Q1. Develop SRS as per IEEE standard for Hospital Management System.

Make assumptions wherever

necessary

A(1) Hospital Management System Software Requirements Specification

1. Introduction

Purpose

The purpose is to describe all the requirements for the Hospital Management System. The following
are some of the stake holders:

• administrative staf

• doctors

• nurses

• surgeons

• developers

The hospital management and its team members uses this document as the primary means to
communicate confirmed requirements to the development team. The development team expects
many face-to-face conversations that will undoubtedly be about requirements and ideas for
requirements. However only the requirements that appear in this document or a future revision, will
be used to define the scope of the system.

Scope

The software product is the Hospital Management System. The system will be used to allocate beds
to patients on a priority basis, and to assign doctors to patients in designated wards as need arises.
Doctors will also use the system to keep track of the patients assigned to them. Nurses who are in
direct contact with the patients will use the system to keep track of available beds, the patients in
the diferent wards, and the types of medication required for each patient. Doctors must make
rounds to pick up patients’ treatment cards in order to know whether they have cases to treat or
not. The intentions of the system are to reduce over-time pay and increase the number of patients
that can be treated accurately. Requirements statements in this document are both functional and
non-functional.
Q2. Develop Design Document for the System mentioned in Question no.1
A(2)
ER Diagram

Notations for the components of ERD:

Entities: An entity is something about which the business needs to store data. An entity is a
class of persons, places, objects, events or concepts about which we need to capture and store

data. An entity instance is a single occurrence of an

entity.

Attribute: An attribute is a descriptive property or characteristic of an entity. Synonyms

include element, property and field.A compound attribute is one that actually consists of other

attributes. It is also known as a composite attribute. An attribute “Address” is the example of

compound attribute as shown in the following illustration

Relationships: A relationship is a natural business association that exists between one or

more entities. The relationship may represent an event that links the entities.

Cardinality: defines the minimum and maximum number of occurrences of one entity that

may be related to a single occurrence of the other entity. Because all relationships are

bidirectional, cardinality must be defined in both directions for every relationship.

Data Flow Diagrams

A DFD can be categorized in the following forms:

Context diagram: An overview of an organizational system that shows the system boundaries,
external entities that interact with the system and the major information flows between the

entities and the system. In this diagram, a single process represents the whole system.
Q3. Explain the process of calculating the cost of a Project with an Example.
A(3) Cost estimating in the healthcare industry is a precise science. It is time-sensitive, as costs fluctuate with
construction escalation over time. The estimated cost to build a new hospital or medical office in a particular
region is tied to a base cost of new construction in that region.

Estimates are developed in current dollars. Assessing future costs is difficult and requires an in-depth
knowledge of escalation—probable future increases of material and labor costs. It takes time to plan, design,
bid, mobilize, and construct, so it is critical to estimate the project start date and understand the effect of
escalation on the base costs for different buildings in different locations and different types of new
construction.

Escalation is a complex and critical component of effective cost modeling. Estimators usually blend
information from various sources: ENR (materials, labor) at the end of each month, quarter, and year, and
RSMeans indexes every year, both of which are variable by region, combined with the Turner Construction
Company quarterly cost index — a national database.

These resources provide information about escalation and construction costs, and can help develop a more
accurate estimate of probable escalation and incremental future percent change to the start of construction. To
look forward, estimators must also look back and understand factors that effect change.

Estimating method. Cost estimators and contractors typically develop detailed take-offs of materials
and labor, so they need design and construction documents to assess those costs. Schematics provide design
intent, but lack detail required to assess a contractor’s guaranteed maximum price (GMP).
Contractors add contingency allowances to cover unforeseen items. Cost modeling for master planning and
schematic design should use graduated multiples of the estimated base cost for a specific building and function
in a specific region to determine the costs per square foot. An effective cost model is typically based on
departmental and building gross square footage. Once the new construction base cost for a specific date is
established and escalated forward to the recommended start of construction, it informs component parts of
master planning for both new construction and varying degrees of renovation.

Building type. In healthcare, there are different construction types, including new buildings, horizontal
and vertical additions, and renovations. Heavy renovation typically removes everything but the primary
structural elements and building envelope, including roofs and floor slabs. Moderate renovation generally
upgrades or modifies about 50 percent of the existing building. Light renovations typically involve minor
changes. Cosmetic renovations, the lightest cost model, include paint and fixtures. Allowances for special
items, typically available from manufacturers and vendors, should be appropriately escalated to the start of
construction and noted as allowances.
The building’s age impacts the cost as well. Older buildings typically have smaller structural bays that limit
change, and lower floor-to-floor heights that constrict space for new or modified MEP systems. When
important infrastructural components need to be redeveloped, they are often moved to the roof or different
floors, affecting the distribution or load handling in an older building and estimates of probable costs. In
general, healthcare facilities built 50 years ago cannot be adaptively reused for complex clinical functions and
fundamentally should be replaced.

