2008-12-12 SEM Assignment Ver. 1.0 (PNK05)

8/3/2019 2008-12-12 SEM Assignment Ver. 1.0 (PNK05)

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I. Abstract

There are some four million different kinds of animals and plantsin the world, four million different solutions to the problem of

staying alive.Sir David Attenborough

Life on Earth, The Infinite Variety

Complexity is the nature of nature. Human beings began realising and observing the worldaround them at early stages. From hunters living in caves, nomads herding cattle, settlerscultivating plants, prehistoric and early civilisations, till the very day today where the entireglobe is becoming one village. Complexity has always inspired man through out time. It isthe inquisitive human nature that urged thinkers to try finding explanation for themysterious way nature works. Whether all humanity is descendant of Adam and Eve, orjust a link in the ultimate super system of nature and the evolutionary processes thenatural selection which ensure the survival of the fittest in an ever changing environment,is not the scope of this work. Today, one can speculate about the world consisting of twoworlds, the natural and the human-made one. Human creations tend to be inspired by oreven mimic natural creations and therefore inevitably inherit their complexities. Take forinstance aircraft that try to mimic birds to actually become airborne which was previouslythought to be an impossible task. Today aircraft and the ability for humans to fly are takenfor granted.Human-made or engineered systems are becoming ever more complex and the need tocope with systems as part of its surroundings has never been greater. Systems

Engineering Management makes us understand; complexity, optimise solutions, taking thebest-fit decisions, and realising functionality and capability throughout the systems life-cycle.In this work, the reader shall have a taste of the complexity of a hospital system, and howexternal factors can play a role in evolving the initial design to a mature, ultimatelyfunctional, and cutting-edge hospital that has growth potential.The strength of Systems Engineering Management shall also be demonstrated as we tryto capture and understand representational1 needs and translate them to direct realism2

functional requirements and ultimately the best-fit system design.

1 The immediate object of perception is a sense datum or sense impression which cannot exist apart fromour awareness of it. [The Theory of Knowledge, Louis P. Pojman].2

The immediate object of perception is a physical thing that exists independently of our awareness of it. [TheTheory of Knowledge, Louis P. Pojman].

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II. Terminology and AbbreviationsShort Description

AD Architectural Design

C1 Constraint 1

CBS CBS Breakdown Structure

D Desirable Requirement

I Implementation

ICT Information and Communication Technology

M Mandatory Requirement

MS Medical Staff

NH New Hospital

O Optional Requirement

P Patient

PM Project ManagementPMP Project Management Plan

PP Procurement/Production

S Staff

SEMP Systems Engineering management Plan

SOW Statement Of Work

SR System Requirement

St Student

SWBS Summery Work Breakdown Structure

TS Teaching Staff

UPS Uninterrupted Power SupplyUR User Requirement

WBS Work Breakdown Structure

V Visitor

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............................................................................................................................................. 2I. Abstract............................................................................................................................... 3II. Terminology and Abbreviations ......................................................................................... 4List of figures .........................................................................................................................6

List of tables ..........................................................................................................................71 Introduction ......................................................................................................................... 8

1.1 Assumptions .................................................................................................................81.2 Scope ........................................................................................................................... 8

1.2.1 System environment.............................................................................................. 81.2.1.1 Input/output..................................................................................................... 91.2.1.2 Others ..............................................................................................................9

1.2.2 The SEMP program environment........................................................................ 101.3 System Overview ....................................................................................................... 10

2 Design Life Cycle ..............................................................................................................112.1 The concept lifecycle ..................................................................................................12

2.1.1 User requirements ............................................................................................... 122.1.2 User identification ................................................................................................122.1.3 Summery of user requirements/needs ................................................................132.1.4 Primary conceptual design .................................................................................. 14

2.2 The system design lifecycle ....................................................................................... 142.2.1 Functional analysis ..............................................................................................142.2.2 System requirements ...........................................................................................142.2.3 Architectural space design .................................................................................. 16

2.2.3.1 Medical department design ...........................................................................162.2.3.2 Critical sizing .................................................................................................18

2.2.4 Architectural system design .................................................................................192.2.5 Component development.................................................................................... 21

