Case Study

Acute Care Industry





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Project Delivery Improvement


To re-evaluate and redesign the project delivery processes and frameworks for a diversified healthcare firm whose IT department had grown by 50% over a two-year period. Senior leadership desired to better meet the demands of its dynamic business needs. Key management objectives included: improving project selection, tracking and delivery; increasing financial performance transparency; establishing program and project financial and governance controls; mechanizing resource capacity management; and offering an on-boarding process for new employees to achieve rapid assimilation.


The OptimizeHealth team first conducted a thorough assessment of the environment to: evaluate project management tools, processes, organization structures and learning programs, and gather feedback and insight from customers, practitioners and various members of management. We then developed a multistep improvement plan founded upon proven industry and functional best practices and the strategic and operational needs of the organization.


The client approved the implementation of the OptimizeHealth improvement plan consisting of: crafting, socializing and implementing a portfolio management system (including a project evaluation and prioritization model, tools and metrics); chartering a decentralized PMO; identifying and mapping project, portfolio and program management-related responsibilities, workflows and their owners; defining process rigor relative to project scope, scale and complexity; implementing a Project Portfolio Management (PPM) tool for storing, tracking and reporting on all projects, their activities and resources in the IT environment; establishing a cross-functional project management community to serve as both change agents and stewards of continual improvement; and developing training courses and on-demand material for new and existing IT employees.


  • A new portfolio scoring tool and investment criteria, and project evaluation and decision-making process resulted in a 15% decline in the number of approved projects, availing staff and dollars to be focused on higher-return, better strategically aligned endeavors.
  • Project funding and resource appropriation decisions were simplified.
  • Project tracking and monitoring provided the transparency regulators, executives and external clients demanded, thereby improving relationships and enhancing IT’s credibility.
  • The firm subsequently was acquired, in part, because its project delivery system succeeded in providing verifiable, attractive results.

EMR Selection and Implementation

Long Term Care Industry


Health Insurance Industry

Portfolio Management

Healthcare GPO

Project Delivery Improvement

Healthcare Industry

PMO Assessment Roadmap

Healthcare Industry

IT Strategy

Long-term Care Industry

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