the following project plan: ID Task Name Duration Predecessors Resource Names Operational Implementation Plan Management/Organization structure 87 days CFO, Legal, VP Mktg 57 Recruit & hire Executive Director 17.4 wks Splient 58 Interior design issues decided (furnishings, etc.) 20 days COO 59 Determine what was provided with lease and 2 wks what was furnished in some units 60 Determine budget for interior 10 days 55 56 190 CHAPTER 5 / SCHEDULING THE PROJECT Resource Names ID 61 62 Predecessors 59 59 63 Duration 2 wks 2 wks 4 wks 2 wks 4 wks 4 wks 64 65 COO COO, Dr. Link Dr. Link Dr. Link 66 67 68 45 days 8 wks 4 wks 69 4 wks 68FS-3wks 70 71 72 73 74 Chief Engineer 45 days 45 days 42 days O days Task Name Carpet and wall finish determined Furniture and room layout Facility and equipment needs defined Staffing determined Office space for physicians Medical staffing needs determined & Director appointed Food service Menus selected Waiting and service staffing needs determined Additional equipment needs Telecommunications services Investigate phone service options Certification/Accreditation requirements Investigate requirements & timing of applicants with Dept. of Health to open facility Develop clinical and operational quality monitoring systems Develop financial systems (billing, etc.) Human resources Work force management recommendations Project plan for recruitment developed Policies and procedures developed Obtain 'samples' of assisted living policies & procedures from other institutions Investigate assisted living laws proposed in other states/federal Technology & information systems Develop plan for technology access for residents (TV, Cable, PC's) Investigate software/technology options for residents Legal 75 O days CFO HR Director HR Director 76 77 78 79 80 81 6 wks 79 days 6 wks 2 wks 60 days 4 wks 78 Legal 82 12 wks Legal 83 CIO 344 days 3 wks 84 85 12 wks CIO The Chief Legal Counsel for the medical center presented his project plan. Fred had asked him to join the team when it became apparent that there were significant compliance and legal issues associated with this project. ID Task Name Duration Predecessors Resource Names 36 Legal and Licensing Requirements 154 days 37 Research licensing requirements for residential 38 days Legal care facility Uniform accessibility standard compliance 2 wks (# hndcp accessible beds) 38 CASE 191 Predecessors Resource Names ID 39 40 41 Duration 4 wks 2 wks O days 53 days 39 40 42 Legal 43 Legal, CFO 45 46 47 115 days 3 wks 4 wks 4 wks 12 wks 44 45 46 Task Name Investigate law firm and outline services Prepare project plan for license File licenseby opening date Curb-cut approval from county (access to County Rd.) Investigate corporate structure for assisted living Determine Board of Trustee membership Appoint Board of Trustees Prepare draft Code of Regulation Prepare document and filing of governance structure Draft service agreement with St. Dismas for services provided Lease issues Research Long Term Care insurance requirements Facility "rules" defined (i.e., smoking, firearms, pets, financial planning) Spell out changes for residents in moving from "light" to "heavy" assisted Lease template prepared Review all marketing materials for compliance 48 4 wks 47 Legal 48 Legal 49 50 110 days 12 wks 51 4 wks 50 52 6 wks 52, 50, 51 53 54 6 wks 154 days Legal The Vice President of Marketing presented her project plan and stated that she and her staff were responsible for every step in the plan. She was still working with her staff to determine who does what. The Marketing VP made it clear to the team that she needed five months for the marketing plan implementation to be able to meet the occupancy requirements at start-up. She restated that her team must have this lead time to the completion of the construction and furnishing phase of the Program. Predecessors ID 86 87 88 89 90 Task Name Marketing Community mailing about construction project Initial informational meetings St. Dismas volunteers Community groups St. Dismas staff (all shifts) Presentation prepared for Speaker's Bureau Provide updates to community Inquiry log established Groundbreaking ceremonyduring National Hospital Week Marketing plan developed and implemented Duration 270 days 0 days 16 days 1 day 4 days 3 days O days O days O days O days 180 days 91 92 93 88 92 88 94 95 96 192. CHAPTER 5 / SCHEDULING THE PROJECT Predecessors 98 ID Task Name 97 PR firm contracted Marketing plan developed 99 Determine name and signage for facility 100 Hire Marketing Director 101 Marketing plan ready to implement 102 Implementation of marketing plan 5 months before facility ready, then ongoing Duration 4 wks 8 wks O days 4 wks O days 20 wks 97 98 98 98, 100 101 1 3 As Fred was explaining that the next job of the group was to complete a final version of all project plans and