3 Management..................................................................................................................... 213.1 Organisation and Responsibilities ..............................................................................213.2 Program, Cost and Work Breakdown Structure .........................................................23

3.2.1 Statement of Work (SOW) ...................................................................................233.2.2 Feasibility study ...................................................................................................253.2.3 Work Breakdown Structure ..................................................................................263.2.4 Program ...............................................................................................................273.2.5 Cost......................................................................................................................273.2.6 Risk ......................................................................................................................28

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List of figuresFigure 1 A systems block diagram giving a system overview at a system level and a sub-system level. This is also the primary conceptual design....................................................11Figure 2 NH general building foot print based on a medical department dimensioned forflexibility and growth potential..............................................................................................17Figure 3 The architectural building design...........................................................................18Figure 4 Architectural design of the Transportation subsystem..........................................19Figure 5 Architectural design of the Logistic Support subsystem........................................20Figure 6 Architectural design of the Information and Communication Technology (ICT)subsystem............................................................................................................................20Figure 7 Summary of the system organisation and its involvement....................................22Figure 8 External factors around the SOW. ........................................................................24Figure 9 Summary Work Breakdown Structure...................................................................26

Figure 10 Illustration of the left-shift of the system design in terms of normalised averagecost per man hour................................................................................................................27

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List of tablesTable 1 summarises and describes assumptions..................................................................8Table 2 lists the NH system input/output...............................................................................9Table 3 lists NH user groups and their corresponding description and prioritises theircorresponding needs...........................................................................................................12Table 4 lists user requirements/needs.................................................................................13Table 5 lists user constraints. .............................................................................................14Table 6 lists the system requirements. ...............................................................................16

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Systems Engineering Management Plan

1 Introduction

It is good practice to study the system before starting to work on the Systems EngineeringManagement Plan (SEMP). Systems tend to have different degrees of complexity andtherefore it is important to choose the right tools to proceed. Systems complexity can beidentified by system classification techniques.3

The New Hospital (NH) is a cutting-edge, self-sufficient and fully operational facility in theheart of the city that is expected to service a great portion of the population in differentmedical disciplines. Furthermore, NH shall be integrated with the University offeringdifferent medical student cooperative programs. The Government release of the fundingnecessary for the NH, will dependent on its assessment of the business case. Therefore,cost-effectiveness and Value-Cost ration shall be the overall requirements of the NH

system.

1.1 Assumptions

ID Title Description

1 Source of user requirementsInterviews and questionnaires have been conductedto extract the user requirements and needs

2User requirements reviews andaccept

The user requirements have all been reviewed withthe customer

3System requirements reviewsand accept

The system requirements have all been reviewedwith the customer

4Compliance with systemenvironment

The Lifecycle design of the NH is compliant withrules, regulations, lows and expectations etc, whichare set by the environment. See section 1.2.1

5 Program Management Plan The SEMP complies with the PMP

6 10% free beds 50 beds are free at anytime.Table 1 summarises and describes assumptions.

1.2 Scope

This document serves as the SEMP for the New Hospital project. It provides planningguidance for the technical management, system design, procurement, installation, test andverification, acceptance, user requirements capture, architectural design, functionalrequirements and design, detailed design, Work Breakdown Structure (WBS) andorganisation, integration, testing and verification plan, system verification, operation andmaintenance design and verification plan, system acceptance test plan.

1.2.1 System environment

The NH is considered a large public project and therefore it is necessary to identify theenvironment in which the NH will exhibit its lifecycles within.

3 Derek K. Hitchins. Advanced Systems. Thinking, Engineering, and Management.

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1.2.1.1 Input/output

The overall NH system inputs/outputs according to the mail requirements are listed inTable 2.

Input Output

Ill patient Healthy person

Traumatised patient Stabilised patient

Patient journals Updated patient journals

Students Educated students

Power Effectively sustained capabilities

Water Waste water

Information and Data Broadcast

Material and consumables Waste and disposal

Some patient DeathTable 2 lists the NH system input/output

1.2.1.2 Others

- The Community:o Constraints: The hospital is expected to be of high environmental standards.

o Expectations: The NH is expected to be cutting edge, reliable, and carry a

landmark design.o Publicity: The NH should add publicity value to the community.

