Developing Project Management Solutions Report - MOD003697

This report provides a comprehensive analysis of project management solutions tailored for Shangri-La Hospital, focusing on the recruitment and training of 900 staff members. The report utilizes Microsoft Project Management and Excel to develop Gantt diagrams and optimize costs. Key areas of focus include project scope analysis, initial scheduling using the Agile approach, resource allocation, and bottom-up budgeting. The report explores project limitations, such as training costs and Christmas breaks, and offers cost-saving recommendations to minimize expenses. The project's aim is to reduce the cost of providing skill training to the staff before the hospital's operations begin. The report includes detailed schedules, resource allocation plans, and budget considerations, offering a practical approach to project management within the healthcare sector. It also highlights the importance of effective planning and control to ensure project success, with a focus on human resource management and financial planning.

Developing Project
Management Solutions

Table of Contents
EXECUTIVE SUMMARY.............................................................................................................3
Purpose of the report:..................................................................................................................3
Aims and objectives:...................................................................................................................3
CHAPTER 1: INTRODUCTION....................................................................................................3
CHAPTER 2: ANALYSIS OF THE PROJECT SPECIFICATION (scope)..................................4
Current status:.............................................................................................................................4
Project limitations ......................................................................................................................5
CHAPTER 3: PROJECT INITIAL SCHEDULE (scheduling).......................................................6
Research method:........................................................................................................................6
Analysis and Scheduling:............................................................................................................6
CHAPTER 4: RESOURCES OF THE PROJECT (planning and resourcing)..............................10
Human resource allocation:.......................................................................................................10
CHAPTER 5: BOTTOM UP BUDGET........................................................................................12
CHPATER 6: RECOMMENDATIONS AND CONCLUSIONS.................................................15
Cost saving recommendations...................................................................................................15
Conclusions...............................................................................................................................16
REFERENCES..............................................................................................................................17

EXECUTIVE SUMMARY
Purpose of the report:
The project study is based on the case scenario of Shangri-La Hospital and report is
framed to summarize the results obtained using Microsoft-Project Management and Excel. The
whole study is conducted with intent to increase overall skills of managing projects and
developing budgets that act a framework for minimisation of core costs within project. The
reason for preparing this report is to effective use of MS Project Management-Software to
develop Gantt diagrams Study contains different alternate ways which may contribute in
optimisation of costs while maintaining same productivity and quality assurance (Burgelman and
Vanhoucke 2020).
Aims and objectives:
The goal of project study is to show cost-effectively knowledge about a hospital's project
scheduling in order to improve the recruitment and hiring of relevant and qualified staff. In
depth, the practices needed for a newly expanded hospital are best explained under this study.
The project study has a number of priorities and goals, such as:
 Recognize measures to reduce the training costs for hospital staff employees.
 Managing overall training operations by using Microsoft Project Management Operating
systems in a comprehensive manner.
 Providing project's scope description, planning and controlling resource allocation
processes.
 Performing the tasks and procedures in compliance with the developed fiscal plans.
These are project study's key goals and ambitions. This is important in sense of project
manager to execute all tasks in compliance with the formulated plan. In financial terms, this is
essential in order to allocate resources to budget-based operations.
CHAPTER 1: INTRODUCTION
It is vital to coordinate financial and non-monetary operations in any type of business in
structured way so that overall costs can be controlled. A business model for Shangri La Hospital,
that is guided by budgets and planning services, is established in this study. This project study
comprises case study of Shangri-La Hospital, in which 900 applicants will be recruited and
training will also be provided to each individual for their efficient performance before beginning

