To accompany its new PMO, Fremont-Rideout chose AtTask to manage its IT work. In a few years, they have multiplied their project capacity twelve times.

1. RAISING EXPECTATIONS
How Fremont-Rideout Health Grew Project Capacity x12

2. Fremont-Rideout Health Group
• Industry: Healthcare
• Beds: 281
• Location: Yuba City, CA
• 80,000 ER patient visits per year
CUSTOMER BACKGROUND

3. Up until 2008, the organization had managed to
build up an impressive budget surplus, but their IT
healthcare software systems and infrastructure were
outdated. Communication lacked between the IT
department and their client departments and
stakeholders.
NEEDING AN UPDATE

4. Tony Toglia was brought in to direct a new PMO to
facilitate the update of the hospital’s software
systems and bridge the gaps between IT and the rest
of the organization.
NEEDING AN UPDATE

5. “Our processes weren’t terrible, but they weren’t
leading edge. To service our community, we realized
we needed to invest in bringing our software systems
up to date. And we would need the right tool to
accomplish that.”
–Tony Toglia, Director, PMO
NEEDING AN UPDATE

6. As Tony assembled a crack team of project
managers and began looking for a solution, his CIO
introduced him to AtTask Enterprise Work Cloud.
UP TO THE CHALLENGE

7. AtTask stood out from the competition because of its
intuitive functionality and relational database. Tony’s
team would be able to pick up the software quickly
and create customized, real-time reports and
dashboards to fit their visibility needs.
UP TO THE CHALLENGE

8. Best of all, with the help of an on-site AtTask
consultant, the solution could be implemented in less
than a month without using any IT resources.
UP TO THE CHALLENGE

9. In July 2009, Fremont-Rideout Health’s new PMO
began using AtTask.
UP TO THE CHALLENGE

10. “In AtTask, I could assign a task and an email with a
link would automatically go out to the assignee and
start facilitating that communication between the
assignee and the manager. That communication and
transparency were huge. It was a game changer.”
–Tony Toglia, Director, PMO
UP TO THE CHALLENGE

11. Over the next four years, AtTask became the hub for
project management on all PMO-driven projects and
most IT projects, including a multi-million-dollar
replacement of the hospital’s software systems.
RAISING EXPECTATIONS

12. Everyone from the CIO to the department directors
on Tony’s team could view real-time reports on late
tasks, upcoming tasks, project weight, projects by
portfolio, pending projects, and more.
RAISING EXPECTATIONS

13. Productivity on the organization’s software
implementation jumped from one to two installs per
year to more than 12 installs per year.
RAISING EXPECTATIONS

14. “AtTask has raised expectations. AtTask reports are
being used at the project level, at the portfolio level,
and at the division level... If you look at the number of
projects we’ve been able to do with the new PMO
and AtTask combined, it’s like they were put on
steroids.”
–Tony Toglia, Director, PMO
RAISING EXPECTATIONS

15. Summary
RAISING EXPECTATIONS
AtTask brought
unprecedented
automation and
transparency.
Reports created
accountability at
every level of
the organization.
PMO project
capacity grew
times 12.