- The regulatory authorities: The NH is a complex system consisting of differentsubsystems and therefore there are different authorities to comply with

o Rules, Regulations, and Laws: All NH lifecycles and phases must comply

with all applicable rules, regulations, and laws.o Standards: Standards must be considered at all design levels as they insure

the ease of modular design.- The media

o Tendency to focus on negative but selling stories

o There is a great interest in public projects

- The infrastructureo The power grid

o The water supply and drainage

o The sewage

o Chemical waste

o The ICT backbone networks

o The traffic network around the area

o The alarm central (999/112)

- The area geology, topology, and archaeologyo The soil type

o The sites historical heritage

o River flooding hazard

o Major air crash

- The educational institutiono Standards

o Rules

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o Regulations

1.2.2 The SEMP program environment

The SEMP facilitates all design oriented plans and provides the necessary communication

links with other key planning activities. The baseline for the SEMP is the ProgramManagement Plan (PMP).The SEMP is compliant with:

- Program requirements- Program Management Plan- Business requirements- Program technical requirements- Program management requirements

The SEMP has the following interfaces to program management plans:- Configuration management- Test and evaluation master plan- Manufacturing program plan- Total quality management plan- Integrated logistic support plan- Affordability plan- Data management plan

The SEMP is itself the baseline for the system design and development.

1.3 System Overview

The NH system is a complex system consisting of multiple complex subsystems as shownin Figure 1. The NH is a soft system as it requires human interaction to perform almost all

its functionalities. The NH inherits properties, constraints, and interfaces from the healthcare super system and its context.The NH must satisfy the needs and requirements as presented in sections 2.1.1and 2.2.2.An architectural/conceptual design (section 2.2.3) must be verified accordingly. Thisdesign must be translated into a system design that complies with system realisation,deployment, and other collaborating and sustaining systems.

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Figure 1 A systems block diagram giving a system overview at a system level and a sub-systemlevel. This is also the primary conceptual design.

2 Design Life CycleThe system lifecycle stages according to ISO 15288 are the following:

1. Concept lifecycle where the NH stakeholders needs are identified2. The development lifecycle where the NH requirements are refined with the concept

as a baseline, a solution description is created, and the NH architectural design is

developed and verified.

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3. The Production lifecycle where the architectural design is materialised in specificsolutions to be produced and tested.

4. The utilisation lifecycle where the produced subsystems and components areintegrated, operated, and verified according to system requirements and validated

according to user/customer requirements.5. The support lifecycle is where the NH is sustained throughout its operational lifetime

to maintain its intended capabilities and growth potential.6. The retirement lifecycle where the NH is no longer needed to operate according to

intended capabilities, disposal of material, and reuse assets for another purpose.The SEPM mainly considers the concept lifecycle and delivers direct baselines to thedevelopment lifecycle bearing in mind all lifecycles requirements by left-shifting theproduction, utilisation, support, and retirement lifecycles to the first two.

2.1 The concept lifecycle

The concept lifecycle consists of four coordinated life-cycles, namely the acquisitionphase, the construction phase, the utilisation and support phase, and the phase-out anddisposal phase. The communication and coordination between all four life-cycles isessential to ensure feedback loops.

2.1.1 User requirements

The user requirement identification is the first step in the concept lifecycle of the NH. Herethe user requirements are identified, analysed and refined until they reflect all six systemlifecycles. Tractability of user requirements is essential and configuration managementplan is therefore strictly followed at this stage. The overlap between this lifecycle and thesucceeding ones ensure the right development of the conceptual design.

2.1.2 User identification

The system users are all people involved in the operation of the NH and their needs willinfluence it. The system users can be grouped as shown in Table 3.

User type Description Needs priority

Patient All people that are serviced at the NH in any of itsmedical departments.

Very High

Medical staff All medical professional personals that are involved inservicing patients.

High

Non-medical staff All personals that are not involved in servicingpatients.

Medium

Students All people that are educated by the hospitalseducational facilities.

Low

Teaching staff All personals that are involved with Students. Low

Visitors Everyone else Very lowTable 3 lists NH user groups and their corresponding description and prioritises their correspondingneeds.

