Abstract

The purpose of this article is to share how one Canadian hospital is using a blend of project management and change management strategies as well as operational readiness best practices to help maintain operations and staff morale in a large urban emergency department as it redevelops its current space (to approximately double the current size) over a four-year period. Crucial to its ongoing success is robust support of senior and program leadership, project and change management resources and clinical leads working collaboratively to address and plan for the impacts of construction.