of operations of hospital. Candidates are chosen from different areas like Spain, Italy, UK, etc.
This hospital must cover all applicants ' expenses like training costs, assets used in skill
development program, hostel fees, travel fees, and much more. Including that their plan is to give
incentives to certain applicants who finish their training before a specified period. Generally
speaking, the project report's primary goal is to reduce cost of providing skill training to all these
900 applicants involved in vital skill and training courses. It is also necessary to wrap up all these
operations before 1 April 2020. The study would follow a comprehensive project management
methodology in context of identifies issues in case scenario (Crescenzi and Giua2016).
CHAPTER 2: ANALYSIS OF THE PROJECT SPECIFICATION (scope)
Current status:
Shangri La Hospital project's mission is to set up a healthcare organization that provides
local public health facilities. The current standing of this study-project is to support the staff and
provide them with appropriate learning from the qualified trainers in order to ensure the
performance of job. The function of this hospital is to provide United Kingdom's citizens with
healthcare infrastructure. Such facilities will also include traditional medical cares, dermatology
service, day-to-day health screening-ups, vaccines, and many more. The purpose of respective
project is to meet such objectives that include completing the selection phase, completing the
training phase, completing basic infrastructure, purchasing and screening of equipments and
initiating hospital services. All such four benchmarks are also addressed and measured using
report's Project Management tool. Each milestone includes multiple resource procurement,
acquisition and delivery activities. As this project is focused on hospital, main resources for such
project are human resources that will operate in this organization. In addition to physicians,
clinicians and other employees, healthcare equipment and instruments are other assets that will
be purchased in this venture before the hospital's functions starts (Layton and Ostermiller, 2017).
This project's scope also covers procurement of human resources belongs to different
locations such as Spain, France, Italy, Portugal and UK, and all staff-members will be hired for
different job descriptions like Head-of Departments, General-Practitioner, Team-Leaders, Team
members, Carer-level 1 and 2.

Project limitations
Limitations are the constraints that may hinder the progress of a venture or may restrict
the chance of succeeding. The project has multiple limitations that can affect the hospital's
success and progress. Most prominent restrictions is that this hospital provides trainings to its
staff at different university sites as a result of which expenses have been raised.
Capacity Cost/Per
Person Capacity Cost/Per
Person Capacity Cost/Per
Person
Park Grand London Lancaster Gate £180 100 £180 90 £220 100
The Barbican Rooms £160 120 £160 120 £230 120
Corinthia Hotel London £220 150 £220 200 £300 20
Sofitel London Heathrow £160 100 £160 80 £200 100
London Heathrow Serviced Apartments £110 200 £110 200 £140 200
670 690 540
Capacity Cost/Per
Person Capacity Cost/Per
Person Capacity Cost/Per
Person
Park Grand London Lancaster Gate £180 100 £180 100 £180 100
The Barbican Rooms £160 120 £200 120 £160 120
Corinthia Hotel London £220 150 £220 22 £220 22
Sofitel London Heathrow £160 89 £160 70 £160 70
London Heathrow Serviced Apartments £110 200 £160 200 £110 200
659 512 512
October November December
January February March
Capacity Cost/Per
Person Capacity Cost/Per
Person December Cost/Per
Person
Kings College 100 £20 100 £20 100 £20
University of Westminster 150 £25 150 £25 150 £25
Sofitel London Heathrow 300 £30 300 £30 100 £30
London Heathrow Serviced Apartments 300 £25 300 £25 300 £25
850 850 650
Capacity Cost/Per
Person Capacity Cost/Per
Person Capacity Cost/Per
Person
Kings College 200 £20 200 £20 200 £20
University of Westminster 300 £25 300 £25 300 £25
Sofitel London Heathrow 100 £30 100 £30 100 £30
London Heathrow Serviced Apartments 100 £25 50 £25 50 £25
700 650 650
October November December
January February March
(Exhibit 1)
When Shangri La Hospital will get its venues, location and proper infrastructures, then
such project will able to save cost around 16,513 pounds as exhibited in above tables. Such
figure is significant amount of saving for a newly starting project because through utilisation of
such amount performance quality and services could be increased (Lientz and Rea, 2016). The
Christmas break is another constraint in this venture. The project's average time span is 8.5
months where workers are to be prepared for about 4 months only. Because of Christmas break,

this hospital would spend heavy funds against trainers who will be paying towards conducting
training programmes to employees and professionals. Further, sum spends towards reservation of
venue will also get wasted during holidays of Christmas.
CHAPTER 3: PROJECT INITIAL SCHEDULE (scheduling)
Research method:
Initially, any project is arranged to determine the timespan of project completion. As a
researcher, the chosen approach with respect to project management is The Agile Approach. This
technique is identical to waterfall methodology where a main function is performed with the help
of different sub-tasks where an operation is begun only after another operation has been
accomplished. In Agile strategy, all the disadvantages of waterfall method are resolved. Through
agile strategy, different main tasks are performed using comprehensive sub-tasks so there is no
necessity to begin a project after the preceding task has been competed. This technique is being
employed here to plan Shangri-La Hospital project, which uses Microsoft Project Management
Software to plan different tasks and post-tasks (Meredith, Mantel Jr, & Shafer, 2017).
Analysis and Scheduling:
Shangri La Hospital is a project that has employee training programs as critical success
factor (CSF). When employee training is also not adequately done, there may be a great potential
for project failure. The trainers in the established sites would help educate employees including
physicians, nurses and caregivers. This instruction is arranged in the "Instruction Gantt map" of
Excel Sheet, which will help manage the sequence in which category of employees must be
qualified according to requirements of hospital. Employee development is a major success
variable for this initiative as it could be said to be project's most significant milestone. In
addition to this achievement, there are also several other achievements that will contribute in
Shangri La Hospital's successful operating. In the preparation of the full plan for Shangri-La
Hospital project, different presumptions are drawn. 1st assumption would be that hospital
building will start without any holiday breaks. further assumption taken is that as shown below in
schedule of Exhibit-3, that whole the recruitment as well as selection procedures would be
accomplished within 2 tasks that are: Personal Interviews and Practical Evaluation, and also all
candidates' personal back-ground check should be merged with these tasks.

