The Graphics Services group within UK HealthCare supports the larger organization with a wide variety of advertising and marketing projects. The graphics manager explained, "We're the keepers of the brand. We create all of the collateral material and oversee the agency that UK HealthCare uses." Describing the scope and intensity of the group's work, he said, "We're a very, very busy department. We do about 60 projects a month, and we have at any given time about 150 active projects in various stages of approval."
- Creative staff constantly interrupted with status questions
- Inability to report ad hoc on the status of a given project
- Some tasks on projects "lost" or slipped through the cracks
- Lack of a unified, up-to-date view on one or many projects
- Approval process was complex and time consuming
- No way to enable collaboration
Prior to the adoption of Project Insight, UK HealthCare's Graphics Services group struggled to track progress on projects in a way that could help them collaborate with other departments. In addition, the group was distracted many times a day from creative and other project tasks by staff from outside the department requesting status updates. The graphics manager said, "We were managing our projects by spreadsheet. I'll tell you that I've been managing departments like this for about 25 years and I've tried various different management tools, and collaboration pieces, and they've all eventually failed."
I've tried various different management tools, and collaboration pieces, and they've all eventually failed." Describing the process of getting projects completed, he said, "In the healthcare industry, the approval process takes a lot longer because of liability issues, and information and legal requirements change so quickly." A number of very busy employees were part of the approval process, and worked offsite at any of several hospitals belonging to UK HealthCare. "So it was a very complex process to get the approvals finished, and you can imagine with that number of projects and that number of loose ends that it was hard for anybody to get their hands around the whole thing."
In addition, the graphics manager explained, "Collaboration was tough. Before Project Insight, one person had a spreadsheet of all of the projects, and he tried to keep it in his head as to what stages various tasks were in. 'I'm going to put this on hold so I can get a new photograph,' or 'So-and-so has problems with the copy. We have to vet this copy, I'll get back with you." Then you forget and the person circles back around asking, ‘How come my project's late? Where is it?' or ‘I can't get anything out of you guys.' You can imagine that with 20 people trying to juggle this many projects, there really was no central place that captured the nuances of every job."