firm up the schedule of the Program, the Construction Project Manager stated that it was his turn to present his broad project plan for construction of the facility. He also added that he had a major scheduling issue to bring to the team. The Construction Project Manager presented the following broad project plan for facility construction. ID Task Name Duration Predecessors Construction & Furnishing 369 days 2 Facility construction 329 days Phase 1 - Foundation & excavation (basement/1st floor slab) 95 days Phase 2 - Structure (steel/framing) 113 days 3FS60 days 5 Phase 3 - Enclosure (masonry/windows/roof) 134 days 3 6 Phase 4 - Interiors (drywall/ceiling/flooring/case goods) 234 days 7 First 45 (light assisted) units ready to prepare for occupancy O days 6FS-5 wks 8 First 45 units ready for residents 8 wks 7 9 Remaining 57 units (light & heavy) ready to prepare for occupancy O days 6 Construction complete O days 9 11 Building ready for residents 8 wks 10 4 3 10 The construction PM proceeded to explain that the scheduling constraints that the Board of Trustees gave the team were not feasible. The Board wanted construction to begin immediately after the elections in November and to be ready for occupants by June. The contractor did not want to begin the project at the beginning of winter. The first phases of the project plan detailed work that needed to be completed outside. If the weather was bad, the construction PM knew the schedule would be affected. The construction project manager also pointed out that the schedule created by the contractor was designed around a 40-hour, five-day workweek. If the building project began in November, the estimated project duration would be increased by one to two months, during which time some construction crewmen would have to be paid, thereby increasing the building cost. The PM recommended that construction begin in February or March of the following year, which would give the facil- ity a shorter build time and a lower cost. The budget and project duration submitted were based on a March 1 start date. He stated that the construction phase of the project did not need to hold up the other members of the Program teamthey could begin their work on their projects anytime. St. Dismas Assisted Living Facility Program Plan3 The steering team meeting held August 31 went quite well. Fred felt that his team members had worked well together at determining the steps and the associated costs of the program. The CFO presented the program budget first, and then project team members presented their draft project plans. The COO presented the following project plan: ID Task Name Duration Predecessors Resource Names Operational Implementation Plan Management/Organization structure 87 days CFO, Legal, VP Mktg 57 Recruit & hire Executive Director 17.4 wks Splient 58 Interior design issues decided (furnishings, etc.) 20 days COO 59 Determine what was provided with lease and 2 wks what was furnished in some units 60 Determine budget for interior 10 days 55 56 190 CHAPTER 5 / SCHEDULING THE PROJECT Resource Names ID 61 62 Predecessors 59 59 63 Duration 2 wks 2 wks 4 wks 2 wks 4 wks 4 wks 64 65 COO COO, Dr. Link Dr. Link Dr. Link 66 67 68 45 days 8 wks 4 wks 69 4 wks 68FS-3wks 70 71 72 73 74 Chief Engineer 45 days 45 days 42 days O days Task Name Carpet and wall finish determined Furniture and room layout Facility and equipment needs defined Staffing determined Office space for physicians Medical staffing needs determined & Director appointed Food service Menus selected Waiting and service staffing needs determined Additional equipment needs Telecommunications services Investigate phone service options Certification/Accreditation requirements Investigate requirements & timing of applicants with Dept. of Health to open facility Develop clinical and operational quality monitoring systems Develop financial systems (billing, etc.) Human resources Work force management recommendations Project plan for recruitment developed Policies and procedures developed Obtain 'samples' of assisted living policies & procedures from other institutions Investigate assisted living laws proposed in other states/federal Technology & information systems Develop plan for technology access for residents (TV, Cable, PC's) Investigate software/technology options for residents Legal 75 O days CFO HR Director HR Director 76 77 78 79 80 81 6 wks 79 days 6 wks 2 wks 60 days 4 wks 78 Legal 82 12 wks Legal 83 CIO 344 days 3 wks 84 85 12 wks CIO The Chief Legal Counsel for the medical center presented his project plan. Fred had asked him to join the team when it became apparent that there were significant compliance and legal issues associated with this project. ID Task Name Duration Predecessors Resource Names 36 Legal and Licensing Requirements 154 days 37 Research licensing