A 500+ Bed Academic Medical Center located in the Midwest with annual capital expenditures totaling over $150 million. The facilities group manages a wide range of project types, varying from roof replacements to complex research labs. The 15 project managers of the group constantly faced various challenges caused by a lack of a standardized project management processes and project control support. These challenges included underfunded projects, missed deadlines, and lack of clear steps in defining project scope.
The facilities group faced continued pressure from various departments to improve project delivery, clarify communication, and bring projects in on- time and within budget.
To improve project delivery, the facilities group needed a defined process and immediate project management support, including schedule and cost control. The facilities group also needed an implementation plan to move the organization from substandard performance to within the top 10% of similar organizations.
The facilities group underwent an assessment conducted by Pyrovio Consulting, to identify opportunities for process improvement and immediate project controls support. With this knowledge, the facilities group collaborated with Pyrovio to develop a program lifecycle management process and design a Program Management Office, which will be the permanent supporting entity for Project Managers. In a parallel effort, the facilities group immediately used Pyrovio’s scheduling and cost control experts to track schedule and costs of high dollar value projects.
The facilities group received immediate project controls support, an improved project delivery process, and Program Management Office design and implementation plan.
Project Controls Support
High dollar value and strategic projects dashboards were developed and updated on a monthly cycle. These were used to report schedule and cost status to clients and stakeholders.
Result: 15 project dashboards for control over 90% of annual projects budget
Through mapping sessions and meetings with the facilities group, a process with standard forms and checklists were developed for use by project managers.
Result: $380 Million allocated to 120 projects using 1 Program Lifecycle Management Process
Program Management Office
A Program Management Office, including key functions, was developed with input from the Steering Committee and an implementation plan was developed.
Result: Project Management Office organized into 5 Key Support functions