Challenge
A Midwestern community hospital planned a new tower with a 24-bed ICU and three 32-bed medical-surgical floors. Leaders saw an opportunity to redesign clinical operations rather than transplant existing practices into the new space.
Response
PMO Partners worked with twelve workstream leaders on schedules, risks, communications, governance, and performance measures. Coaching and change planning helped teams resolve dependencies, including new pharmacy and nursing workflows. The nine-month planning engagement transitioned execution to hospital resources.
Outcome
All twelve workstreams were implemented without disrupting patient services and remained in place one year after opening. The hospital continued reviewing the measures defined during planning to refine performance and reinforce the new model of care.
An edited client story. Outcomes and figures describe the reported engagement, rather than a promise of results for another organization.