through revealed that the station counters weren’t in place—which obviously
meant the monitoring equipment
would have to wait.
Working in a sector rife with regulations also added some wrinkles. For
example, the team had to obtain certificates of need to make many of the numerous adjustments and scope changes that
are common in a project of this size. The
Cabinet for Health and Family Services,
a state government agency that administers programs to promote the mental and
physical health of Kentuckians, requires
these certificates to manage services and
costs of healthcare.
“You would not believe all of the
agencies—dozens and dozens of
agencies—from whom you have to get
approvals for changes,” Ms. Weaver says.
PUTTING IN FACE TIME
Once staff training began in January 2009, the team’s weekly meetings evolved to include stakeholders
such as new directors and managers.
Stakeholder participation in meetings
helped ensure a smooth transition
from the project close to operations.
In too many projects, Ms. Weaver
says, “if you get the business owners
involved at all, it usually is at the end.”
Three months before launch, she
had the hospital’s new managers fill
out a readiness assessment. Based on
their answers, she could gauge how
comfortable they were with all of the
deliverables, including staffing and IT
“I knew that 90 days out, I would see
a lot of unhappy faces, but it was a great
way to get the business owners involved,
and when they had an issue, it was documented and could be addressed,” Ms.
She also knew she had to keep gov-
ernment officials in the loop, which
meant flagging monthly project reports
as high priority for her team.
FINISH LINE TOGETHER
The Norton Brownsboro Hospital
project was delivered on time and
US$2.9 million under budget. The
acute-care facility, with 127 beds and
eight operating rooms, opened at 6 a.m.
on 26 August 2009.
“This is the largest, most compli-
cated project with which I have been
involved,” Ms. Weaver says. “It all
came together when everyone walked
across the finish line and we opened
our doors. It was just awesome.”
The goal was to have 85 percent
of the nursing and ancillary positions
filled by the time the hospital opened
its doors. The project team surpassed
this benchmark, with 98.5 percent of
the nursing staff and 98 percent of the
ancillary employee slots filled.
The medical center wasted no time
proving its value to the community:
The first surgery patient showed up for
a bilateral total hip replacement, and an
emergency patient arrived at 11: 48 a.m.
And Norton’s CEO, for one, knows
it couldn’t have happened without
“Simply put, the project would
have been impossible to have been
achieved without our project management staff,” Mr. Williams says. “They
achieved a result which exceeded
everyone’s expectations.” PM
The number of
employees to be hired
and trained before the
The project budget
The amount the
project was delivered