Project Management Office in Health Care: A Key Strategy for Developing and Evaluating New Models of Health Care Delivery

Wednesday, July 13, 2011: 10:50 AM

Marie-Claire Richer, RN, MSc, PhD1
Melanie Lavoie-Tremblay, RN, PhD2
Monique Aubry, PhD3
Guylaine Cyr, PhD2
(1)Transition Office, McGill University Health Center, Montreal, QC, Canada
(2)School of Nursing, McGill University, Montreal, QC, Canada
(3)School of Management, University of Quebec at Montreal, Montreal, QC, Canada

Learning Objective 1: The learner will be able to identify key activities from the support program of the Project Management Office to improve health care delivery.

Learning Objective 2: The learner will be able to discuss on the findings regarding the program effects.

Purpose: One of the event objectives of the 22nd International Nursing Research Congress is to explore strategies for developing and evaluating new models of health care delivery. The purpose of our presentation is to describe the support program of the Project Management Office (Transition Office) at the McGill University Health Centre (Quebec) to improve health care delivery through better evidence-based decisions. In addition, findings regarding the program effects will be presented.


Semi-structured individual interviews were conducted with 11 members of the Transition Office. The main themes addressed were: the description of the Transition Office, context of implementation and impact of the Transition Office Support Program. Interviews were audiotaped and transcribed. The data generated by the interviews were analyzed using NVivo with the method proposed by Miles and Huberman (1994).

Results: Through its support program, the Transition Office is a source of expertise that facilitates innovation to optimize health care delivery. It provides material support and human expertise for evidence-based projects. It also facilitates communication among the human resources of the whole organization. The Transition Office is seen as an expertise provider that promotes competency development, training and evidence-based practices. The Transition Office provides a reliable structure and framework, supports standardization of procedures, and makes the organization as effective as possible by creating an evidence-based practice culture. It provides the possibility of reviewing and better structuring the ways things are done (new models) and this favours efficiency (organizational level, practice level).


Over the years, a project management office has become a real core phenomenon of organizations, and more recently in the health care field. Overall, the Transition Office Support Program provides an interesting avenue for supporting change in practices and for its contribution to new models of health care delivery.