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