This document outlines a project management plan for constructing a multi-specialty hospital in D.G. Khan, Pakistan. The plan includes objectives to establish a 200-bed hospital offering medical, surgical, and diagnostic services. It provides details on project cost management, time management using a work breakdown structure and network diagram, and analyses the project using Gantt charts, histograms, and probability analysis. The analyses indicate a 50% probability of completing the project in 25 months and a 99% probability in 31 months.

1. Project management
Student Name Student ID
1 Ahmed wesam abdou 201900690
2 Mazen ahmed Mahmoud 201900184
3 Mohamed elsayed elnagdy 201900080
4 Abdallah salah abdelmegid 201900033
5 Ali Shindy Ali Shindy 201900004
6 Daniel Nashaat Youssef Gerges 201900192
Hospital construction plan
Dr Randa fouad

2. Project management Plan construction of hospital
Summary
In a developing country the necessity of a proper health care is unparalleled. Adding
to the contribution of the general population’s health and wellbeing, hospitals are
also important contributors to the economy of the community where it serves. With
a total of 50 + hospitals inthe D.G. Khan, of which most are private hospitals, it
seems that the health situation in the cityis optimal. This however is not the case.
As the state of hospitals and the services being provided to the general public are
not meeting the standards, so building a Multi-specialty hospital in the vicinity of
D.G. Khan and surrounding villages seems not only entirely relevant but also
necessary. The primary objective of the hospital will be to provide affordable and
quality health care to the masses and to uplift community’s health standards.
The report offers an inside view of the analysis of the project using project mapping
tools suchas Network diagrams, Gantt charts, Histograms, and Probability analysis.
Background
Health problems in D.G. Khan roots back to the lack of balance in its
development. It is not a question of debate that the health situations in the rural
parts of the D.G. Khan are worsethan that of its more developed counterparts.
Although programs conducted in the rural areas have been improving the
conditions, it does not have any effect on the migrating population. Atpresent, D.G.

3. Khan is facing a dire problem of population growth which is having a significant
impact on the health of the entirety of its inhabitants. Inhabitants of outer districts
and zones (mostly from the rural areas) who have relocated themselves in D.G.
Khan find themselves living in locations where facilities are inadequate- the reason
being the inexpensive cost of living in these locations. The idea is to build a multi-
specialty hospital in the proposed location to facilitate the residing population.
Project objectives :
To establish a multispecialty hospital that offers preventive and curative health care
services. The hospital will be 200-beded, modern and technologically advanced,
offering a wide range ofmedical, surgical and diagnostic services.
Project management plan purpose

4. Project deliverable :
Sr
# General Organization Specialized Safety standards
1
Treatments, cares, Examination
Rooms Operation Theater Electrical installation
2 Administration Rooms Post Operation Unit Gas installation
3 Technical and storage zones Maternity unit Lightening
4 Waste water discharge Unit
Treatment zone with
beds Sanitarian installation
5 Restaurant Radiology Sterilization zone
6 Park Surgical Unit
Storage locals for anesthesia
rooms
7 Parking Medical Shop Ventilation
Project milestones :
Milestone Name Milestone Description
Planning and initiation Planning and initiation
Approvals Obtain official approvals
Design and schedule Prepare construction designs, drawings, specifications and
schedules
Contract document Prepare contract document and bill of quantities
Vendor solicitation Solicitation of proposals from contractors and vendors
Signing of contract
agreement
Evaluation of proposal and signing of contract agreement
Execution of construction
activities
Mobilization of civil contractors and execution of
construction activities
Machinery and equipment Supply, delivery and installation of machinery and
equipment
Installation Supply, delivery and installation of furniture and fittings
Closure of the project Closure of the project

