Healthcare · New ConstructionIn progress · 2027

University Hospital Acute Care Tower

Sixteen floors of beds for a city that has outgrown its hospital. The board can see the opening date from here.

LocationSan Antonio, TX

ClientConfidential

LocationSan Antonio, TX

SectorHealthcare

Value$860M

Size760,000 sq ft · 16 stories

DeliveryCM at Risk

Duration56 months

StatusTarget 2027

Why it mattered

A hospital that opens late is measured in people: the patient sent to another city for surgery, the nurse working in a ward that should have been replaced, the community still waiting. Owners need to see the opening date clearly from the first month, and to know what stands between them and the first patient.

The challenge

A university hospital is replacing patient rooms in buildings that predate modern codes with a new sixteen-story acute care tower, stitched into an operating campus on three sides.

Thirty-plus trade partners, owner-furnished imaging, a central plant expansion and clinical activation all converge on the same short commissioning window at the end.

Our role

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

Schedule at a glance

The whole job, on one line.

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

StartNov 2022

Duration56 months

Target finishJul 2027

Progress—

Establish the real positionPlan by departmentHold the middle monthsPlan the first patient

How we kept it on course

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 01Establish the real position

An independent health check of every schedule on the project, then a single logic-linked critical path joining design, procurement, construction and medical equipment.

PHASE 02Plan by department

Medical equipment, IT and life-safety systems tied to the readiness of each room and department rather than whole floors.

PHASE 03Hold the middle months

Fortnightly updates, earned value and quantified risk, so leadership could act on problems months before they reached the opening.

PHASE 04Plan the first patient

Commissioning, inspections, clinical training and move-in held as one sequence ending on the first day of care.

What changed

The difference we made

Measured the only way that matters: did the project land where we said it would.

Result 01One schedule, end to end

Design, procurement, construction, equipment and activation sit in a single integrated master schedule.

Result 02A date range the board trusts

Monthly quantified risk analysis replaces a single hopeful date with a confident range and its drivers.

Result 03Activation treated as construction

Clinical move-in, training and readiness carry the same logic and rigor as the concrete and steel.

Services engaged

What we brought to it

Our work in Healthcare

01.03Integrated Master Scheduling (IMS)

Integrated Master Schedules that connect design, procurement, construction and commissioning into a single program view, traceable from the boardroom summary down to the field.

02.06Earned Value Management (EVM)

Earned value systems that join scope, schedule and cost to measure performance objectively and forecast with evidence.

02.09Forecasting

Risk-informed schedule and cost forecasts that give executives a realistic finish date and final cost, with the confidence stated.

02.11KPI Management

Focused KPI frameworks that align teams, reward the right behaviour and show performance honestly.

02.01Project Controls Management

Schedule, cost, change, risk and reporting set up, staffed and run by Schedola as one coordinated function.

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