Case Study: Accelerating CRM Implementation in Healthcare – Epic Cheers Rollout

Client Overview

Organization: Mercy Health
Industry: Healthcare | CRM | Digital Transformation
Project: Epic Cheers CRM Rollout (Call Center Enablement)
Health System Size: One of the five largest U.S. health systems
Project Style: Agile (Hybrid Scrum/Waterfall)
Role: Implementation Project Manager

Project Summary

Mercy Health sought to replace Salesforce CRM within its enterprise call center by rapidly deploying Epic Cheers. After months of stalled progress, I was brought in mid-project to re-energize the initiative and fast-track deployment. In collaboration with product leaders, developers, and end users, I drove the final build of the minimum viable product (MVP), stabilized operations, and prepared the team for future integrations with Microsoft Dynamics and Salesforce.

Timeline & Tools

Project Duration: ~6–8 Weeks (MVP Go-Live)
Tools Used:

  • JIRA (Agile board + backlog management)

  • Microsoft Project (status tracking and reporting)

  • ServiceNow (status reports and project visibility)

  • Microsoft Teams (collaboration)

  • Epic (CRM build, UAT, and workflow design)

  • Salesforce / Microsoft Dynamics (integration prep)

Key Responsibilities

1. Agile Delivery Leadership

  • Revived stalled project and implemented a weekly sprint cycle with clear cadence:

    • Fridays: Prioritized backlog + planned upcoming sprint

    • Mondays: Presented sprint goals and kickoff

    • Tues–Wed: Facilitated build and UAT

    • Thursdays: Promoted completed stories to production

  • Led daily sprint standups and mid-week checkpoints

  • Managed all JIRA tickets, task flow, and sprint boards

2. MVP Scope & Build Execution

  • Partnered with product managers to define a minimum viable product

  • Translated high-level feature requests into prioritized build tickets

  • Drove configuration of CRMs for various call types (symptom triage, prescription renewals, etc.)

  • Supported knowledge base development to reduce escalations and improve first-call resolution

3. Testing & Deployment

  • Coordinated user acceptance testing (UAT) and feedback cycles mid-sprint

  • Tracked progress against MVP completion weekly via Microsoft Project

  • Facilitated at-the-elbow support and worked with trainers to roll out documentation and education plans

4. Change Management & Feature Requests Post-Go-Live

  • Managed inbound change requests from clinics and call centers

  • Helped prioritize and build additional features after go-live

  • Ensured new requests were tested, approved, and deployed through weekly Agile cycles

5. Integration Readiness & Vendor Collaboration

  • Collaborated with implementation partners on early integration planning with Microsoft Dynamics and Salesforce

  • Helped gather requirements for future CRM data flows between Epic and external systems (e.g., campaign data, patient eligibility triggers)

Results & Impact

  • MVP live within 6–8 weeks of project takeover

  • Full CRM workflows configured for call types across clinical intake, prescription support, and triage

  • Decreased escalation rates by enabling agents to resolve calls without clinic handoff

  • Set foundation for future Salesforce + Microsoft Dynamics integrations

  • Agile delivery model established and handed off to product teams for sustainability

Lessons Learned & Key Takeaways

Agile Implementation in Healthcare

  • Agile workflows work in enterprise healthcare when there's a clear rhythm and cross-functional buy-in

  • Daily touchpoints and consistent backlog grooming were essential for pushing features through quickly

  • A hybrid model allowed for structure without compromising flexibility

People > Product

  • Training, at-the-elbow support, and clinic partnership were key to adoption

  • Close collaboration with the call center ensured real user feedback drove the build

  • Building workflows in theory is never enough—you must refine based on real user interaction

Strategic Recovery

  • Coming into a project mid-stream can be an advantage when there’s leadership buy-in for change

  • Establishing velocity quickly helped restore trust with stakeholders and show value

  • Prepping for future integrations—even if they don’t go live immediately—protects against rework later

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