RAISING EXPECTATIONS How Fremont-Rideout Health Grew Project Capacity x12

Fremont-Rideout Health Group

•  Industry: Healthcare

•  Beds: 281

•  Location: Yuba City, CA

•  80,000 ER patient visits per year

CUSTOMER BACKGROUND

Up until 2008, the organization had managed to build up an impressive budget surplus, but their IT healthcare software systems and infrastructure were outdated. Communication lacked between the IT department and their client departments and stakeholders.

NEEDING AN UPDATE

Tony Toglia was brought in to direct a new PMO to facilitate the update of the hospital’s software systems and bridge the gaps between IT and the rest of the organization.

NEEDING AN UPDATE

“Our processes weren’t terrible, but they weren’t leading edge. To service our community, we realized we needed to invest in bringing our software systems up to date. And we would need the right tool to accomplish that.” –Tony Toglia, Director, PMO

NEEDING AN UPDATE

As Tony assembled a crack team of project managers and began looking for a solution, his CIO introduced him to AtTask Enterprise Work Cloud.

UP TO THE CHALLENGE

AtTask stood out from the competition because of its intuitive functionality and relational database. Tony’s team would be able to pick up the software quickly and create customized, real-time reports and dashboards to fit their visibility needs.

UP TO THE CHALLENGE

Best of all, with the help of an on-site AtTask consultant, the solution could be implemented in less than a month without using any IT resources.

UP TO THE CHALLENGE

In July 2009, Fremont-Rideout Health’s new PMO began using AtTask.

UP TO THE CHALLENGE

“In AtTask, I could assign a task and an email with a link would automatically go out to the assignee and start facilitating that communication between the assignee and the manager. That communication and transparency were huge. It was a game changer.” –Tony Toglia, Director, PMO

UP TO THE CHALLENGE

Over the next four years, AtTask became the hub for project management on all PMO-driven projects and most IT projects, including a multi-million-dollar replacement of the hospital’s software systems.

RAISING EXPECTATIONS

Everyone from the CIO to the department directors on Tony’s team could view real-time reports on late tasks, upcoming tasks, project weight, projects by portfolio, pending projects, and more.

RAISING EXPECTATIONS

Productivity on the organization’s software implementation jumped from one to two installs per year to more than 12 installs per year.

RAISING EXPECTATIONS

“AtTask has raised expectations. AtTask reports are being used at the project level, at the portfolio level, and at the division level... If you look at the number of projects we’ve been able to do with the new PMO and AtTask combined, it’s like they were put on steroids.” –Tony Toglia, Director, PMO

RAISING EXPECTATIONS

Summary

RAISING EXPECTATIONS

AtTask brought unprecedented automation and transparency.

Reports created accountability at every level of the organization.

PMO project capacity grew times 12.