Opening a new hospital in 100 days - Practice Plus Group (PPG) digital collaboration with IMS MAXIMS
In the competitive and fast-evolving world of healthcare, speed and efficiency are critical. Practice Plus Group (PPG) demonstrated an extraordinary ability combining innovation, precision, and expert collaboration with IMS MAXIMS to set up the MAXIMS Electronic Patient Record System (EPR) and open a state-of-the-art hospital in just 100 days.
Opening a hospital is typically a complex, multi-year project, involving extensive planning, construction, staffing, and regulatory approvals. Defying expectations, however, PPG completed this monumental task in just over three months.
This case study will explore how PPG accomplished this, breaking down the steps they took to meet timelines, navigate challenges, and deliver high-quality care from day one. Through a focus on innovative project management, strategic partnerships, and lean construction methodologies.
“As PPGs EPR supplier, we are proud to have supported such a determined and resourceful team. The success of this project is a powerful reminder that with the right partnership and collaboration, even the most ambitious goals can be achieved.”
PPG is one of England’s largest independent providers of private, insured and NHS healthcare, with expertise in surgery, diagnostics, general practice, secure environment health, and urgent care. The partnership with IMS MAXIMS started in 2006, when first implementing MAXIMS Electronic Patient Record (EPR) across multiple PPG hospital sites. Fast forward to 2023 when five sites still operating with a competitors software migrated to MAXIMS EPR. This synchronised go-live across these five sites simultaneously was a huge undertaking and marked a remarkable achievement for PPG.
CONCERNS AND CHALLENGES
Opening a new hospital in such a short period posed several concerns and challenges:
Time constraints: A 100-day deadline for complete operational readiness.
Building works: The building required maintenance work, building inspections and surveys to ensure it wa ready to start implementing (fitting cables, plugs, etc). Without the building being ready, the EPR could not be implemented.
Building configuration into UAT: In such a short time.
Coordination: Ensuring all departments and systems were implemented smoothly.
Staff training: Rapid training for all medical and administrative staff on the MAXIMS EPR system.
Other pressures: Whilst mobilising the new hospital, PPG’s relatively small team were looking after 21 systems, 11 other hospitals, 3 of which were migrating to MAXIMS simultaneously. Managing the staff training and configuration for all hospitals is a huge task.
These challenges needed a robust, scalable, and user-friendly EPR solution that could be implemented quickly and efficiently.
“When faced with a challenging task, it’s important to work with partners who are both supportive and deliver on time. Building a plan for a project with such a short timeline can only be achieved with complete confidence in our partner organisation.”
SOLUTION AND SELECTION PLANNING
IMS MAXIMS, with its extensive experience and long-standing relationship with PPG, was the natural choice for this project. The selection criteria focused on several key factors to ensure the success of the EPR implementation.
First, IMS MAXIMS proven track record played a significant role in the decision. The successful partnership with PPG since 2006 demonstrated their reliability and capability in delivering effective EPR solutions. The comprehensive features of the EPR system were crucial. The system's ability to manage diverse healthcare functions ensured that it could meet the varied needs of the new hospital. This versatility was essential for supporting the wide range of services and operations that the hospital will offer.
Scalability was a key consideration. The chosen EPR system needed to handle the demands of a new, busy hospital, with the capacity to grow and adapt as the hospital's needs evolved. IMS MAXIMS solution met this requirement, providing assurance that the system could support both current and future demands.
PREPARATION
In preparation to open the new hospital, PPG assembled a project team to define the objectives and identify the necessary resources. This involved analysing individual roles and determining their specific requirements, such as the systems they would use, workstation setups, necessary equipment, door access, and desk supplies. They collaborated with workstream leads to compile a detailed “shopping list” of these needs.
The strategy was to ensure the efficient mobilisation of this hospital, with the intention of applying the same approach to future hospital openings. A similar process was undertaken for the training program, where they assessed the training needs for each role and determined the best delivery methods, whether through face-to-face sessions, online e-learning, or simple 'how-to' guides. Early hires were identified as champions of this initiative, receiving a day and a half of intensive training. Once operational, the new Birmingham location will serve as the flagship hospital for this model.
“The partnership with IMS MAXIMS allowed us to effectively prioritise tasks, manage timelines, and maintain focus amidst a whirlwind of activity. This collaboration was key to our ability to strategically plan and execute, ensuring that every moving part was aligned to meet our ambitious goals.”
IMPLEMENTATION STRATEGY AND TIMELINE
Day 1-10: Initial planning and coordination
Day 11-30: Infrastructure setup and preliminary EPR system configuration.
Day 31-60: Initial staff training
Day 61-90: Full system deployment and extensive staff training sessions. First patients able to book their appointments.
Day 91-100: Final testing, adjustments, and readiness check.
Day 101: First patient attends their appointment at the hospital.
IMPLEMENTATION PROCESS
The implementation process included several key steps. First, the infrastructure setup involved the quick establishment of necessary hardware and network infrastructure in the building, ensuring that the foundational technology was in place for the EPR system.
Staff training was another critical component, with intensive training programs tailored to different staff roles. This approach ensured that all personnel were proficient and confident in using the EPR system, minimising disruptions to daily operations.
Finally, pilot testing was conducted to identify and address any issues before the full deployment. These trial runs allowed the team to fine-tune the system and processes, ensuring a smooth and successful launch.
“I’d like to congratulate both the PPG IT team and IMS MAXIMS team for meeting our business objectives to open our new hospital in 100 days. This can only be achieved with trust, partnership and collaboration when working with our supplier.”
“We are proud to have partnered closely with PPG in the successful opening of their new hospital. This achievement highlights the power of a strong partnership. Our shared commitment to excellence and innovation enabled us to deliver the MAXIMS EPR system that will support the new hospital in providing exceptional care for patients. We look forward to continuing our partnership and contributing to their ongoing success.”
CONCLUSION
The successful opening of the hospital within just 100 days was made possible by the dedication and expertise of the small but highly capable team, with the support of IMS MAXIMS. Tasked with managing 21 critical systems across 11 hospitals, soon to be 12, this team navigated an incredibly demanding landscape. They balanced the complexities of mobilising a new hospital while simultaneously overseeing the migration of three others, all within an exceptionally tight timeframe. The challenge of configuring and training staff across all hospitals, requiring meticulous coordination and rapid execution. Resources were stretched, underscoring the vital role of IMS MAXIMS in providing crucial project support.
This achievement not only highlights PPG’s operational excellence but also their unwavering commitment to patient care and community service. This accomplishment sets a new standard for what can be achieved under pressure and serves as an inspiring example of what is possible when everyone in an organisation pulls together towards a common goal.