We developed a cloud-based Hospital Management System (HMS) for a large healthcare organization that oversees over 50 hospitals and medical centers throughout Saudi Arabia and Oman. Before this project, their facilities relied on a combination of paper records, outdated hospital software, and isolated local systems. This led to fragmented patient data, slow and inaccurate billing, and increasing pressure to comply with regulatory deadlines for NPHIES in Saudi Arabia and Dhamani integration in Oman.
As a software development company based in India with experience in healthcare implementations, we created and delivered a comprehensive platform that included EMR, OPD/IPD, laboratory, radiology, pharmacy, inventory, billing, HR/payroll, CSSD, and compliance workflows, all supported by facility-level and group-level dashboards. We also incorporated HL7 FHIR-based interoperability to satisfy regulatory integration needs.
The first facility went live within 8 months, and the remaining facilities were launched in phases over the subsequent 4 months. As a result, we achieved quicker billing processes, reduced revenue leakage, improved compliance readiness, and a unified patient record system across the organization.
The client was a large healthcare group with a complex operating model. They oversaw hospitals and medical centers throughout Saudi Arabia and Oman, encompassing facilities that ranged from small specialty clinics to larger hospitals with around 300 beds. While they appeared as a single healthcare network on paper, they functioned more like numerous separate entities in reality.
Some locations still relied significantly on paper-based methods for patient registration, case files, and internal approvals. Others were using outdated hospital software from the early 2010s, often customized by various vendors over time. A handful of teams resorted to exporting data into Excel as a fix for the gaps between systems. Unfortunately, these systems didn’t communicate with each other effectively.
This situation led to serious challenges concerning continuity of care. If a patient visited one facility and later went to another within the same group, doctors and front-desk staff frequently struggled to access previous records without some manual follow-ups. Occasionally, staff had to contact the earlier facility, request scanned documents, and re-enter essential information, which slowed down care delivery and raised the risks of missing medication histories, prior diagnoses, or test results.
The billing process was equally troublesome. Billing teams had to navigate disconnected clinical, pharmacy, and laboratory records. Occasionally, charges were overlooked, coded inconsistently, or delayed due to incomplete supporting information. The group estimated they were losing around 12-15% of revenue, which was quite significant considering the volume of transactions across 50+ facilities. Additionally, finance leaders found it challenging to obtain a reliable cross-facility overview of revenue cycle performance because each facility reported in its own way.
Meanwhile, regulatory pressures were mounting. The group faced approaching deadlines related to NPHIES requirements for Saudi facilities and Dhamani integration requirements for Oman facilities. They also aimed to enhance their CBAHI accreditation readiness, necessitating better process traceability, audit logs, and quality/compliance workflows. Their leadership recognized that a partial system upgrade wouldn’t address the issues at hand. They required a comprehensive, group-wide platform complete with a shared data model and solid integration architecture.
When they reached out to us, they were in search of a partner capable of delivering more than just building screens and forms. They needed a team that could effectively manage healthcare workflows, interoperability, and multi-facility rollout intricacies, along with a strict go-live deadline: 8 months to launch the first facility before the regulatory window closed. This is where our expertise in hospital management system development in India became particularly applicable to their needs.
The client explored a combination of local vendors, product resellers, and offshore engineering teams before making their choice. They picked aTeam Soft Solutions because we demonstrated both technical expertise and reliable delivery for a healthcare project of this scale.
To begin with, we tackled the conversation as an implementation and migration challenge rather than simply a software construction task. In our initial meetings, we took the time to map out how the OPD, IPD, pharmacy, lab, billing, and compliance functions connected across various facilities. This aspect was crucial for the client, as many vendors solely concentrated on showcasing module demonstrations, while the client’s primary concern entailed coordination between different modules and facilities.
Secondly, aTeam Soft Solutions was able to provide a committed cross-functional team from India with a pricing structure that was reasonable for a phased rollout across more than 50 facilities. As a healthcare software development company, our teams in India frequently navigate Middle East time zones effortlessly, ensuring we have adequate overlap for daily collaboration with stakeholders in Saudi Arabia and Oman. Additionally, we had experience adhering to NDAs, structured IP protection, and controlled access protocols, which were essential for a healthcare organization managing sensitive patient information.
Lastly, the client sought a partner with a robust engineering culture rather than just a typical web vendor. While we are recognized as both a software development company in India and a web development company in India, our strength in designing backend workflows, integration layers, auditability, and deployment processes for regulated environments was particularly valuable in this instance. Our strong track record on Clutch and GoodFirms also played a significant role in building trust during the vendor evaluation phase.
By the end of the selection process, the client felt assured that aTeam Soft Solutions could successfully achieve the first go-live within their desired timeline, allowing for gradual standardization across the entire network.
We kicked off our project with a carefully planned discovery phase because we identified two critical risks that could derail hospital programs right from the start: hidden variations in workflows and issues with legacy data quality. We wanted to address both of these concerns before they became apparent during user acceptance testing (UAT).
