HIM445 WK3 Assignment Ashford AOA Network Diagram Complete Exercise 3, a through d, on page 219 of the course textbook. Consider Figure 5-28. All duration

HIM445 WK3 Assignment Ashford AOA Network Diagram Complete Exercise 3, a through d, on page 219 of the course textbook. Consider Figure 5-28. All duration estimates are in days, and the network proceeds from Node 1 to Node 9. A. Draw an AOA network diagram representing the project.

Put the node numbers in circles and draw arrows from node to node, labeling each arrow with the activity letter and estimated duration. Add a tenth node with one day with your last name.
Identify all the paths on the network diagram and note how long they are.
What is the critical path for this project, and how long is it?
What is the shortest possible time it will take to complete this project?
Second portion of the assignment
Project Timeline and Gantt Chart
Utilizing the Project Timeline and Gantt Chart templates (available in the online classroom), construct a Gantt chart and timeline for your Final Project. For the Gantt chart, there must be a minimum of nine tasks including Project Charter approval, site selection, lease/purchase completion, construction specifications, capital equipment and furniture specifications, construction, installation of equipment, final project closing, and two other tasks of your choice. Dashboard
SOLUTION: Project Charter
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Chapter 5 – Planning Part 2
220
5.
Watch the Video Highlight in this chapter where Michael Porter and Robert S.
Kaplan discuss the cost crisis in health care. Find at least two other references
related to this topic and discuss how it relates to project cost management.
Summarize your findings and opinions.
TEAM PROJECTS
Note: These team projects can be done in-class, as homework, or in a virtual environment.
Learners can either write their results in a paper or prepare a short presentation or video to
show their results.
1. Your organization initiated a project to raise money for an important charity.
Assume that there are 1,000 people in your organization. Also assume that you
have six months to raise as much money as possible, with a goal of $100,000.
Using the scope statement and WBS you created in the previous chapter, create a
Gantt chart and cost estimate for the project.
2. You are part of a team in charge of a project to help people in your company (500
people) lose weight. This project is part of a competition, and the top “losers” will
be featured in a popular television show. Assume that you have six months to
complete the project and a budget of $10,000. Using the scope statement and
WBS you created in the previous chapter, create a Gantt chart and cost estimate
for the project.
Ulcino the information von developed in Proiect 1 or 2 role-plav a meetino to
3
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< 239 (+ K 8 9 a. C. e. Figure 5-28. Network diagram data for a small project Draw an AOA network diagram representing the project. Put the node numbers in circles and draw arrows from node to node, labeling each arrow with the activity letter and estimated duration. b. Identify all the paths on the network diagram and note how long they are. What is the critical path for this project, and how long is it? d. What is the shortest possible time it will take to complete this project? Enter the information into Project 2013. See the Brief Guide to Microsoft Project 2013 in Appendix A for detailed instructions on using this software. View the network diagram and activity schedule table to see the critical path and float or slack for each activity. Provide screen shots of the Gantt chart and network diagram views and the activity schedule table. Interpret this information for someone unfamiliar with project time management. 4. Create a cost estimate/ model for redecorating a room using spreadsheet software. Assume you have one month and $5,000 to spend. Develop a WBS for the project and create a cost model based on your WBS. Document the assumptions you made in preparing the estimate and provide explanations for key numbers. (Note: Feel free to pick a different scenario you are familiar with for this exercise.) Dashboard SOLUTION: Project Charter Student Portal | Ashford Uns Week 3 Assignment 1 Course Details Ashford Un Healthcare Project Manager X k » C https://platform.virdocs.com/app/v5/doc/492415/pg/239 LL Apps Student Portal | A... AAHIMA Home - A... Child Support Cus... A Adobe Acrobat.com New folder ebrary: Library As... The Literature Net... Settings >>
