Reference no: EM132299453

Using the below case study, can you please give me an example work breakdown structure?

Scenario:

You and several of your friends have been volunteering at St. Jude's, the local hospital, for a couple of years now. St. Jude's is a small, privately-run, hospital serving your town and the surrounding area. As a specialist in cancer care, it also accepts referrals from the wider region. It does not have an emergency room or a pediatric capability. It has 125 beds for patients who require an overnight stay and 40 consulting rooms where doctors meet with patients before and after surgery. The hospital has 360 staff, ranging from kitchen porters to nurses, an on-site pharmacy team to surgeons.

St. Jude's has operating rooms (OR's) already but for a while the hospital Board has wanted to make better use of the facilities and expand the range of services provided at the hospital. With this in mind, the hospital has been raising money for equipment and buildings to become an orthopedic center of excellence, meaning it will become the preeminent place in the district for orthopedic surgery such as joint replacement. This makes good use of the existing bedrooms, consulting rooms and OR's while allowing the hospital to expand at a manageable pace. The fundraising has finally reached its total and the proposals for the new wing have been agreed by the hospital Board. The project is now going ahead.

The hospital Board knows that you have good project management skills and have you to lead the technology installation for all the non-medical equipment in the new wing. This comprises of a new operating room, three consulting rooms and a new administration office for the OR manager, Frankie Stone. The physical building is being constructed by an external company with their own project manager, but once they have completed the shell they will hand it over to the hospital teams to equip the building.

The overall budget has been approved and the building contractor expects to have the new buildings finished in three more months. Work started five months ago. Once the building has been handed over, the Hospital Director, Jonathan Grey, wants to start using it as quickly as possible, so the IT installation should be done within three weeks and the training should be done two weeks after that. You should start planning the project as soon as possible since you will outsource a lot of the work.

Remember that the main project objectives are to prepare a budget for the project, develop a plan and schedule, install the IT equipment as required, train the customers in the use of the PCs and open the new wing as quickly as possible.