Pressure is on. Your small projects are just as much work as large projects. You’re overworked and don’t have enough resources. You know the outcome of the completed project affects the bottom line and determines management performance analysis.

That means you’re judged and graded on projects being completed on time and within budget with the added layer of patient satisfaction and safety scores.

Health Well Done provides a simple process to maximize your time, efficiency and departmental value. The role of the project leader is to effectively spend the capital budgets to build the optimal patient-centered environment.

To do this, you have to optimize design and complete construction while keeping the business of caring for patients going 24/7 and much more. We help you communicate and collaborate effectively across departments to improve project performance outcomes and deliver patient centered health care.

Case Study: Community Hospital

A Community Hospital recently was acquired by a large health care system.

The larger system decided to leave all the talent in place and let the hospital function “business as usual”. They wanted to assure the community that the merger would afford them better access to more resources and better medical care which would benefit them. The hospital culture was strong and the talent would stay in place so that faces are familiar. They would begin to see physical upgrades and new ambulatory care centers being built so the community has the right access at the right time to the right care. Clearly they were presenting a strong message that they were going to take a patient centered approach to caring for the community.


The larger health system historically upgrade its real estate portfolio and facilities as quickly as possible to establish and build their brand. Healthcare systems make large capital investments to create an environment that serves the healthcare professional but most importantly the patient.

The newly acquired hospital talent may not have experience managing projects of this magnitude, scope and or dollar value. Having access to capital budgets was good news because established budgets could upgrade tired infrastructure, technology and will create better environments for patient care over the next five years. Administration had good intentions but lacked experience in what it takes to manage simultaneous projects. They approached it in the “same old way” because that is what they knew. They looked at projects (construction) to solve a single problem, or fulfill a single need. Sadly, there is usually no connection between the high-level strategic plan and it’s building or renovation programs. Translation – these two are completely disconnected. Disconnection is the culprit of patient and staff dissatisfaction so they were headed for some challenges.


Use of a project delivery method becomes a standard when managing capital investment projects. This method results in presenting a healthcare systems brand. A brand that reflects a warm, caring environment that creates an important impression on the patient, their families and the staff. This can only be done with the collaboration of the stakeholders involved in creating the environment.


Organized a better approach to successfully getting projects done. Assessed project management talent and instituted hit-the-ground training that resulted in leading collaborative teams to capture the wisdom and experience of each stakeholder so that it could be applied to the design, logistics and infections prevention precautions. This resulted in managing schedules and budgets to get the project done well.