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Accenture implemented an executive project management organization (PMO) for Clínica Universidad de los Andes to track the clinic’s teaching hospital implementation.
Leveraging our facility planning methodology, Accenture helped implement a strategic project management organization (PMO) for Clínica Universidad de los Andes, a teaching hospital in Santiago, Chile, that helps fulfill the mission of the University of los Andes (a private university that belongs to the Opus Dei).
The PMO is responsible for all the areas of the project, reporting to the general manager and C-suite officials.
Clínica Universidad de los Andes and Accenture began the project with a mobilization phase to initiate the construction project and create the executive team. Once the team was in place, Accenture helped execute the strategic plan, guiding the executive team to define the mission, vision, strategic objectives and initiatives, and organization. Accenture also helped define the target market, the portfolio and the positioning attributes. The strategic plan included a definition of the strategic operational model (which comprised a high-level process map, system map and organization model) and a Gantt chart to outline the entire project.
Building on the success of the initial strategic phase, the Clínica Universidad de los Andes called upon Accenture to lead the creation and operation of the strategic PMO. The university would eventually transition the PMO during a tactical phase to an internal team that would be formed as part of this effort.
Accenture helped implement the strategic PMO with an Accenture team consisting of a full-time manager, a full-time consultant and a part-time subject matter expert. The PMO would set the pace of the project, apprise key stakeholders of progress, identify project risks and outline courses of action.
Key objectives of the strategic PMO included:
Offer an integrated vision of the different initiatives per area.
Implement a project control model, including weekly meetings, revision of Gantt progress, and risk identification and mitigation.
Form a consolidated and executive view of the different areas, their dependencies and critical resources.
Guarantee consistency between the different areas and with the operating model defined for the clinic.
During the tactical phase, the team worked to:
Report on plan progress.
Generate the service catalog for each area, linked with a process map.
Build the work plan for the operational phase.
Review the organizational structure for each area of the clinic.
Identify and list the policies and processes that required documentation and development.
Visit other local and global clinics to understand the activities that would occur in the months before the opening.
The team transitioned oversight of the PMO to a project manager at the close of the tactical phase. As part of the transition, the team shared the methodology for tracking progress of the PMO and shared information on areas including people, finance, operations, construction, physician, nursery, services, and sales and marketing.
As part of its ongoing support of the strategic PMO, Accenture is providing:
Weekly status of the specialty business cases completed versus in progress.
A services catalog to define responsibilities and interactions among areas.
Weekly reports on status indicators for each area, flagging issues to be managed and mitigated by the team.
Ongoing tracking of construction progress for the new building.
Accenture will continue to support the PMO by implementing the extension of the enterprise resource planning through SAP to the clinic and managing the technology integration PMO responsible for tracking and aligning the implementation of the Clínica’s different systems.
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