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2.1.3 Summery of user requirements/needs

The captured user requirements/needs are listed in Table 4. They are based on Appendix3.2.6 and assumption 1 in Table 1 summarises and describes assumptions..

ID

Description

Sources

Ownership

Priority

Verifiability

UR1 The vital facilities must be manned 24/7/365 C P M I

UR2The vital facilities related systems must be operational24/7/365

C P M I

UR3 Inpatient medical facility MS P M AD

UR4 Daily clinic facility MS P M AD

UR5 Outpatient facility MS P M ADUR6 Accident and emergency facility (A&E) MS P M AD

UR7 Imaging facility MS P M AD

UR8 Laboratory Pathology facility MS P M AD

UR9 Intensive care facility (IC) MS P M AD

UR10 Pharmacology facility MS P M AD

UR11 Maternity facility MS P D AD

UR12 Physiotherapy facility MS P D AD

UR13 Addiction and drug abuse facility MS P D AD

UR14 Teaching facility TS St D AD

UR15 Access to Nation Patient records S S M PP

UR16 Access to local GPS S S M PP

UR17 Access to local Chemists and Clinics S S M PP

UR18 Access to libraries S S, St D PP

UR19 TV and Entertainment S P D PP

UR20 500 beds MS P D AD

UR21 Wards MS P D AD

UR22 Bays MS P D AD

UR23 Operating Theatres 24/7/365 MS P M AD

UR24 Hospital Broadcast Service S C O AD

UR25 Chapel S All O AD

UR26 Secure environment MS All M ADUR27 Contamination control MS All M AD

UR28 Easy access between floors and within floors MS All M AD

UR29 Cope with emergency intake due to airport C P D AD

UR30 Handle deaths C P D AD

UR31 Laundry, food, service S All M AD

UR32 Porters S P M ADTable 4 lists user requirements/needs.

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ID

Description

Sources

Ownership

Priority

Verifiability

C1 State-of-the-art C All O I

C2 Bright indoor architecture MS P, S, St O AD

C3 Spacious indoor architecture MS P, S, St O AD

C4 Flexible wards to cope with change in demand C C D AD

C5 Growth potential C C D ADTable 5 lists user constraints.

2.1.4 Primary conceptual design

The primary conceptual design reflects the user requirements as listed in Table 4 and

complies with the user constraints listed in Table 5. The conceptual design also complieswith stakeholders constraints and system environment (section 1.2.1). The primaryconceptual design is reflected by Figure 1.

2.2 The system design lifecycle

2.2.1 Functional analysis

An extended functional analysis is conducted, in close relationship with the customer,before starting the system design. The analysis is materialised by a Functional Flow BlockDiagram (FFBD). The Concept of Operation is also defined under the functional analysis.For further readings, refer to doc.FA.v.xx4.

2.2.2 System requirements

The system requirements are derived from the user requirements/needs analysis. Thesystem requirements are approved by the customer. The system requirements are theintermediate level between the user needs and the architectural design. The systemrequirements are compliant with the functional analysis.

ID

Description

So

urces

Own

ership

Pr

iority

Veri

fiability

Trac

eability

SR1A&E unit must be manned to handle200+ patients over 24hrs

MS P M I UR1

SR2A&E unit facilities must be functional24/7/365

MS P M I UR1

SR3Inpatient facility must be manned24/7/365

MS P M I UR1

SR4Inpatient facility facilities must befunctional 24/7 year round.

MS P M I UR1

4 Reference to a fictive document.

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SR5 Redundancy in Power supply MS P M AD UR2

SR6 Redundancy in vital communication MS P M AD UR2

SR7100% availability on vital medicalequipments

MS P M AD UR2

SR8 30 inpatient departments MS P M AD UR3SR9 Daily clinic in each SR8 MS P M AD UR4, UR5

SR10 8 Operating theatres MS P M AD UR23, UR2

SR11 Teaching Labs TS St M AD UR14

SR12 Teaching theatres TS St M AD UR14

SR13 Accommodation for 95 students TS St D AD UR14

SR14 Data connectivity. MS S, St M IUR15 - UR19 andUR24

SR15 Redundant data link S S MADI

UR2, UR15,UR16, and UR17

SR16 Online connectivity to Alarm Central,ambulance, NHS records, and localhospitals

