Creating a Quality Improvement Project Pipeline and Project Portfolio Management Structure for a Multi-Hospital System

Due to exponential expansion of a Lean Six Sigma program, an evolution of the project portfolio management structure was required to keep pace with anticipated future demands. Commissioned with the full support and sponsorship of the executive vice president and chief operating officer, the operations improvement team designed and implemented both a centralized project information tracking system and a portfolio management structure. This has resulted in an efficient project selection, prioritization and portfolio management process, and has opened lines of communication allowing for greater sharing of best practices and process improvements.

This case study is part of the Illinois Hospital Association's annual quality awards. Each year, IHA recognizes and celebrates the achievements of Illinois hospitals in continually improving and transforming health care in the state. These hospitals are improving health by striving to achieve the Triple Aim--improving the patient experience of care (including quality and satisfaction); improving the health of populations; and reducing the per capita cost of health care.

Award recipients achieve measurable and meaningful progress in providing care that is:

• Safe
• Timely
• Effective
• Efficient
• Equitable
• Patient-centered

(The Institute of Medicine's six aims for improvement.)