melts and pours the glass,” Dr. Moses
Ignition requires a very particular set
of circumstances. Achieving that is “an
engineering challenge of the first order,
requiring rock-solid stability in the optics
support systems, precise placement and
alignment of components—despite a
multitude of opportunities for errors
to creep in—and a rigorously accurate
computer timing system,” he says.
Since the facility opened in March
2009, initial experiments testify to the
accuracy and reliability of the laser and
the rigor of the project’s risk management
efforts. In January, the lab hit a target with
a historic level of laser energy—about 30
times more than past efforts—in a few
billionths of a second.
For team members on the Norton Brownsboro Hospital project, construction was
the easy part. The bigger challenges came
when the team had to recruit and train a
staff to serve patients in Kentucky’s largest healthcare market. Each of the 700
new hires had to learn how to operate 51
information systems and 13 technologies,
including a new nurse call system.
Twelve project managers were tasked
with implementing the new processes
and technologies and getting the staff
up to speed, says Janice Weaver, system
associate vice president of the enterprise
program management office at Norton
To ensure the project was on track
with patient needs, subject matter experts
were brought in from other Norton facilities to review and refine the new hospital.
“We wanted to know if they were the
patients, how would they want hospital
processes and systems to work,” Ms.
Weaver says. That kind of attention to
the end user led to a new process for registration: Instead of waiting to be helped
by an administrator at the desk, patients
can register themselves at kiosks.
On 26 August 2009, Norton
Brownsboro Hospital opened to the
public—on schedule and US$2.9 million under budget.
“We got the operations people
involved early on in the process. They
were folded into the project and weekly
project integration team meetings to
ensure a smooth transition from this
being a project to it being an operational hospital,” Ms. Weaver says. “We
invited key operations people to meetings to hear any concerns or needs.”
Given the stakes, the team knew it
had to deliver. “Every project manager
feels if his or her project doesn’t go
well, it will be a ‘disaster,’” Ms. Weaver
says. “But in healthcare, a project
that delivers a malfunctioning piece
of medical equipment, processes that
are not streamlined, improperly tested
software or poorly trained clinical staff
can truly mean the difference between
life and death for the patients who
depend on the myriad of projects carried out daily. Failure is not an option
in healthcare.” PM
NORTON BROWNSBORO HOSPITAL
Project: Construct the city’s first
new hospital in 25 years
Location: Louisville, Kentucky, USA
Key Project Player:
July 2007: Construction begins.
January 2009: Training begins for
new hospital staff.
26 August 2009: The hospital
Highlight: The healthcare
facility was completed US$2.9
million under budget.
>>PMI Project of the Year will be
presented at PMI Global Congress
2010—North America, scheduled
to be held 9–12 October in
Washington, D.C., USA.
Visit PMI.org to learn more.
Can you imag
gaining industry-recognized project
Take our project management certificates