Provincial Health System: 50+ Concurrent ICT Projects Delivered On Budget
Situation
A provincial health system undertaking a comprehensive digital refresh across all hospitals and health regions had a large, fragmented portfolio of IT capital projects — covering new construction, infrastructure renewal, clinical systems, and technology decommissioning. With 50+ concurrent projects in flight and no unified delivery governance, execution was inconsistent and oversight was reactive.
Challenge
The program operated in a complex, politically sensitive public sector environment with strict budget accountability, multiple ministry-level stakeholders, and significant constraints on risk and disruption. Prioritization was reactive, contract scope was loosely managed, and the highest-profile projects lacked a consistent escalation framework.
Approach
Morris led delivery oversight across the full ICT capital portfolio — managing project managers, engineers, and support specialists in a remote-first, multi-site environment. He established a consistent governance model covering deadlines, budgets, quality assurance, and contract scope. He personally problem-solved the most complex and visible program issues, and consulted with leadership on IT architecture, engineering, databases, clinical systems, and emerging technologies to optimize outcomes and achieve fiscal budgets.
Outcomes
- 50+ concurrent projects delivered across a remote, multi-site environment
- Digital refresh completed across all hospitals and health regions in the province
- Technology decommissioning, renewal, and replacement executed on schedule
- Governance model established for capital IT delivery and contract management
- Fiscal budget achieved across the full program portfolio
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