Healthcare · New ConstructionCompleted 2025

Children's Hospital Pediatric Pavilion

A storm season and a structural redesign put opening day five months at risk. Families still walked in on the original date.

LocationHouston, TX

ClientConfidential

LocationHouston, TX

SectorHealthcare

Value$640M

Size410,000 sq ft

DeliveryCM at Risk

Duration44 months

StatusCompleted 2025

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

A children's hospital committed to a new pavilion for critical and specialty pediatric care. Families, donors and clinical staff were all counting toward the same opening day.

Midway through construction, an active hurricane season and a structural redesign together put roughly twenty-two weeks of slip on the forecast. The owner needed to know how much of that was real, and what it would cost to win back.

Our role

Recovery Scheduling Time Impact Analysis (TIA)Schedule Updates Executive Reporting

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.

StartNov 2021

Duration44 months

HandoverJul 2025

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 0120 of 22 weeks recovered

A resequenced recovery schedule won back twenty weeks; the last two were absorbed in activation float, and the opening date held.

Result 02Candid updates for donors

Monthly narratives gave the foundation specific, honest progress it could share with the people funding the building.

Result 03Twelve-week activation

Equipment, IT and clinical training ran as one twelve-week activation sequence to the first patient.

Services engaged

What we brought to it

Our work in Healthcare

2.01.05Recovery Scheduling

Recovery plans that restore control of late programs: diagnosed quickly, built on what is physically achievable and agreed by every party who must fund or deliver them.

2.04.02Time Impact Analysis (TIA)

Prospective and contemporaneous TIAs that show, with a clean fragnet and a statused update, exactly what an event does to completion.

2.01.06Schedule Updates

Disciplined periodic updates that capture verified progress, explain every movement and keep the schedule an instrument of command rather than a record of hope.

2.02.09Executive Reporting

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

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