Health-Care System Case Solution And Analysis, HBR Case Study Solution & Analysis of Harvard Case Studies

Health-Care System Case Study Analysis

Introduction

Worthington Health-Care System (WHCS) is a healthcare organization based in St. Louis, Missouri. It operates 27 healthcare facilities across the region, providing a range of healthcare services to patients. Like many other healthcare organizations, WHCS relies heavily on information technology (IT) to support its operations, including clinical systems, administrative systems, and communication networks (Schultze, 2014).

In the past seven years, WHCS has made several attempts to develop project oversight, including a Project Management Office (PMO) and a Project Portfolio Management application (PlanView). However, these approaches have not been successful in achieving the desired outcomes. Recently, the organization has adopted an incremental approach to process improvement, but this approach is facing increasing resistance from employees.

The CIO of WHCS was tasked with finding an effective solution to IT project work and oversight at the organization. The CIO recognized that the success of any IT project governance initiative would depend on the development of a structured approach to project management, the involvement of key stakeholders, and the commitment of organizational leadership.

Problem Statement

Worthington Health-Care System (WHCS) is currently facing a significant problem, which is the absence of a functional IT project governance framework. The CIO has attempted three distinct methodologies for emerging project oversight, including a Project Management Office (PMO), a Project Portfolio Management application (PlanView), and the improvement in the operations and process of the incremental approach. Despite these efforts, none of these initiatives have succeeded in achieving the intended outcomes.

The challenges in improving IT project governance at WHCS include a lack of a structured methodology to plan management, poor alignment of project objectives with organizational goals, and inadequate engagement of key stakeholders. Additionally, the resistance faced by the incremental approach to process improvement indicates a need for a more comprehensive and inclusive approach to change management.

Without an effective IT project governance framework, WHCS risks experiencing cost overruns, missed deadlines, and failed projects. The CIO recognizes the importance of developing a sustainable and scalable framework for project oversight that can support the organization's strategic objectives and facilitate the successful delivery of IT projects.

Analysis

Worthington Health-Care System (WHCS) has attempted three different approaches to developing project oversight over the past seven years. The first approach was the implementation of a Project Management Office (PMO), which aimed to establish a centralized framework for project management. However, this approach faced several challenges, including resistance from employees, lack of support from senior leadership, and difficulties in aligning project objectives with organizational goals.

The second approach was the adoption of a project Portfolio Management application (PlanView), which aimed to provide a systematic approach to project selection and prioritization. However, this approach also faced challenges, including poor user adoption, lack of alignment with organizational goals, and inadequate stakeholder engagement. More recently, WHCS adopted an incremental approach to process improvement, which aimed to improve project governance gradually. However, this approach was met with resistance from employees, who perceived it as another top-down initiative that did not address their concerns or involve them in the change process (Schmidt, 2019).

The current approach to project oversight at WHCS is characterized by a lack of a structured approach to project management, poor alignment of project objectives with organizational goals, and inadequate stakeholder engagement. These weaknesses contribute to cost overruns, missed deadlines, and failed projects. The factors contributing to resistance to the incremental approach to process improvement include a lack of trust in senior leadership, skepticism about the effectiveness of the approach, and a perception that employees were not adequately involved in the change process. Additionally, the previous failed attempts at project oversight had created a sense of cynicism among employees about the potential for successful change.

To improve IT project management at WHCS, the CIO will need to address these weaknesses and challenges by developing a structured and inclusive approach to project management, aligning project objectives with organizational goals, and engaging key stakeholders in the change process. Additionally, the CIO will need to address employee concerns and build trust through transparent communication and genuine efforts to involve employees in the change process.

Moreover, the current approach to project oversight at WHCS lacks a focus on delivering value to the organization. There is a need for a structured approach to project selection and prioritization that considers the potential impact of IT projects on organizational objectives and identifies opportunities for cost savings, revenue generation, and improved patient care. This approach requires a clear understanding of the organization's strategic goals and a commitment to aligning IT projects with those goals...............

Health-Care System Case Study Analysis

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