The organization had established a new Strategic Initiatives Office to oversee enterprise initiatives, but the governance, reporting, and project management practices needed to support that responsibility were still developing. At the same time, it was preparing for a Medicaid expansion that would add more than 300,000 new members. The challenge wasn't simply managing more projects. It was creating an operating model capable of supporting enterprise scale.
Case Study
A stronger PMO that scaled with the organization.
A regional health plan was preparing for a major Medicaid expansion while its newly established Strategic Initiatives Office was still building the governance, processes, and tools needed to support enterprise delivery. The Gunter Group helped create the operational foundation that allowed the organization to execute with greater visibility, consistency, and confidence.
Engagement at-a-glance
Industry:
Healthcare
Organization size:
1,000 - 3,000 employees
Services:
Enterprise PMO & Portfolio Management
Operations & Process Improvement
Enterprise System Implementation
Operations & Process Improvement
Enterprise System Implementation
The Challenge
A growing portfolio without the structure to support it.
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Inconsistent governance slowed decisions
Project intake, prioritization, and governance varied across the portfolio, making it difficult for leadership to evaluate priorities, allocate resources, and manage risk consistently. Without shared processes, enterprise oversight became increasingly difficult as the portfolio grew.
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Leadership lacked reliable portfolio visibility
Status reporting and RAID logs were maintained differently across project teams, requiring significant manual effort to produce executive reporting. Leaders lacked a consistent, real-time view of portfolio health, resource utilization, and emerging risks.
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New tools weren't changing how work happened
Legacy project management tools had low adoption and inconsistent use across the organization. The challenge wasn't selecting better technology. It was creating the processes, governance, and organizational adoption needed for those tools to improve delivery.
Our Approach
We built the operational foundation needed to close the gap between strategic priorities and day-to-day execution.
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1
Assessed the current state
We evaluated the Strategic Initiatives Office across people, process, technology, and governance, then aligned executive leadership around a future-state vision and governance model.
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2
Modernized portfolio management tools
Working alongside business and IT stakeholders, we selected, configured, and implemented a new enterprise PPM platform while guiding project managers through the migration from legacy systems.
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3
Standardized delivery practices
We developed common project management processes, standardized RAID reporting, and trained project managers on consistent execution practices that could scale across the organization.
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4
Improved executive decision making
We redesigned portfolio reporting through Smartsheet and Power BI dashboards, providing leadership with timely, reliable visibility into project health, milestones, and resource capacity.
Value Delivered
A Strategic Initiatives Office the organization could rely on to lead enterprise change
Standardized project delivery across the office
Created consistent project management practices and RAID reporting across the Strategic Initiatives Office.
Modernized portfolio oversight and reporting
Implemented new governance structures, reporting tools, and executive dashboards that improved visibility across the portfolio.
Increased adoption of new tools
Transitioned project managers to a new PPM platform while integrating Microsoft 365 collaboration tools into daily operations.
Built capability that continued after handoff
Established repeatable governance, reporting, and portfolio management processes that continue supporting enterprise initiatives beyond the engagement.
Results that reflect the work behind them.
300,000+
New Medicaid members supported through enterprise readiness efforts
100%
Standardized project management practices and RAID reporting across the Strategic Initiatives Office
2 years
Embedded partnership supporting PMO maturity and enterprise portfolio transformation
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