5. Project cost management :
Cost of the Project Total (in $)
Land cost 25 Acre 110
Construction Cost 217800 sq. feet (5 Acre) 185
Machinery & Equipment 150
Furnishing 35
Vehicle (5 ambulance and others) 5
Contingencies -5% construction cost 5
Recruitments 8
Advertising 2
Total Cost 500 $
Project time management :
Activity Code Predecessor Personnel
Planning and initiation A - 12
Obtain official approvals B - 10
Prepare construction designs, drawings, specifications and
schedules
C A, B 13
Prepare contract document and bill of quantities D C 8
Solicitation of proposals from contractors and vendors E D 9
Evaluation of proposal and signing of contract agreement F E 8
Mobilization of civil contractors and execution of construction
activities
G F 35
Supply, delivery and installation of machinery and equipment H G 8
Supply, delivery and installation of furniture and fittings I G 9
Closure of the project J H, I 12

6. Work breakdown structure
The network diagram on node is constructed using the value in the table. Along with the duration of
each task, the table also entails the early start and finish, late start and finish times,standard deviation,
variance, optimistic and pessimistic durations.
The relevant data are also used in the calculation of probability. It has been found that the probability of
completion in case of crashing the project in 25 months is only 12.51%, whereasextending the project up
to 29 months allows for an 87.49% chance of completion. . It has also been found that meeting the
targeted project completion time of 25 months has a probabilityof 50%. Further there exists a probability
of 99% if the project is extended up to 31 months
Gantt charts and histograms using both early start- early finish times and late start- late finish times are
constructed and furthermore Gantt chart and Histogram are also used for the purpose of resource
smoothing. The resource smoothing is the result of their existing only two tasks- B and I outside the
critical path. The duration of the two tasks are used to minimize the use of resources during the task B
and I. It can be seen that while there are 10 units of resources used in the task B in the early start and
late start Gantt charts, there are only 5 units of resources used in the resource smoothing Gantt chart for
task B. This has been accomplishedby using the entirety of the duration of the task and using 5 units of
resources in each day similar to case task-1
1. Planning
&Initiating
2.
Obtain
Officia
l
Appro
val
3. Prepare
construction
design,
drawings,
specifications
andschedules
4. Prepare
contract
document
andbill of
Quantities
5.
Solicitation
of proposals
from
contractors
and vendors
6.
Evaluation
of proposal
and signing
of contract
agreement
7.
Mobilization
of civil
contractors
andexecution
of
construction
activities
8. Supply,
Deliveryand
installation of
machinery
equipment
9. Supply,
Delivery
and
installation
offurniture
andfittings
10. Closure
ofthe project
1.1
Company
Registration
2.1 Receive
approvals
for
construction
3.1 Design
and
drawings
8.1 Installation 9.1 Installation 10.1
Project
Audit
1.2
Feasibility
Study
2.2 Receive
approvals
from
Medical
Council
3.2
Specification/
Scheduling
10.2
Preparation
ofproject
report

7. Network diagram :
Project duration = 27 months
critical path (a,c,d,e,f,g,h,j)

8. Number
of
Personnel
Resources :
Gant chart (Early Start- Early Finish)
Histogram (Early Start –Early Finish)
Duration in Months

9. Number of
Personnel
Gant Chart (Late Start- Late Finish)
Histogram (Late Start- Late Finish)
Number
of
Personnel
Duration in Months

10. time update :
- This report is performed after 15 months after the project has started :
1- Activity A , B , C , D , E, F has finished
2- Activity G has started on the 10 th month , remaining 4 months
3- Activity H duration is adjusted to 4 months
4- activity I is canceled
5- New activity is added K and it’s duration is 3 monthes and IPA =H and ISA = J
The project will be late for 1 month .

11. Crashing :
Normal condition crash condition
Code cost Time Cost time
A 72 2 90 1
B 54 1 70 0.5
C 102 2 130 1
D 403 3 500 2
E 150 2 180 1
F 200 1 300 0.5
G 375 9 500 7
H 400 6 600 4
I 550 4 650 3
j 485 2 600 1
critical path (a,c,d,e,f,g,h,j)
Code Crash cost /month Available month
A 18 1
B 32 0.5
C 1.27 1
D 1.24 1
E 1.2 1
F 1.5 0.5
G 1.33 2
H 1.5 2
I 1.18 1
j 1.23 1
Activity H will be crashed
Then critical bath will be (a,c,d,e,f,g,I,j)