Mobile Healthcare Device Deployment

Case Study:

Mobile Healthcare Device Deployment

Project Mission and Background

Our client is a Fortune 500 healthcare delivery organization located in the western United States. 


Current State: 

  • A $240M revenue stream was using handheld Blackberry devices to capture customer charges.
  • The Blackberry device model used was outdated, no longer manufactured, and no longer supported.
  • Market supply of the device was low and the monthly attrition rate of the devices was high.


Future State:

  • A tablet solution was selected.
  • The application would be recreated.
  • Field users wanted to decrease their instances of device sharing so the quantity would go from 2,500 devices to more than 3,500 devices.
  • The device upgrade would occur one person at a time.


  • The old version of the application was in use by more than 4,000 employees. The average age of the user was 50 and their smart phone experience varied greatly.
  • The Blackberry version of the application was approximately three years old; aspects of it were somewhat dated. The time-to-market for the hardware exchange was paramount leaving no opportunity for application improvements.
  • The project was the company’s first self-developed tablet application.
  • The company had a concurrent project in-progress to institute mobile device management but did not account for company-owned devices.
  • The company had never mass-configured tablets nor had it done a mobile device exchange that included mobile device management.
  • The IT organization is a weak matrix structure.

Our Approach

Vision – From Business and IT Leadership to individual project team members and end-users, it was important that the entire impacted organizations understood the need for a tight scope focus to allow time for a smooth hand-off to the end user community. The project’s vision became branded with the project as “Save the App by Changing the Hardware.” The project’s logo and tag line were included on communications throughout the life of the project.


Relationships – A single person cannot do everything needed to complete a project. A strong emphasis was placed on ensuring everyone having contact with the project felt needed and appreciated. The kick-off meeting included drafting project “norms” to lay a solid foundation of mutual respect. The company offered core value awards and several were presented in a grand fashion to outstanding project team members. Meetings began with “shout-outs” to and by anyone on the project team to keep morale high.


Communication – It is extremely difficult to over communicate during a project. Due to the size of the project team, weekly meetings were broken into two primary areas with several team members crossing between the development and deployment efforts. Weekly status reports were complimented by bi-weekly Steering Committee meetings. Extra effort was made to ensure everyone had their voice heard by reaching out to team members who might otherwise work quietly.


Planning – A plan was developed that allowed for both development and deployment. Development was held to its timeline by ensuring the Vision of the project was kept in the forefront. The White Glove device exchange approach was developed based on feedback from those involved in the original device rollout. The deployment took longer but yielded extremely high marks for customer satisfaction and user adoption.

Direct Benefits = $4.7M Annually

The original project was funded based on the need to complete a hardware exchange and save the revenue stream from reverting back to a less accurate, more time consuming entry method. The estimated cost avoidance for this was more than $4M annually.

Unexpected annual benefits were discovered during the project:

  • Users estimated their transactions were taking half the time as previously

 = $3M

  • The company’s billing team confirmed an increase in charge capture accuracy

 = $1M

  • Device and cellular line management techniques developed for the project continue in use today

 = $0.7M


The budget for the project was set such that tablets would be purchased by IT and dispensed to the end users. The nearly one thousand cost centers would then be assessed a fee for their devices. The project team gathered IT Finance and Leadership support for an equipment lease that ensured device tracking at the cost center level from the time the device was sent to the user, shaving $1M from the project budget.

Budget through Levels of Estimate during the project’s life cycle:

Budget estimates throughout project's life cycle


The scope of the project was defined in the Project Charter and held to through branding of the vision statement, relationship management, and communications. Commitment to the timeline ensured both Development and Deployment had sufficient time for delivery.


The project team’s caring attitude for their end user was also extended to one another, keeping project morale high. The end users expressed their pleasure through high marks on satisfaction surveys. One end-user put it this way: “Best IT rollout ever!”


Vision-Led Programs

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