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Business Need
Business Need
Peoples Health, a Medicare Advantage organization, aimed to achieve a coveted Five-Star plan rating—the federal government’s highest measure of quality, customer satisfaction, and care outcomes. This rating directly impacts the financial incentives Medicare organizations receive.
To meet this goal, multiple high-visibility strategic programs were in motion under strict regulatory timelines. Brenda joined to establish a consultative Project Management Office (PMO) that would guide executives, vice presidents, and functional leaders in effectively planning and delivering these initiatives.
Challenges
Challenges
Directors and managers were stretched thin, balancing project responsibilities with daily operations. This limited their ability to manage timelines, approvals, and cross-department coordination.
Although more than 80 employees had received training on the project management tool, user adoption was minimal, and standardized practices were rarely applied.
The organization also lacked visibility into its 100+ active projects, including their scope, complexity, business value, and strategic alignment.
Adding to the challenge, the newly created PMO had no dedicated staff or infrastructure to fulfill its mission.
Approach
Approach
Brenda built the PMO from the ground up using a people-first, iterative approach:
People: Interviewed 30 directors, managers, and team members to understand real-world challenges and design PMO support around their needs.
Process: Delivered hands-on coaching and guidance from concept to delivery, building trust and demonstrating the tangible value of standardized project management practices.
Tools: Partnered with the Education & Training team to assess past tool usage and led usability testing with seven pilot users, shaping practical improvements for both standalone and enterprise versions.
Results
Results
Achieved the Five-Star plan rating, representing $10 million in additional revenue.
Delivered strategic programs on time, within scope and budget.
Validated a user-centered PMO model, grounded in real operational experience rather than top-down administration.
Developed three tool prototypes that identified workflow blockers, non-value-added tasks, and process gaps.
Improved enterprise-wide transparency and alignment across 100 projects through a centralized project inventory and performance analysis.
Expanded the PMO by hiring and mentoring new project coordinators equipped with user-focused project management skills.
“With the implementation of the PMO office, Peoples Health was able to establish six new clinics and achieve a Five Star rating within the targeted two-year timeframe. This was in great measure due to the coordination and leadership of the project management team led by PMO manager Brenda Lee Hernandez.”
Dan Thomas, Assistant VP PMO, Peoples Health
"Brenda was my mentor when I was just starting my career in project management. She taught me how to implement cross-functional projects with diverse stakeholders. In addition to on-the-job coaching, she tutored me in preparation of my CAPM exam and gave me the confidence to pass. The lessons I learned from her help me be a more efficient team member and directly contribute to the success of a project."
Jessica Harrison, CAPM, Marketing & Regulatory, Peoples Health, now Manager Compliance at Ochsner Health
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