Dealing with Uncertainty and Ambiguity in a Complex Project

The Case of Intravenous (IV) Pumps inHealthcare Center

Article Change Management, Risk Management, Complexity, Healthcare 1 February 2018

Project Management Journal

Aubry, Monique | Boulay-Bolduc, Madeleine | Richer, Marie-Claire | Lavoie-Tremblay, Mélanie

How to cite this article:

Aubry, M., Boulay-Bolduc, M., Richer, M.-C., & Lavoie-Tremblay, M. (2018). Dealing with Uncertainty and Ambiguity in a Complex Project: The Case of Intravenous (IV) Pumps inHealthcare Center. Project Management Journal, 49(1), 110–121.

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In 2008, the Quebec government approved a CAD$2.3 billion budget to build a modern academic healthcare facility that would provide state-of-the-art, highly specialized healthcare services to the Montreal population and to a broader community of 1.7 million Quebecers scattered from Nunavik to the U.S. border. The new facility would house a great part but not all of the McGill University Health Center (MUHC) activities. The opening of the Glen site in 2015 was the conclusion of a multifaceted project involving hundreds of workers, over a period of close to eight years. The physical architecture conveyed only a glimpse of the complexity and magnitude of this redevelopment project, much of which resided 'within its walls,' where clinical teams from different hospitals needed to prepare to work together day one after the move. The programs and activities of the two larger general hospitals, the Royal Victoria and the Montreal General, had to be reconfigured and redeployed, which required many teams to merge and many clinical practices to be harmonized. In addition, throughout the organization, many major clinical and administrative processes had to be streamlined and optimized to meet the expectations set for the new MUHC.
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