During the initial weeks, we conducted interviews with key stakeholders and held requirement workshops with representatives from various departments, including hospital administration, billing, finance, nursing, doctors, lab teams, radiology, pharmacy, HR, compliance, and IT. We made sure to include staff from facilities of different sizes since the workflow in a large 300-bed hospital differs significantly from that of a smaller daycare or specialty center. This approach gave us a realistic sense of where we could standardize processes and where we needed to allow for configurable exceptions.
Next, we carried out a technical assessment of the current systems. The client was working with five different legacy software environments, along with spreadsheet-based processes in some locations. We took note of the data structures, export formats, and available APIs (where they existed), as well as the gaps that would need ETL scripts or manual cleanup. We also mapped out dependencies for master data, such as patient identifiers, doctor lists, service catalogs, drug catalogs, payer mappings, and department codes.
With this information, we created a functional requirements document and a rollout plan that included clear milestones. The program was divided into core platform development, regulatory integration workstreams, data migration preparation, pilot facility deployment, and phased rollout across multiple facilities. We organized two-week sprints and grouped deliverables so the client could review usable modules rather than waiting for months to see the entire build.
Our team was made up of 12 developers, 2 UI/UX designers, 3 QA engineers, 1 project manager, and 1 solution architect. The solution architect was in charge of designing the core data model and ensuring interoperability. The project manager was responsible for tracking sprints and reviewing risks. QA joined the team early on to help define test cases not just for UI flows but also for healthcare workflows and audit trails.
For execution, we utilized Jira for planning sprints and tracking issues, Slack and Microsoft Teams for daily communication among the client’s regional teams, Figma for workflow and UI design approvals, and a Git-based version control system with branch policies for managing releases. This level of planning discipline played a huge role in helping us launch the first facility right on schedule, even under a tight timeline.
We’re excited to share that we’ve created a comprehensive cloud-based Hospital Management System designed to support both centralized governance and smooth facility-level operations. The frontend has been developed using React.js, offering a responsive and modular user interface tailored for various roles like reception staff, doctors, nurses, lab technicians, pharmacists, finance teams, and administrators. We implemented role-based views to ensure that users only see the workflows relevant to their responsibilities, avoiding a cluttered interface.
On the backend, we used Node.js with RESTful APIs, and PostgreSQL serves as our primary database. PostgreSQL is a perfect fit for our needs, providing strong transactional consistency for billing and clinical workflows while also allowing for structured reporting and multi-tenant data partitioning across different facilities. We’ve included Redis for caching frequently accessed information, like patient searches, service catalogs, and session data, which significantly enhances response times, especially during busy outpatient department hours.
We deployed our application services on AWS, utilizing EC2 instances, Amazon RDS for our managed PostgreSQL database, and S3 for storing documents and imaging files outside of the DICOM viewer stream. For secure asset delivery and improved performance across regions, we incorporated CloudFront. To ensure we can manage deployments effectively, we containerized our services with Docker and used Kubernetes for orchestration, which helps with controlled rollouts, scaling, and patch releases among the facilities. We also set up Jenkins pipelines for continuous integration and deployment, ensuring build validation and smooth workflow transitions.
One of our key modules was the patient registration and electronic medical records (EMR) system. The main challenge for our client was dealing with fragmented patient records, so we tailored the platform around a unified patient identity strategy across all facilities. Each location could register patients in its own way, but the system was smart enough to check for possible matches using customizable search criteria and identifiers to minimize duplicate records within the network.
The EMR module gathered important information such as demographics, visit history, diagnoses, allergies, medication history, vitals, progress notes, and attachments. Additionally, we implemented audit trails for record updates, allowing compliance and quality teams to see who made changes and when. From a workflow standpoint, we aimed to make the front-desk process smoother. We optimized the registration screens for quick access, utilizing validation rules and smart defaults that aligned with the facility and payer configurations.
This module has laid the groundwork for seamless continuity of care across facilities. Once we stabilized the initial rollout phase, clinicians at participating locations could easily access information from previous visits without needing to make phone calls or transfer documents manually.
We’ve created separate yet interconnected workflows for both outpatient (OPD) and inpatient (IPD) operations. The OPD module focuses on handling appointment-related and walk-in patient traffic, queue management, consultation records, order entry triggers, and billing transitions. On the other hand, the IPD module takes care of admissions, bed assignments, transfers, discharges, and tracking care events.
One of the main design challenges was accommodating variation. Some facilities adopted very structured departmental processes, while smaller centers preferred simpler workflows. Rather than enforcing a single method, we developed customizable workflow rules and approval checkpoints. This approach enabled us to standardize essential data collection while still honoring the operational differences that couldn’t be altered quickly without impacting patient care.
Additionally, we connected OPD/IPD events with downstream modules, allowing lab orders, radiology requests, medication dispensing, and charge capture to flow seamlessly through an integrated system instead of relying on separate manual entries.