Task Mode Task Name Duration Start Finish Predecessors

Auto
Scheduled Construction of the Hospital 164 days? Fri 14-06-
19 Fri 14-02-20
Manually
Scheduled Recruitment and Selection 24 days Thu 01-08-
19
Sat 31-08-
19
Auto
Scheduled Interview process 12 days Thu 01-08-
19
Thu 15-08-
19
Auto
Scheduled Practical tests 11 days Fri 16-08-
19 Fri 30-08-19 3
Auto
Scheduled
Completion of recruitment and
selection 1 day Sat 31-08-
19
Sat 31-08-
19 4
Auto
Scheduled Procurement of hospital supplies 22 days Mon 02-09-
19
Tue 01-10-
19 5
Auto
Scheduled Procurement of hospital equipment 13 days? Wed 02-10-
19 Fri 18-10-19 6
Auto
Scheduled Acquiring the venues 9 days? Mon 21-10-
19
Thu 31-10-
19
Auto
Scheduled Kings college 1 day Mon 21-10-
19
Mon 21-10-
19 7
Auto
Scheduled University of Westminster 1 day Tue 22-10-
19
Tue 22-10-
19 9
Auto
Scheduled Sofitel London Heathrow 1 day? Wed 23-10-
19
Wed 23-10-
19 10
Auto
Scheduled
London Heathrow Serviced
Apartments 1 day? Thu 24-10-
19
Thu 24-10-
19 11
Auto
Scheduled
Park Grand London Lancaster
Gate 1 day Fri 25-10-
19 Fri 25-10-19 12
Auto
Scheduled The Barbican Rooms 1 day Mon 28-10-
19
Mon 28-10-
19 13
Auto
Scheduled Corinthia Hotel London 1 day Tue 29-10-
19
Tue 29-10-
19 14
Auto
Scheduled Sofitel London Heathrow 1 day Wed 30-10-
19
Wed 30-10-
19 15
Auto
Scheduled
London Heathrow Serviced
Apartments 1 day Thu 31-10-
19
Thu 31-10-
19 16
Auto
Scheduled Travelling of Human resources 2 days? Thu 31-10-
19
Fri 01-11-
19
Auto
Scheduled Portugal - United Kingdom 1 day Fri 01-11-
19 Fri 01-11-19 17
Auto
Scheduled Spain - United Kingdom 1 day Fri 01-11-
19 Fri 01-11-19 17
Auto
Scheduled Italy - United kingdom 2 days? Thu 31-10-
19 Fri 01-11-19 16
Auto
Scheduled France - United kingdom 1 day Fri 01-11-
19 Fri 01-11-19 17

Auto
Scheduled United Kingdom - United Kingdom 1 day? Fri 01-11-
19 Fri 01-11-19 17
Auto
Scheduled Training and Development 60 days Mon 04-11-
19
Thu 13-02-
20
Auto
Scheduled Training of HOD 45 days Mon 04-11-
19
Thu 23-01-
20 17
Auto
Scheduled Training of GP 40 days Mon 04-11-
19
Thu 16-01-
20 17
Auto
Scheduled Training of Nurses TL 53 days Mon 04-11-
19
Tue 04-02-
20 17
Auto
Scheduled Training of Nurses TM 60 days Mon 04-11-
19
Thu 13-02-
20 17
Auto
Scheduled Training of Carer Level 1 52 days Mon 04-11-
19
Mon 03-02-
20 17
Auto
Scheduled Training of Carer Level 2 48 days Mon 04-11-
19
Tue 28-01-
20 17
Auto
Scheduled Test of equipment 11 days? Mon 17-02-
20
Sat 29-02-
20 1
(Exhibit 2)

