Develop a risk management strategy for your project. Describe the scope, schedule and cost risk of your project. Provide a risk response strategy for each risk.

Your project quality management strategy must include a statement explaining the difference between quality assurance and quality control. In your strategy, describe the quality requirements for your project. Describe how you will manage project quality.

The specific parts of the Friendly Assisted Living Facility case study you will need to prepare the risk and quality management strategies for the project plan are listed below.

Meredith, J.R., & Shafer, S. (2021).Project management in practice(7th ed.). John Wiley & Sons, Inc.

• Part 5: Friendly Assisted Living Facility Program Plan?5 (pp. 183-185)

lationship, Duremblem. Andy investigate all options and come to her with the most viaon Case 183 solution to any problem . lution's project plan outlined that it would take 30-45 minutes to modify each PC to protect them the worm, and lots in they were already infected. It would take almost an hour to check into for servers and repair them. Andy discussed the time estimates with his desktop staff. Andy Pro oth paying six staff members overtime to work 4 hours after their normal business day for the tone post or two to check each personal workstation. He did not want to affect productivity of the compa ny's staff during the day. Andy y. Andy proposed repairing the servers the same way with two additional staff Ambers in the evenings. Lee felt that the time estimates and costs were too high. She did not think It end take that amount of time for each machine to get repaired. She was concerned that some Wow's staff may have overestimated the time needed. She also was not sold on the notion that all the work would be done at night, paying staff overtime. Question How would you recommend they reach a consensus on the project plan? CASE Friendly Assisted Living Facility Program Plan-5 The steering team meeting held on August 31 went quite well. The CFO presented the program budget first, and then project Fred felt that his team members had worked well together at team members presented their draft project plans determining the steps and the associated costs of the program. The COO presented the following project plan: Task name Duration Predecessors Resource names Operational implementation plan Management/Organization structure 87 days CFO, Legal, VP Mktg Recruit and hire Executive Director 17.4 wks Splient Interior design issues decided (furnishings, etc.) 20 days COO Determine what was provided with lease and what was furnished 2 wks in some units Determine budget for interior 10 days CO Carpet and wall finish determined 2 wks Furniture and room layout 2 wks Facility and equipment needs defined 4 wks COO 2 wks COO, Dr. Link Staffing determined 4 wks Dr. Link Office space for physicians Medical staffing needs determined and Director appointed 4 wks Dr. Link 45 days Food service 8 wks Menus selected 4 wks Waiting and service staffing needs determined 4 wks 68FS-3wks Additional equipment needs 45 days Telecommunications services 45 days Chief Engineer Investigate phone service options 42 days Certification/accreditation requirements 0 days Legal Investigate requirements and timing of applicants with Dept. of Health to open facilityshift Predecessors Duration Resource names 184 CHAPTER 5 Scheduling the Project 0 days CFO e - 6 wks Task name e Develop clinical and operational quality monitoring systems 79 days HR Director 6 wks HR Director Develop financial systems (billing, etc.) 78 2 wks Human resources Work force management recommendations 60 days Project plan for recruitment developed Legal 4 wks Policies and procedures developed Obtain "samples" of assisted living policies and procedures from 12 wks Legal CIO other institutions Investigate assisted living laws proposed in other states/federal 344 days 3 wks Technology & information systems CIO Develop plan for technology access for residents (TV, Cable, PCs) 12 wks Investigate software/technology options for residents The Chief Legal Counsel for the medical center present- it became apparent that there were fertilicant compliance , ed his project plan. Fred had asked him to join the team when legal issues associated with this project. Duration Predecessors Resource names Task name 154 days Legal and licensing requirements 38 days Legal Research licensing requirements for residential care facility 2 wks Uniform accessibility standard compliance (# hndcp accessible beds) 4 wks Investigate law firm and outline services 2 wks LO Prepare project plan for license in to File license-by opening date 0 days Curb-cut approval from county (access to County Rd.) 53 days Legal Investigate corporate structure for assisted living 115 days Legal, CFO Determine Board of Trustee membership 3 wks Appoint Board of Trustees 4 wks $ Prepare draft Code of Regulation 4 wks Prepare document and filing of governance structure 12 wks Draft service agreement with Friendly Medical Center for services provided 4 wks Legal Lease issues 110 days Research Long Term Care insurance requirements Legal 12 wks Facility "rules" defined (i.e., smoking, firearms, pets, financial planning) 4 wks assisted Spell out changes for residents in moving from "light" to "heavy' 6 wks Lease template prepared Review all marketing materials for compliance 6 wks 52, 50, 51 154 days Lega The Vice President of Marketing presented her project she needed 5 months for the marketing plan implementation plan and stated that she and her stan were responsible for every be able to meet the occupancy requirements at startup. Sir step in the plan. She was still working with her staff to determine stated that her team must have this lead time to the complex who does what. The Marketing VP made it clear to the team that of the construction and furnishing phase of the Program.Task name Case 185 e Marketing Community mailing about construction project Duration Predecessors nal meetings 270 days Friendly Medical Center volunteers 0 days 16 days Community groups Friendly Medical Center staff (all shifts) day 4 days Presentation prepared for Speaker's Bureau 3 days Provide updates to community 0 days Inquiry log established 0 days Groundbreaking ceremony-during National Hospital Week 0 days Marketing plan developed and implemented 0 days PR firm contracted 180 days IN Marketing plan developed 4 wks Determine name and signage for facility 8 wks 97 Hire Marketing Director 0 days 98 Marketing plan ready to implement 4 wks 98 0 days 98, 100 Implementation of marketing plan-5 months before facility ready, then ongoing 20 wks 101 As Fred was explaining that the next job of the group was construction of the facility. He also added that he had a major to complete a final version of all project plans and firm up the scheduling issue to bring to the team. The Construction Project schedule of the Program, the Construction Project Manager Manager presented the following broad project plan for facility stated that it was his turn to present his broad project plan for construction. Task name Duration Predecessors Construction and furnishing 369 days Facility construction 329 days Phase 1-Foundation and excavation (basement/first floor slab) 95 days Phase 2-Structure (steel/framing) 113 days 3FS-60 days Phase 3-Enclosure (masonry/windows/roof) 134 days Phase 4- Interiors (drywall/ceiling/flooring/case goods) 234 days First 45 (light assisted) units ready to prepare for occupancy 0 days 6FS-5 wks 8 wks First 45 units ready for residents 0 days Remaining 57 units (light and heavy) ready to prepare for occupancy 0 days Construction complete 8 wks Building ready for residents The construction PM proceeded to explain that the ect plan detailed work that needed to be completed outside. If scheduling constraints that the Board of Trustees gave the team the weather was bad, the construction PM knew the schedule were not feasible. The Board wanted construction to begin would be affected. The construction project manager also pointed out that the schedule created by the contractor was de- immediately after the elections in November and to be ready for occupants by June. The contractor did not want to begin the signed around a 40-hour, 5-day workweek. If the building proj- Project at the beginning of winter. The first phases of the proj- ect began in November, the estimated project duration would