St.

Dismas Assisted Living Facility

Case Analysis
Group Q2

GROUP Q2
Girish Hemnani 13319
Harsh Sultania
13321
Jithin C Issac
13323
Sai Pratyusha
13344
Tonmoy Banerjee 13355

Q.1 Define Project Deliverables.

In project management, a deliverable is a product or service that is given to our
client. It generally has a due date and is tangible, measurable and specific. The
deliverable may be for internal or external customer and satisfies a milestone or due
date that is as per the project plan.

Project Deliverables for St. Dismas Assisted Living Facility
Construction of 100 Unit facility for 110 to 150 residents
Extensive care of Elderly or people who are physically and medically
disabled
Provide a return on investment and increase contribution to overall business

Q.2 Define Project Constraints and assumptions.

Project Constraints
Budget Constraint of $ 11,000,000 for facility
Time Constraint Project to be completed by July 2000
Construction cannot be started before November 1999
Duration of Project 9 Months
Staff Constraint Limited Staff to be part of execution team
Design to be separate for heavy and light assisted apartments
Execution Constraints
Sheltered Connection to Older Building Hospital
Environmental Concerns Since it is in vicinity of Hospital

Project Assumptions
! Estimated Cost of $8,500,000 and $11,000,000 for facility construction
! Estimated Net Income of $9,000 per unit ($900,000 -$1,200,000for whole
project)
! Net Cash flow to be around $1,500,000 per year
! 15-30 residents will be physically handicapped and would need heavy
assistance
! No delays will be there in execution of project post Nov.1999
! Project can be completed in 9 months
! A subsidiary will be created for execution of project
! Free Stand Design

Q.3 Develop a preliminary Level I action plan

Criteria
Action Needed
By Whom
Initiate
Project
Steering
Committee
Start
Construction
of Facility
Design
Overview

Approval
Meeting

Hire
a
Contractor and
Design Firm
Review needs of
different
services
Developing of Project Income
Budget
and Cash Flows
Create Payroll Audit
and
Implementation
accounting
and payroll
Systems
Creation
of Hiring an agency
Telecommuni to
implement
cation
and information
Information
systems
Management
System
Create
Brainstorming
Marketing
for ideas
Plan
and
Communicatio
n package for
community
and hospital
staff
Create
Understand
Assessment
Customer
tool
requirements
Create
Implementation
Management of Best practices
Structure and and standards.
overall
Designing
responsibility Organization
of project
Structure
Completion of Complete
Project
Construction

By When

Board
Members
New Staff

Jan 1999

Project
Manager

Nov 1999

COO

Feb 1999

Expected Outcome and

Evidence
The project will be taken
further.
Formation of Steering
Committee
Construction of Facility
Starts

Monitoring of Design

CFO

Feb 1999

Budget

CFO

Feb 1999

Accounting Standards are

defined

IS Director

Feb 1999

Easy Communication

June 1999

VP Business Feb 1999

Development

Increase Customer Base

Director
Medical

Feb 1999

What kind of services needs

to be offered

Fred

Feb 1999

Meeting Industry Standards

All

June 2000

Project completed

and
finishing
works



Q.4
Dr. Splient is a leader in the organization. He should not be involved in day-to-day
activities. He is the Chief Executive Officer of a major medical center; his role in the
organization is not one of a project manager but an organizational leader. We have not
identified whether he has skill set to be a project manager. Leadership is one of the
qualities of Project Manager but it is not the only requirement. A Project Manager is
more of a Techno-Manager.