Sample PMP Case – Study 2026

Cross-Regional Healthcare Platform Modernization

A public healthcare authority is leading a multi-year program to modernize clinical data platforms, patient-facing services, and compliance infrastructure across five regions. Funded jointly by central government and regional health authorities – each with distinct mandates, patient demographics, and legacy systems.

Delivery is hybrid: core interoperability layers follow a predictive model (regulatory/audit requirements); patient-engagement modules are developed iteratively. External vendors supply cloud infrastructure, analytics, and regional integration under contracts ranging from fixed-price to agile retainers.

Governance was designed for single-region capital projects. As the program spans regions, organizational boundaries blur, decision authority overlaps, and change requests compete with delivery sprints. A new national digital health strategy is in draft – its alignment with current program scope remains unclear. Stakeholders: clinicians, regulators, IT leads, patient groups, ministry officials – each defining ‘success’ differently.

The national digital health strategy is released in draft form, proposing a shift toward federated data architecture that may invalidate two of the program’s core design decisions. Regional leads interpret the draft differently – some argue the program must halt pending finalisation, others say delivery should continue unchanged. Senior leadership asks the PM for a recommendation.

What should the project manager do?

Cross-Regional Healthcare Platform Modernization

A public healthcare authority is leading a multi-year program to modernize clinical data platforms, patient-facing services, and compliance infrastructure across five regions. Funded jointly by central government and regional health authorities – each with distinct mandates, patient demographics, and legacy systems.

Delivery is hybrid: core interoperability layers follow a predictive model (regulatory/audit requirements); patient-engagement modules are developed iteratively. External vendors supply cloud infrastructure, analytics, and regional integration under contracts ranging from fixed-price to agile retainers.

Governance was designed for single-region capital projects. As the program spans regions, organizational boundaries blur, decision authority overlaps, and change requests compete with delivery sprints. A new national digital health strategy is in draft – its alignment with current program scope remains unclear. Stakeholders: clinicians, regulators, IT leads, patient groups, ministry officials – each defining ‘success’ differently.

Two vendor contracts are using agile retainer models for patient-engagement features. Midway through the third sprint cycle, one vendor’s team begins missing sprint goals consistently, citing ambiguous acceptance criteria written jointly by regional clinical leads and the vendor’s product owner. The vendor blames the PM’s team for late sign-off; the clinical leads blame the vendor for not escalating sooner. Delivery is falling behind.

What should the project manager do?

Cross-Regional Healthcare Platform Modernization

A public healthcare authority is leading a multi-year program to modernize clinical data platforms, patient-facing services, and compliance infrastructure across five regions. Funded jointly by central government and regional health authorities – each with distinct mandates, patient demographics, and legacy systems.

Delivery is hybrid: core interoperability layers follow a predictive model (regulatory/audit requirements); patient-engagement modules are developed iteratively. External vendors supply cloud infrastructure, analytics, and regional integration under contracts ranging from fixed-price to agile retainers.

Governance was designed for single-region capital projects. As the program spans regions, organizational boundaries blur, decision authority overlaps, and change requests compete with delivery sprints. A new national digital health strategy is in draft – its alignment with current program scope remains unclear. Stakeholders: clinicians, regulators, IT leads, patient groups, ministry officials – each defining ‘success’ differently.

A senior clinician stakeholder from Region 3, who holds significant informal influence over adoption, publicly questions the clinical value of a key module at a program steering committee meeting. Her concerns reflect a broader pattern: clinical engagement has been inconsistent since initiation, and several regions have low adoption rates for earlier releases. The program sponsor asks the PM to ‘get buy-in’ before the next board review.

What should the project manager do?

Cross-Regional Healthcare Platform Modernization

A public healthcare authority is leading a multi-year program to modernize clinical data platforms, patient-facing services, and compliance infrastructure across five regions. Funded jointly by central government and regional health authorities – each with distinct mandates, patient demographics, and legacy systems.

Delivery is hybrid: core interoperability layers follow a predictive model (regulatory/audit requirements); patient-engagement modules are developed iteratively. External vendors supply cloud infrastructure, analytics, and regional integration under contracts ranging from fixed-price to agile retainers.

Governance was designed for single-region capital projects. As the program spans regions, organizational boundaries blur, decision authority overlaps, and change requests compete with delivery sprints. A new national digital health strategy is in draft – its alignment with current program scope remains unclear. Stakeholders: clinicians, regulators, IT leads, patient groups, ministry officials – each defining ‘success’ differently.

Three months before a major regulatory deadline, an audit by the national compliance authority identifies a pattern of data handling inconsistencies across two regions. The findings are not yet formal non-compliance, but the auditors issue a ‘notice of concern’ and indicate a follow-up review in six weeks. The PM’s team was not involved in the audit process. Regional IT leads believe the issues are minor and self-correcting.

What should the project manager do?

Cross-Regional Healthcare Platform Modernization

A public healthcare authority is leading a multi-year program to modernize clinical data platforms, patient-facing services, and compliance infrastructure across five regions. Funded jointly by central government and regional health authorities – each with distinct mandates, patient demographics, and legacy systems.

Delivery is hybrid: core interoperability layers follow a predictive model (regulatory/audit requirements); patient-engagement modules are developed iteratively. External vendors supply cloud infrastructure, analytics, and regional integration under contracts ranging from fixed-price to agile retainers.

Governance was designed for single-region capital projects. As the program spans regions, organizational boundaries blur, decision authority overlaps, and change requests compete with delivery sprints. A new national digital health strategy is in draft – its alignment with current program scope remains unclear. Stakeholders: clinicians, regulators, IT leads, patient groups, ministry officials – each defining ‘success’ differently.

Three months before a major regulatory deadline, an audit by the national compliance authority identifies a pattern of data handling inconsistencies across two regions. The findings are not yet formal non-compliance, but the auditors issue a ‘notice of concern’ and indicate a follow-up review in six weeks. The PM’s team was not involved in the audit process. Regional IT leads believe the issues are minor and self-correcting.

What should the project manager do?