EHR Implementation Rescue: 60 Days Behind, Back on Track in 30
A critical EHR go-live was 60 days behind. The steering committee had lost confidence. The vendor was pointing fingers.
The Challenge
A regional health network with 8 facilities contracted PMOstart after their Epic EHR implementation fell two months behind schedule. The vendor was blaming scope creep. The internal team was blaming the vendor. Executive leadership had stopped trusting the weekly status reports. Three previous recovery attempts had failed because they addressed symptoms instead of root causes.
The Approach
Interviewed all 12 project stakeholders independently and reviewed 90 days of meeting notes, change requests, and RAID log entries. Produced a root-cause analysis within 5 business days identifying three structural failures: uncontrolled scope additions, a broken escalation path, and a vendor contract that gave the vendor no incentive to absorb delays.
Rebuilt the project governance model: new scope baseline with formal change control, a revised schedule with achievable milestones, a single source of truth for status, and a restructured vendor accountability framework with penalty provisions for unresolved blockers.
Facilitated a steering committee reset session, delivered the first trusted status report in three months, and established a weekly leadership cadence that gave executives visibility without drowning them in operational detail.
Transferred governance to the internal PM team with documentation, a coaching plan, and a 90-day monitoring checkpoint. The go-live occurred six weeks after the recovery engagement ended.
Results
"PMOstart got in, diagnosed the real problem, and gave us a recovery plan we could actually execute. Six weeks later we were live."
The service behind this result
Project Rescue Sprint
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Other delivery problems solved.
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