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Chapter 5 – Planning Part 2
219
3. Consider Figure 5-28. All duration estimates are in days, and the network proceeds
from Node 1 to Node 9.
Initial node
Final node
Duration estimate
Activity
A
1
2
2
B
2
3
2
С
2
14
3
D
2
15
4
E
3
6
2
F.
14
16
3
G
5
17
6
H
16
8
2
I
16
7
15
5
7
8
1
K
18
19
2
Figure 5-28. Network diagram data for a small project
Draw an AOA network diagram representing the project. Put the node numbers in
circles and draw arrows from node to node, labeling each arrow with the activity
letter and estimated duration.
a.
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HEALTHCARE PERSPECTIVE
Several healthcare organizations have applied the theory of constraints (TOC) to improve
patient flow. Consider a relatively simple system of a physician’s office or clinic. The steps
in the process could be patients checking in, filling out forms, having vital signs taken by a
nurse, seeing the physician, seeing the nurse for a prescribed procedure such as vaccination,
and so forth. These steps could take place in a simple linear sequence or chain …Each link
in this chain has the ability to perform its tasks at different average rates. In this example,
the first resource can process 13 patients, charts, or blood samples per an hour; the second
can process 17, and so forth. One may think that this process can produce 13 per hour, the
average of all resources. In fact, this process or chain only can produce an average of eight
[patients, charts, or blood samples) per hour. The chain is only as strong as its weakest link
and the rate of the slowest resource in this example, the weakest link, is eight. This is true
regardless of how fast each of the other resources can process individually, how much
work is stuffed into the pipeline, or how complex the process or set of interconnected
processes is to complete. Moreover, improving the performance of any link besides the
constraint does nothing to improve the system as a whole.4
The CEO of a large healthcare organization in England described the success they
had in reducing the length of hospital stays by using TOC. “With the help of Theory of
Constraint we have been able to move Barnet & Chase Farm Hospitals NHS Trust from
one of the worst performing trusts in England to one of the top performing. In Q4 (2007-
2008) we were the top performing trust in London for the 4 hour target and 6th across
England. Also, by applying the Theory of Constraints to our discharge process we have
been able to reduce our length of stay by 27% and we know we can improve further on
this.”5
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7
days
7735
.
.
7/24/137/25/13 6
7/25/13 7/25/13 7
7/26/13 9/2013
7/26/13 7/29/138
7/30/13 3/2/13
10
Larry
11
10
Larry
13
3/5/13
373
11
13
3/3/13
8/9/13
12
Larry
IHI Bundle Buffer
2 days
2
Bundle Defined
.
– AHS VAP Bundle Data Sources 46 days
Review VAP bundle definition 2 days
Determine if VAD bundle 4 days 4
elements are currently
Update VAP bundle definition 3 days 3
document with corrected
Determine if the discipline days 2
documents the data
Identify the systems where 3 days 3
the information is
Review systems and 12 days
determine if the data is
Review extracted data sets for 13 days 13
Update VAP bundle definition 3 days 3
document with system and
VAP Bundle Data Sources Buffc 4 days 4
Current Data Extracted days
.
3/12/13
3/14/13 13
Larry
15
3/15/13
8/30/13 14
Larry
15
17
9/2/13 9/12/13 15
9/19/139/23/1316
9/24/13 9/21/13 13
9/27/139/27/13 18
Larry
9/27
Figure 5-23. Sample project schedule
Note the Duration column indicates the number of working calendar days required
to complete the activity, summary activity, or work package (depending upon the line being
viewed). However, the “Man Days” column indicates the number of hours/8-hours-per-
day for each line. For example, if an activity takes two calendar days, and at the same time
another activity is taking place that also takes two days, the elapsed calendar days is two,
but the man days is equal to four. Labor cost will be calculated based on man days, not
calendar days, as you have to pay labor per day of work
Figure 5-24 shows another view of the Gantt chart for the VAPR project, showing
all of the summary activities (represented by thick black lines) and milestones (represented
by black diamonds). As noted previously, summary activities do not have durations or
resources assigned to them directly. Instead they summarize the durations of the activities

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