Stanford Hospital & Clinics
Every year, U.S. News & World Report identifies the top hospitals in 16 specialties in the United States. Stanford Hospital & Clinics is recognized as one of "America's Best Hospital" and currently ranked 16 in the U.S.

Stanford enjoys a global leadership position in providing state-of-the-art patient centric care. In order to sustain its edge Stanford Hospital & Clinics depends on their clinician's ability to provide superior care, their staff to deliver operational excellence and IT to implement technology innovation efficiently and effectively.

Challenge

• Create centralized Program Management Office (PMO) approach; providing clear points of accountability for cross-organizational, complex and critical projects.
• Combine three separate project delivery teams into one cohesive Program Management Office (PMO) allowing for each team's unique needs.
• Manage the organization-wide, 7 year EPIC Clinical and Revenue Cycle Information Systems project.

Solution

• Use Fulcrum Method's Program Management Office (PMO 2009) as the cornerstone for implementing their new Program Management Office (PMO)
• Implement comprehensive electronic project management and best practice tools for healthcare technology initiatives.
  • Provide secure anywhere/anytime Internet access to projects
  • Manage project request workflow
  • Deploy program wide executive views/ dashboards/ reports
  • Implement budget/expenses tracking
  • Automated project status reporting
  • Reports available for real-time issue, risk, decisions and milestones tracking and accountability
• Complete EPIC Clinical and Revenue Cycle Information Systems project management on PMC platform
  • Organizing 22 locations and 9 applications
  • 150 EPIC CIS users including offsite vendors and contractors
  • Integration of project plans with EPIC "Check Lists"
  • Automated Steering committee reporting on issue, risk, decisions, milestones and change control.

Results

• Fulcrum Methods Program Management Office (PMO) was used to bring previously outsourced PMO in-house eliminating two redundant project offices.
• Fulcrum Methods Vendor Selection Methodology optimized for Stanford's distributed environment providing a structured approach to identify, evaluate and select vendors; delivering a cohesive environment.
• Stanford customized Fulcrum Methods Systems Implementation Methodology for their demanding IT team's needs enabling more on time, on budget and within scope projects.
• Certification training on all deployed Fulcrum Methods resulting in several employees receiving certification awards at annual Fulcrum Methods' User Group conference.