requirements for residential 38 days Legal care facility Uniform accessibility standard compliance 2 wks (# hndcp accessible beds) 38 CASE 191 Predecessors Resource Names ID 39 40 41 Duration 4 wks 2 wks O days 53 days 39 40 42 Legal 43 Legal, CFO 45 46 47 115 days 3 wks 4 wks 4 wks 12 wks 44 45 46 Task Name Investigate law firm and outline services Prepare project plan for license File licenseby opening date Curb-cut approval from county (access to County Rd.) Investigate corporate structure for assisted living Determine Board of Trustee membership Appoint Board of Trustees Prepare draft Code of Regulation Prepare document and filing of governance structure Draft service agreement with St. Dismas for services provided Lease issues Research Long Term Care insurance requirements Facility "rules" defined (i.e., smoking, firearms, pets, financial planning) Spell out changes for residents in moving from "light" to "heavy" assisted Lease template prepared Review all marketing materials for compliance 48 4 wks 47 Legal 48 Legal 49 50 110 days 12 wks 51 4 wks 50 52 6 wks 52, 50, 51 53 54 6 wks 154 days Legal The Vice President of Marketing presented her project plan and stated that she and her staff were responsible for every step in the plan. She was still working with her staff to determine who does what. The Marketing VP made it clear to the team that she needed five months for the marketing plan implementation to be able to meet the occupancy requirements at start-up. She restated that her team must have this lead time to the completion of the construction and furnishing phase of the Program. Predecessors ID 86 87 88 89 90 Task Name Marketing Community mailing about construction project Initial informational meetings St. Dismas volunteers Community groups St. Dismas staff (all shifts) Presentation prepared for Speaker's Bureau Provide updates to community Inquiry log established Groundbreaking ceremonyduring National Hospital Week Marketing plan developed and implemented Duration 270 days 0 days 16 days 1 day 4 days 3 days O days O days O days O days 180 days 91 92 93 88 92 88 94 95 96 192. CHAPTER 5 / SCHEDULING THE PROJECT Predecessors 98 ID Task Name 97 PR firm contracted Marketing plan developed 99 Determine name and signage for facility 100 Hire Marketing Director 101 Marketing plan ready to implement 102 Implementation of marketing plan 5 months before facility ready, then ongoing Duration 4 wks 8 wks O days 4 wks O days 20 wks 97 98 98 98, 100 101 1 3 As Fred was explaining that the next job of the group was to complete a final version of all project plans and firm up the schedule of the Program, the Construction Project Manager stated that it was his turn to present his broad project plan for construction of the facility. He also added that he had a major scheduling issue to bring to the team. The Construction Project Manager presented the following broad project plan for facility construction. ID Task Name Duration Predecessors Construction & Furnishing 369 days 2 Facility construction 329 days Phase 1 - Foundation & excavation (basement/1st floor slab) 95 days Phase 2 - Structure (steel/framing) 113 days 3FS60 days 5 Phase 3 - Enclosure (masonry/windows/roof) 134 days 3 6 Phase 4 - Interiors (drywall/ceiling/flooring/case goods) 234 days 7 First 45 (light assisted) units ready to prepare for occupancy O days 6FS-5 wks 8 First 45 units ready for residents 8 wks 7 9 Remaining 57 units (light & heavy) ready to prepare for occupancy O days 6 Construction complete O days 9 11 Building ready for residents 8 wks 10 4 3 10 The construction PM proceeded to explain that the scheduling constraints that the Board of Trustees gave the team were not feasible. The Board wanted construction to begin immediately after the elections in November and to be ready for occupants by June. The contractor did not want to begin the project at the beginning of winter. The first phases of the project plan detailed work that needed to be completed outside. If the weather was bad, the construction PM knew the schedule would be affected. The construction project manager also pointed out that the schedule created by the contractor was designed around a 40-hour, five-day workweek. If the building project began in November, the estimated project duration would be increased by one to two months, during which time some construction crewmen would have to be paid, thereby increasing the building cost. The PM recommended that construction begin in February or March of the following year, which would give the facil- ity a shorter build time and a lower cost. The budget and project duration submitted were based on a March 1 start date. He stated that the construction phase of the project did not need to hold up the other members of the Program teamthey could begin their work on their projects anytime