MS S M ADI

SR22

SR17 Secure data interface S All MADI

SR21 - SR23

SR18Internal data Infrastructure fordistribution and connectivity

S All MADI

SR21 - SR23

SR19 30 beds per ward MS P D AD UR20, UR21

SR20 6 beds per bay MS P D AD UR20, UR22

SR21 Private rooms for single occupancy MS P D AD UR3, UR21

SR22 Patient toilet S P D AD UR3, UR21

SR23 Staff toilet S S D AD UR3, UR21SR24 Visitor toilet S V D AD UR3, UR21

SR25 Sluice room S S D AD UR3, UR21

SR26 Showers/bathrooms S S, P D AD UR3, UR21

SR27 Nursing stations MS MS D AD UR3, UR21

SR28 Administration facility S S D AD UR3, UR21

SR29 Communal rest rooms MS MS, S D AD UR3, UR21

SR30 Consulting room MS P D AD UR3, UR21

SR31 Meeting room for medical staff MS MS D AD UR3, UR21

SR32 Play room S V O AD UR3, UR21

SR33 Lifts and Emergency access and wideenough corridors for bed transport MS All M AD UR28

SR34 Mortuary MS P D AD UR30

SR35 Shift Work MS MS, S M IUR1, UR2 andUR23

SR36Fire prevention suppression andemergency evacuation

MS All M AD UR26

SR37 Bio isolation MS All M AD UR27

SR38Solid foundation and baring walls tohandle additional floors for futureexpansion

C C D AD C5

SR39 Emergency intake of 150 patients C P D AD UR29

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SR40 Segregated patient movement MS P D AD UR28Table 6 lists the system requirements.

2.2.3 Architectural space design

The NH will be a multiple story building. The medical departments are considered to be thelogistic footprint of the building. It is therefore a critical design parameter to calculate thefootprint of the medical department.

2.2.3.1 Medical department design

This design is identical for all 30 medical departments. Variations can be applied to someof the design with in relation to the customer in accordance to change managementprocess. If applicable, requirements must be configured accordingly.Each medical department must have a ward. Each ward must have 5 bays. Each bay musthave 6 beds. One bed occupies 9 m2. The following calculations consider that and moreaccording to the system requirements.

[ ] [ ]22

60*9*6 mbed

mbedBay =[ ]2300*5 mBayWard =

[ ] [ ]22 12012*10 mmToilet patient == [ ] [ ]22

4010*4 mmToilet Staff ==

22 16040*4_Pr mmroomivate == [ ] [ ]22 100100Re mmception ==[ ] [ ]22 6015*4 mmShowers == 2100_sin mstationgNur =

22 10050*2_Re mmroomst == [ ]275min mistrationAd =2150_ mroomWaiting = [ ]275_ mroomMeeting =

2

30_ mspacePlay = [ ] [ ] [ ]22

1700&25.1*1350 mshaftscoridorsmTotal

[ ] 22 420035.2*1700_ mCmTotalGrand

The building footprint is therefore designed to be 4200m2.See Figure 2. Considering UR20and the number of beds in each floor, the building should have 15 floors for the inpatientmedical departments. This means that in average, there are 2 medical departments perfloor. The addition of 7 floors to cover UR6-UR14 yields 22 surface floors. Car parks,depot, and goods in/out are placed in 3 subsurface floors. See Figure 3.

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Figure 2 NH general building foot print based on a medical department dimensioned for flexibilityand growth potential.

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2.2.3.2 Critical sizing

An emergency intake of 150 patients is accounted for in terms of physical space and staffavailability. The building is designed to be spacious for coping with changes in demand. Tobe more precise, the NH has space for 150% beds, that is a total of 750 beds. It is likely

10% of the hospitals 500 beds are free at anytime. This leaves us with 100 patientswithout beds. To cope with that, easy deployable beds can be stored in the hospital depotin case of an air crash emergency.The other issue is treating the 150 patients. Consider the staff calculation in Appendix D,the staff is dimensioned for 100% bed occupancy. This leaves 100 patients withoutmedical help (10% free beds). The medical staff employment contract must thereforecontain a section describing a local catastrophe and thereby ensuring staff availability onshort notice.According to car park critical sizing as shown in Appendix E, 2 subsurface floors of4200m2, have enough capacity for 550 staff and trades cars. The visitor car park is placed

outside the HN building. Subtracting the site area from the building footprint gives about11000 m2 space. The remaining 250 visitor cars can occupy about 3000 m2, leaving 8000m2 for gardens and more.

