Tampa General Hospital Case Study
- Aggressive growth
- Data scattered within multiple tools• Time consuming processes
Improved resource management
Processes shortened significantly
Gained 10% of their day back to improve projects
Unprepared For The Future
In the fall of 2012, Tampa General Hospital was in the midst of aggressive growth. Their PMO was at the forefront of this effort, maintaining the hospital’s IT portfolio and any other process improvement or other operational projects they were assigned. Their work load was only expected to increase as they neared 2013 with an anticipated 70 projects and the opening of several ambulatory clinics. Using only Microsoft Excel, Microsoft Project, and Sharepoint as a document repository and calendar, PMO manager Tiffany Schepens knew the PMO was unequipped for such growth.
With data scattered between multiple tools, too much of the PMO’s time was spent on updating documents, calculating capacity, and compiling project information for leadership. The intake of a single project request would absorb several hours of planning and discussion to determine resource availability and portfolio alignment— just to take a request to governance for approval. With no system to capture project data in one place, communications between team members were often maintained through email and lost once the project was completed.
Unable to see and plan for what work was coming down the pipeline, Tiffany and her team found themselves getting surprised by projects and feeling overwhelmed by the task of effectively resourcing projects. If her team was going to succeed in the coming year, Tiffany knew they would need a better solution.