Square feet. Not all square feet are created equal. Net assignable square feet (NASF) defines useable
space within the walls; departmental gross square feet (DGSF) defines total floor space required for each
department including internal department circulation; floor gross square feet (FGSF) defines total built space
measured around the exterior wall of a floor; and building gross square feet (BGSF) defines total gross space
to be built.
Cost models are based on gross square feet. Space programming focuses on NASF. Grossing factors times
NASF can determine DGSF and BGSF. Once a layout is developed and departmental gross area is determined,
the department gross square feet divided by next departmental square feet can determine the net-to-gross
factor. Net-to-gross factors vary with circulation and walls to provide DGSF. These factors are used to
accurately convert net usable space to gross built areas. BGSF are multiplied by the escalated cost of
construction per gross square foot, by region and building function, at the planned start of construction.

Key factors in project execution. Cost estimating became even more challenging after the 2008
recession. In this post-recession period, construction bids came in much higher than cost estimates because
there were not enough skilled laborers to do the work. The AE/CM team reviewed documents and industry
trends and rebid the project nine months later. Prices were still high, but feasible. Escalation and cost
estimating has become more difficult since the recession. While material costs increased modestly, there is a
significant skilled labor shortage in some sectors that drives up costs. Understanding these factors and their
effect on bids for new projects early in development is key.
Contingency allowance is another important factor. A 12 percent to 14 percent scope contingency allowance is
typically built into the cost model before presenting the conceptual design along with that cost model. This
can usually be reduced to 8% to 10% after construction documentation are complete, and all participants cease
making changes. Contingencies inflate costs, so it is important to create that expectation for leaders in the
initial cost model.

Soft costs. Effective cost models should include costs beyond construction, so clients understand total
project costs. Total project costs include construction costs and soft costs, which include allowances for owner
costs, fees, construction contingencies and furniture, fixtures, and equipment (FF&E). A soft cost multiplier of
1.35 to 1.45 times the costs of construction is typical. The largest soft cost is typically FF&E. It can vary from
about 10 percent of the construction cost of an administrative department all the way up to 35 percent of the
costs to construct a new birthing center.
The team should assist the client by preparing a room-by-room FF&E summary noting each FF&E item in
each room by vendor, model, size, etc. so NASF and building systems can accommodate them to confirm the
FF&E allowance. In a renovation, some FF&E could be reused, reducing costs. The FF&E summary should
also define required power, heat, plumbing, and other special resources and note delegate acquisition and
installation of each item. FF&E summaries should become a fundamental component of the master plan and
the construction documents.

Experienced leaders. With all the cost modeling challenges, it is critical to find an estimator with
longstanding experience. Accurate track record based on past work is paramount. Looking at recently
completed projects can provide valuable insights. Factoring escalation into the base costs of new construction
in cost models is important, and it takes experience to get it right. It is difficult to generate accurate cost
estimates for today or tomorrow based on what is known about previous projects and the current state.
When it comes to construction, the contractor is a huge part of the equation. Selecting the right contractor
requires hard numbers on costs, change orders, and management of their last 8-10 projects. There are various
factors to consider, not least of which is accurately predicting future costs a year or two in advance. It is critical
that the sample projects be recent so that subcontractors can properly bid. Good, ongoing relationships with
contractors are critical to sustain the accuracy of the cost model. The information gleaned from contractor
analysis is helpful when explaining cost estimates to clients.

Insight. The 2008-2016 industry slowdown varied significantly in different regions, so accurate regional
escalation was hard to forecast. This is where escalation factors help to resolve probable costs per square foot.
Population growth promotes construction booms but negative population growth reduces the regional labor
pool.
In some parts of the country, such as the hard-hit Midwest, projects were halted even after construction had
started. Hospital building was at a virtual standstill for several years. The current trend of escalation should
gradually normalize as the recovery progresses and skilled laborers return to regions affected by the recession
so the climate of the industry is an important factor in cost modeling, and someone with both pre- and post-
recession experience can provide insight to where costs may not be accurate.

Experienced practitioners learn and apply the lessons from previous projects to future cost estimates. No
matter how experienced a cost estimator is, the contractor will present costs based on his own experience. The
contractor’s actual project costs can be re-entered into the cost model to corroborate functional modulator
factors.
The model becomes more accurate with numbers from each completed project, but there are still some outliers,
and it takes years of industry experience to anticipate those and ensure cost-estimating success. An effective
cost model, developed early, along with an experienced team, and healthcare leaders who are on board with the
process, are invaluable in creating accurate estimates in the early planning stages.

The cost to develop a Hospital Management Software?

A number of factors need to be considered to determine the development

cost of a Hospital Management Software. After all, it is a massive software
and a lot of research needs to be done understand each viewpoint in detail
and then only the costing can be known. Meanwhile, myriad of factors
impact development cost, and few of them are:

 Main Features
 Additional Features
 Third-Party API Integrations
 Development Partner Location
 Size of the development team
 Professional Technical Consulting

 In-depth interaction with the team in the application and software development
process. Get optimal IT solutions, expert ideas, tips, and guidance.

 Best Prices

 Save on direct software vendor quotations - Direct interaction with software vendors
is costlier and lacks objective and unbiased advice and monitored deployment.

 Simplify Your Business

 Focus on your core competency while we take care of all your IT needs.

 Monitored & Managed Development

 Consistent quality, on-time delivery, prompt and effective communication and

deployment.