Figure 3 The architectural building design.

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2.2.4 Architectural system design

A selection of subsystems architectural designs are shown in this section. All designs arecompliant with the system requirements as listed in Table 7.

Figure 4 Architectural design of the Transportation subsystem.

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Figure 5 Architectural design of the Logistic Support subsystem.

Figure 6 Architectural design of the Information and Communication Technology (ICT) subsystem.

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2.2.5 Component development

Component development is an imbedded lifecycle within each subsystem architecturaldesign. It is therefore not included in the scope of this assignment. However, the sameprocesses apply to components development as to subsystem development.

3 Management

3.1 Organisation and Responsibilities

The organisation must reflect the Work Breakdown Structure as described in section 3.2.3.The overall responsibility for the NH program rests with the program management. Thegeneral organisation model is a matrix organisation as shown in Figure 7. An overview ofthe identified main competences can be seen horizontally under the System Engineeringsection. The vertical list is Level 2 in the Summery Work Breakdown Structure (SWBS) asshown in Figure 9.

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Figure 7 Summary of the system organisation and its involvement.

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Figure 8 External factors around the SOW.

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The main tasks to be performed are the following:

System managemento Customer needs and requirements (analysis and feasibility studies)

o Sub-contractors integrity, capability, quality, reliability, dependency, and

contracts.o Limitations and flexibilities from regulators.

o Environment regulations and preferences.

Configuration managemento System specifications and requirements

o Work Procedures

o Work Processes

o System design change and modifications

o System development change and modification

Researcho Community preferences and judgmentso Standards

o Available technology solutions

System design and development

Risk and opportunity management

Sub-system management

Sub-systems design and development

It is essential to state that all above mentioned tasks are to be conducted on all systemlife-cycles as described in section 2.

3.2.2 Feasibility study

In accordance to the identified needs in section 2.1.3, a feasibility study has beenconducted. Refer to doc.FS.v.xx5.

5 Reference to a fictive document.

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3.2.3 Work Breakdown Structure

Figure 9 Summary Work Breakdown Structure.

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3.2.4 Program

The program management is shown in Appendix B. The technical management structureis broken down into more details as shown in the Gantt diagram in Appendix B.

3.2.5 CostThe projected cost of program tasks are based on the WBS as described in section 3.2.3and the Gantt diagram in Appendix B. The Cost Breakdown Structure (CBS) at the systemdesign and integration level in terms of human resources is shown in Appendix C. Thetotal cost is estimated to be about 3,5 mil. . The average cost ration over the analysedphases is shown in Figure 10. From this figure, it is shown that the concept of left-shift isimbedded in the system lifecycle.

Average Cost per hr. (all resources from concept to Devel

0

1000

2000

3000

4000

5000

6000

7000

er

need

s/Vali

datio

n

ements

/Verific

ation

Desig

nco

ncept

Syste

mDesign

Phase

A

veragecost[/hr.]

Figure 10 Illustration of the left-shift of the system design in terms of normalised average cost perman hour.

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3.2.6 Risk

See Appendix F.

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Appendix A Interim stakeholder analysis.

In spite of very short timescales an interim Stakeholder analysis has been conducted anda first draft of the best fit requirement has been prepared by the medical staff.

