Case Study

King's College Hospital Quality Management System

The Challenge

We were asked by a service lead to support the project for replacing the existing Quality Management System (QMS) in use within the service department. This would include Risk management, Data Migration and Go live commissioning.

The Approach

A budget for the project was established under our advice and resources identified. These were both internal (within the trust) and external (provided by THC and the supplier).
The user requirements were identified and updated.
An options appraisal was presented to the Trust, and our primary recommendations accepted.
We managed the process on behalf of the Trust as the preferred supplier was engaged. Working with the supplier's project team, a delivery model framework established. THC managed internal and external resources to this plan.
A full comparison of the data migration as well as a test strategy were undertaken. Following an assessment of the test data, approval was given by the Trust to implement the new QMS and perform the necessary and appropriate data migration.
Post go-live analysis of the system, the configuration, and the data was carried out.
A benefit realisation exercise was performed, and lessons learned recorded. The third-party supplier and Trust stakeholders were presented with the findings, and the project was then closed off, in line with predefined exit criteria.

The Value Added by Trans Health Co

The client needed both expertise in data migration as well as experienced project management of this business-critical system replacement. Trans Health Co were able to provide this in a timely and cost-effective manner.
This allowed the timeframe to be shortened, by bringing in our external expertise. Costs were also reduced as the streamlined framework and flexible engagement terms, meant the client had the resources they needed, only when they needed them and were charged accordingly.

The Lessons Learned

i)Agree gateway acceptance criteria in advance to meet client objectives and minimise project delays.
ii) Bring in the necessary skills as and when required to optimise effective delivery and minimise spend.
iii) Follow a defined framework for validation. Document activities and outcomes.
iv) Use internal skilled resource when available.
v) However, accept external expertise when needed quickly to provide best value to project and shorten delivery time.