(Exhibit 3)
From all of Shangri La Hospital's aforementioned schedules, it was analysed that there is
still prerequisite of different resources at the implementation of each task or milestone. These
resources are human, monetary, and skills resources. Different tasks are conflicting in the
evolved schedule, this intersecting is encouraged by the Agile framework that will enable to save
time and money.
CHAPTER 4: RESOURCES OF THE PROJECT (planning and resourcing)
Human resource allocation:
In Shangri-La Hospital's project human resources are key element as they are mainly
focused in entire project process. In order to achieve project objectives and aims allocation of
human resource is crucial. In project of hospital human resources and personnel are primarily
hired through 5 geographical locations: Italy, Spain, United Kingdom, Portugal and France. As
presented under Exhibit-4, overall 900 employee personnel are recruited through such five major
regions with aim to accomplish different requirements of concerned posts or professional criteria
stating as: Medical professionals or doctors (Head-of Departments/medical divisions and

General Practician), Nursing staff (Team-leaders and Team-members) and other Carer (Level-1
and Level-2).
(Exhibit: 4)
Each personnel should be properly disciplined, trained and skilled by providing effective
and relevant trainings. All these900 staff-members will be trained with major five courses.
Exhibit 5 presents that carer level-1&2 generally requires lower skills and trainings, while
different medical professionals requires advanced level of skills and trainings. Such major five
course of instructions are termed as Course-A, Course-B, Course-C, Course-D and Course-E
which are designed specifically for different employee personnel as per their job description and
required skills.
Each such course required to be completed with pre determined time frame along with all
the necessary operations and activities based on requirements of job and facilities to be provided
by hospital concerned with it. Here from these courses, 5 days are specified for the course-A as
completion period, 12 days are assigned for course-B, 8 days are assigned for course-C, 20 days
are specified for course-D and Course-E. With aim to save costs and optimise completion time,
aggregate employees are sub-divided in different specific groups under these different courses.
Here also a notable this is that HODs would be separated in tow major groups as well as their
respective course training time-frame would be around 45 days, also GP would covered in seven
groups and respective course training time-frame would be 40 days. Further all the Team
Leaders are categorised into four different groups and course completion time-frame would be
determined at around 53 days. All the team members are segregated into sixteen groups ans here
course training time-frame would be 60 days.
Table 2
Course A Course B Course C Course D Course E
Head of Department (HoD) X X X X
General Practitioner (GP) X X X
Team Leader Nurse (TL) X X X X
Team Member Nurse (TM) X X X X
Carer Level 1 X X X
Carer Level 2 X X X
(Exhibit: 5)

All of such employees will also be coached in various universities against which costs will
be reimbursed per person each day. All employees will returned their homes when they finalize
their practical trainings prior to week of initial hospital establishment. These staff members will
also be paid bonus for early completion of their course (Miller, Hildreth & Rabin, 2018). As
presented here under below Exhibit-6, incentives and bonus will be awarded in every week
before course completion date.
(Exhibit 6)
CHAPTER 5: BOTTOM UP BUDGET
This can be defined as a projection of further income and expenses in an effective manner
for a particular time period. Basically, it is essential for companies' managers in order to make a
better allocation of available financial resources. Herein, it is important to know that the budget
is not only prepared by business entities but also this is preferred by individuals also. It manages
overall expenses in a better manner. In order to produce the budgets, this is essential to make an
accurate forecast of estimated outcomes and it becomes possible by applying a verity of
techniques (Quinlan, Babin, Carr & Griffin, 2019). Eventually, there are two types budgeting
approaches which are top down budgeting and up down budgeting. Herein, below description of
theses approaches is demonstrated in such manner :
 Top down budgeting – The term top down budgeting can be defined as a type of method
in that senior management department produce a higher level budget for business entities.
Antecipation
of Finishing
Date
Bonus
1 Week £1,000,000
2 Week £1,250,000
3 Week £1,500,000
4 Week £1,750,000
5 Week £2,500,000
6 Week £3,000,000
7 Week £3,500,000
8 Week £4,000,000
9 Week £4,500,000
10 Week £5,000,000
11 Week £5,500,000
12 Week £5,750,000
13 Week £6,000,000
14 Week £6,250,000
15 Week £6,250,000