The Hospital will be fully functioning and self sufficient running a 24/ 7 service for the localcommunity.It will have the following facilities in addition to 30 normal in patient medicaldepartments each of which runs a clinic every day through the outpatientsdepartment:-Accident and Emergency X ray and ImagingLaboratory Pathology Intensive carePharmacology MaternityPhysiotherapy Addiction and drug abuse centre

It should have a teaching wing with laboratories, lecture theatres and residentialaccommodation for 95 students.The hospital should be capable of deploying 500 beds. These will be split into wards ofapproximately 30 beds each. These are further subdivided into bays with approximately 6beds. Each ward will have a number of private rooms for single occupancy. Wards willhave provision for toilets for patients, staff and visitors as well as sluice rooms. Showersand bathrooms will also be required. Nursing stations and admin facilities will be requiredas well as communal rest rooms for nursing staff. Doctors will have private consultingrooms as well as communal rest areas. The wards are expected to be flexible enough toallow different roles to be adopted over time as demand changes. Current estimates showthat there should be 8 operating theatres capable of operating 24/7. In addition to theabove the hospital is expected to have a Caf for visitors and a staff restaurant.The overall feel is supposed to be light and airy with space enough for all to movearound quickly and comfortably. The whole design is expected to be State of the Art.The taskInitially you are asked to make sure the requirement is complete.Your architecture is expected to contain:-

- Systems Block diagram including all main components, sub systems andconnecting services.

- Approximate performance and capacity calculations- An appreciation of all the Cross System Issues affecting the design

- A physical layout- A list of the main design options and the tradeoffs that might have to be madeList any assumptions you need to make to complete your Systems ArchitectureAdditional information:-There is on average one nurse to every 20 patients and one doctor to every 50 patients.The average In patient stay is three days and 50 % are there for an operation. Accidentand emergency handle 200+ patients per day. Out patients manage 160,000 patients peryear. Each bed space occupies approximately 9 square metres. All corridor spacerepresents an additional 15% to the room spaces except where there is heavy traffic inwhich case the metric is 20%. Movement of Patients on trolleys should be segregatedfrom all other traffic. The average time of each operation is 2 hours. The hospital is

expected to cope with an emergency intake of 150 patients as it is close to an airport.

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There is a chemical plant nearby and a tidal river is only a block away. The site isapproximately 100 by 150 Meters.This Information has not been declared so it should be part of your assumptionsCar parking

Reception area(s)Kitchens and food distribution to wards and else whereLaundryPower supplies and UPS. Including back up fuel for generators and heatingIT and record. Interfaces to National Patient records systems and local GPS, Chemistsand ClinicsLibraries. Medical and recreationalOxygen and other medical gasesPriority access and parking for AmbulancesSecurity. Especially drug abuse centre which might have its own entranceLifts / emergency access

MortuaryChapel / place of worshipCleaning and Infection control. Bio rubbish collection and disposalMaintenance and porters and House keepingHealth and safety. Sharp objects, Bio security, heavy lifting, plant and machinery, vehiclesTV and entertainmentPhones staff patients visitorsHospital broadcast serviceVoluntary OrganisationsShift workPersonnel and managementFire prevention suppression and emergency evacuationIsolation / contagion control ie Bird flu epidemic and other contingenciesImpact from Chemical plant fire, blast and potential for close down if toxic emissionsHeating and ventilationPneumatic tube transport to and from Labs and PharmacologyStorage. As well as good in and a goods out bay

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i. Appendix B Gantt Diagram

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ii. Appendix C CBS of main design phases

Total cost 3428143

Concept Day Resource 1397879Capture user needs /Validation Management Engineering Lawyer ILS ICT Architecture Research Finance Medical 389591,5Implement requirements process 5 7400 2960 2590 740 148 1850 832,5 2220 4440 23180,5

Analyse stakeholder 5 3700 4440 3885 1480 740 2590 2497,5 2220 5920 27472,5

Initial meetings 15 11100 22200 11655 4440 2220 8880 3996 11100 13320 88911

Analyse and refine 15 11100 22200 11655 6660 4440 16650 5994 11100 17760 107559

Review needs with user 5 3700 4440 3885 1480 740 5550 832,5 3700 4440 28767,5Incorporate changes 10 7400 14800 7770 2960 1480 5920 3996 2960 5920 53206

Agree baseline and validation method 10 11100 8880 12950 1480 0 11100 1665 7400 5920 60495

Totalcost 55500 79920 54390 19240 9768 52540 19813,5 40700 57720

User requirements /Verification Management Engineering Lawyer ILS ICT Architecture Research Finance Medical 688274Translate needs to requirements 15 8325 19980 2331 6660 4440 13320 7492,5 4440 19980 86968,5

Analyse requirements 25 13875 33300 3885 11100 7400 22200 12487,5 7400 33300 144947,5

