North Bay Regional Health Centre (NBGH)
- Project Management Client Server/Magic
North Bay General Hospital (NBGH) and Northeast Mental Health Centre (NEMHC) co-located at the new North Bay Regional Health Centre (NBRHC) in January 2011. NBRHC is a three-storey general hospital with 275 beds (235 acute care and 40 acute mental health) and a two-storey mental health centre with 113 beds situated in a home-like, village setting. NBGH and NEMHC co-located as autonomous organizations, subject to separate governance and stewardship. They share support services and resources such as pharmacy, chaplaincy, education, quality and research initiatives, environmental services, occupational health and safety and maintenance and plant operations. In April, 2011 they amalgamated to become one entity. Healthtech has enjoyed a long and successful partnership with both of these organizations on their journey.
Healthtech provided the overall project management to both organizations and their internal teams to transition NEMHC from their legacy MEDITECH Client Server system to NBGH’s Magic platform.
Healthtech also led the development of an extensive and detailed Information Technology (IT) Tactical Plan that moved both NEMHC and NBGH into their new facility. Greater than 150 unique projects were identified and prioritized with work breakdown structures to examine work effort vs. capacity. Healthtech’s Project Manager provided ongoing leadership to the implementation teams and Joint Steering committee team as they operationalized the IT Tactical Plan. Healthtech provided education on the basics of Project Management to the overall IT/IS team members to begin the process of integrating solid project management methodologies / approaches into their everyday work activities.
Healthtech’s Director, Project Management Office provided ongoing leadership, education and mentoring to the IT PMO team to custom tailor the Healthtech PMO Toolkit to meet the unique needs of this project, to ensure a shared understanding of how to use the tools to support project management best practices, and to proactively and effectively lead multiple projects in a complex environment with multiple stakeholders. In this capacity he provided regular consultations with the Manager of the PMO, the PMO team as a group and individual consultations with project managers. Healthtech’s VP of Project Management continued to provide high level project management advisory services to the Manager, PMO to further mentor and manage the transition to a fully integrated PMO within the IT department. These services were extended to provide oversight to the PMO as they managed a large and complex portfolio of projects related to the move to the new facility.
In addition, Healthtech continues to provide both project management and specific application subject matter expertise to the IT PMO to support the reconfiguration of the MEDITECH systems to meet the unique and changing needs of both organizations and ultimately the needs of the newly formed single entity.