Healthcare · New ConstructionIn progress · 2027

Academic Medical Center Patient Tower

A fourteen-story tower plugged into a campus that never sleeps, and a board that needs a date range it can trust.

LocationDallas, TX

ClientConfidential

LocationDallas, TX

SectorHealthcare

Value$1.15B

Size820,000 sq ft · 14 stories

DeliveryCM at Risk

Duration58 months

StatusTarget 2027

Why it mattered

A late hospital opening is measured in patients, not penalties: a family driving further for care, a surgeon without a room, a community told to wait. Boards need a date they can announce and defend, and we build the schedule that earns it.

The challenge

An academic medical center is replacing beds housed in buildings more than fifty years old with a new patient tower. The site is bounded on three sides by fully operational clinical buildings.

More than thirty trade partners, owner-furnished equipment, research labs and a central utility plant expansion all converge on one commissioning window. Our opening health assessment found much of that window resting on open-ended logic that made the forecast look safer than it was.

Our role

Integrated Master Scheduling (IMS)Earned Value Management (EVM)Forecasting Executive Reporting Project Controls Management

Schedule at a glance

The whole program, on one line.

Start to finish, as the schedule tells it. For work still in progress, the bar moves with today's data date.

StartSep 2022

Duration58 months

Target finishJul 2027

Progress—

Assess every scheduleArchitect by roomCommand each periodClose into activation

How we held the date

Our approach, phase by phase.

The same disciplined sequence we bring to every engagement, shaped around what this project needed most.

PHASE 01PHASE 02PHASE 03PHASE 04

PHASE 01Assess every schedule

An independent health check of each schedule in play, then a single integrated critical path linking design, procurement, construction and medical equipment.

PHASE 02Architect by room

Equipment, IT and life-safety systems tied to the readiness of individual rooms and departments, not whole floors.

PHASE 03Command each period

Two-week data dates, earned value and quantified P50/P80 risk, so leadership could act months ahead rather than weeks.

PHASE 04Close into activation

Commissioning, inspections, clinical training and move-in sequenced as one critical chain to the first patient.

What changed

The difference we made

Measured the only way that matters: whether the date and the budget held.

Result 01One integrated master schedule

Design, procurement, construction, equipment and activation now share a single coded critical path, updated monthly.

Result 02P50 and P80, every month

Quantified risk analysis gives the board a forecast range and the handful of drivers behind it, rather than one hopeful date.

Result 03Activation treated as construction

Clinical move-in and operational readiness carry the same logic, durations and float tracking as concrete and steel.

Services engaged

What we brought to it

Our work in Healthcare

2.01.03Integrated Master Scheduling (IMS)

Integrated Master Schedules that bind design, procurement, construction and commissioning into one traceable program view, from board summary to field activity.

2.02.05Earned Value Management (EVM)

Earned value systems that integrate scope, schedule and budget, measure performance without opinion and forecast completion from evidence.

2.02.08Forecasting

Risk-informed schedule and cost forecasts, expressed as P50 and P80 ranges, that give executives an honest view of the finish date and final cost.

2.02.09Executive Reporting

Concise, candid, decision-grade reporting for boards, executives, lenders and public stakeholders.

2.02.01Project Controls Management

Schedule, cost, change, risk and reporting designed, staffed and led by RichardBarkley, running to a disciplined monthly cycle from the first period.

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