Capture constraints 10 5550 13320 2072 2960 1480 5180 3330 296 13320 47508

Review requirements with user 15 13875 11100 9324 2664 444 3330 2497,5 8880 11100 63214,5

Generate system requirements 30 11100 39960 3108 22200 17760 26640 9990 4440 22200 157398

Review system requirements 15 13875 11100 9324 2220 0 7770 2497,5 4440 11100 62326,5

Incorporate changes 15 19425 19980 5439 6660 4440 13320 4995 4440 6660 85359

Agree Baseline and verification method 10 12950 7400 6216 1776 296 2220 1998 296 7400 40552

Total

Cost 98975 156140 41699 56240 36260 93980 45288 34632 125060

Design concept Management Engineering Lawyer ILS ICT Architecture Research Finance Medical 320013Review concept design 45 20812,5 56610 27972 9324 9324 23310 10489,5 15984 43290 217116

Incorporate changes 15 6937,5 9990 5439 5328 5328 13320 3496,5 1332 9990 61161

Agree baseline and validation method 10 8325 6660 6216 2072 2072 5180 999 3552 6660 41736

TotalCost 36075 73260 39627 16724 16724 41810 14985 20868 59940

System Design Management Engineering Lawyer ILS ICT Architecture Research Finance Medical 1212342

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System architecture / Validation 60 17760 53280 3108 26640 35520 4440 9990 8880 26640 186258

Sub-system architecture / Test andVerification 60 17760 88800 3108 26640 53280 4440 9990 3552 44400 251970

Element architecture / test andverification 60 17760 124320 3108 44400 71040 4440 29970 1776 44400 341214

Supplier / Contracting 60 39960 53280 3108 44400 17760 22200 1998 26640 44400 253746

Support systems / Interfaces 60 17760 53280 3108 8880 53280 4440 9990 1776 26640 179154

TotalCost 111000 372960 15540 150960 230880 39960 61938 42624 186480

Development /Prototyping / Modelling Management Engineering Lawyer ILS ICT Architecture Research Finance Medical 817922System development and validation 60 22200 53280 3108 17760 26640 66600 1998 1776 1776 195138

Sub-system development, test andverification 80 29600 94720 4144 35520 59200 59200 2664 2368 2368 289784

Element Development, test andverification 90 33300 133200 4662 39960 79920 6660 29970 2664 2664 333000

Totalcost 85100 281200 11914 93240 165760 132460 34632 6808 6808

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iii. Appendix D - Staff sub-system (By Keith Robinson)Fejl! Objekter kan ikke oprettes ved at redigere feltkoder.Fejl! Objekter kan ikke oprettes ved at redigere feltkoder.Fejl! Objekter kan ikke oprettes ved at redigere feltkoder.

iv. Appendix E Critical sizing estimate (By Keith Robinson)

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Critical sizi

Kitchens In patients 500 x 3 =1500

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Element Description

ID NH.4

Risk title Power shortage or failure.

Owner System Design

Risk category Operational

Description The power grid exhibits shortage or even interruption.

Mitigation The new hospital must have a primary self-contained power generationsystem that is automated and with the necessary capacity to keep all vitalsystems operational for 1 week. Add to that a backup UPS system forredundancy.

Risk status Open

Consequence High: compromise emergencies and on-going operations leading to highmortality. Sensitive equipment failure.

Probability Medium: it is estimated that there has been a minor power shortage onceevery 2nd year, a short area brownout once every 8 th year, and a longerblackout once every 50 years.

Proximity Any time during operational lifetime.

Element Description

ID NH.5

Risk title Chemical hazard

Owner System Design

Risk category Operational

Description The NH is close to a chemical plant a risk of chemical contamination in

case of plant failure.Mitigation The new hospital be designed to be physically sealed and have filters on

vital water supply.

Risk status Open

Consequence High: Compromise hospital operation.

Probability Low: considering the statistics of chemical plant major failures resulting inlocal area contamination, the probability is estimated very low.

Proximity Any time during operational lifetime.

2008-12-12 SEM Assignment Ver. 1.0 (PNK05)

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Transcript of 2008-12-12 SEM Assignment Ver. 1.0 (PNK05)