The pathology and laboratory information module was all about improving the processes for test ordering, sample collection, tracking sample status, entering results, verifying them, and releasing reports. A key aim was to enhance traceability. In the past, some facilities had lab workflows that were only partially digitized, making it tricky to monitor delays and manage repeat tests.
We introduced status-based workflow tracking, allowing staff to easily see where each sample stood—whether it was awaiting collection, processing, review, or release. This change significantly reduced the number of internal calls and manual follow-ups. Additionally, we integrated lab charge capture with billing, ensuring that ordered and completed tests were consistently reflected in revenue workflows.
For larger facilities, we specifically designed the module to handle higher volumes and clearly delineate roles, such as technician, reviewer, and approver. Meanwhile, for smaller facilities, the system could still operate with a simpler workflow configuration, all without needing to alter the core codebase.
The radiology module is designed to handle study requests, support scheduling, manage reporting workflows, and integrate with a DICOM viewer. Rather than creating a custom imaging engine, we opted to integrate a DICOM viewer, ensuring that clinicians and radiology staff can access images and reports seamlessly within the hospital system. This approach minimized context switching and enhanced usability for the referring doctors.
From an architectural perspective, we maintained the radiology workflow metadata and billing linkage within the HMS while linking to the viewer for image access. This strategy allowed us to move more quickly and reduce risk compared to the alternative of building or heavily customizing our imaging infrastructure. Additionally, it aligned perfectly with the client’s requirement for a practical rollout despite the tight deadlines.
Managing the pharmacy and inventory was a crucial module for minimizing revenue leaks. The client faced financial challenges not just from delays in billing but also due to inconsistencies in charge capturing, stock discrepancies, and disorganized item masters.
To address this, we developed pharmacy workflows that included prescription processing, dispensing, stock movement, handling of batches/expiry dates, and records for issues and returns. Our inventory management system provided support for item masters, visibility of stock at the store level, logs for movement, reorder alerts, and tracking of department consumption. We also put controls in place for managing item and pricing masters, ensuring that facilities could follow group-defined policies effectively.
The key enhancement was the integration of these systems. Pharmacy and inventory events were more closely linked to billing and departmental usage records, resulting in fewer missed charges and improved reconciliation. This provided finance and operations teams with clearer insights into stock usage patterns across different facilities.
The billing and revenue cycle management was a key focus for our project. We created billing processes that brought together charge capture from various services, including registration, consultations, procedures, lab work, radiology, pharmacy, and inpatient care. The system was capable of generating bills, making adjustments, tracking payments, and facilitating reconciliation workflows, all with significantly improved logging compared to what the client was used to previously.
We paid close attention to handling exceptions since that’s often where revenue can slip away. For instance, we implemented validation checkpoints to catch incomplete encounter data before the bills were finalized and enhanced traceability for any manual adjustments made. We designed these controls with input from finance users, not just developers, ensuring they aligned with the actual billing review processes.
On a group level, the system offered dashboards and reporting features that allowed for comparisons of cycle times, outstanding billing tasks, and revenue metrics across different facilities. This provided leadership with a level of visibility they had never experienced with the previous patchy legacy setup.
In addition to clinical and billing workflows, the client was looking for a fully operational platform. We developed an HR and payroll module specifically for managing hospital staff, processing attendance inputs, and overseeing payroll workflows in accordance with the group’s internal policies. This effectively minimized the need for facilities to utilize separate administrative tools.
For the Central Sterile Supply Department (CSSD), we created tracking workflows that document the processing of sterile items and their movement statuses. The client emphasized the need for improved traceability in this area to enhance quality and ensure audit readiness. Regardless of the varying levels of process maturity across facilities, the module established a consistent record structure for tracking sterile cycles.
The Quality, Compliance & Risk Management module facilitated incident logging, maintained audit-related records, tracked non-conformance, and managed review workflows. This was crucial for CBAHI accreditation readiness, as the client required robust evidence trails beyond just policy documents. We designed the module to enable compliance teams to review records across different facilities while still allowing for individual facility ownership of actions and resolutions.
A key aspect of our project focused on ensuring interoperability and integrating with regulations. We developed data exchange layers based on HL7 FHIR and created RESTful integration services to facilitate NPHIES-related processes for Saudi facilities and Dhamani-related requirements for Oman facilities. This area was particularly sensitive due to the varying levels of documentation maturity and implementation expectations throughout the project timeline.
To address this, we designed an integration layer that distinguished internal clinical and billing data models from the logic used for external payload mapping. This approach allowed us to modify mapping and validation rules without disrupting the essential workflows of the HMS. We also implemented thorough logging for tracking requests and responses, set up retry mechanisms where needed, and ensured visibility of errors for our support teams.
This architecture was critically important for the development of NPHIES integration, as the client needed a dependable route to compliance while still maintaining hospital operations. Additionally, it enhanced the platform’s maintainability for future changes related to regulations and payers.
The executive dashboard offered the healthcare group a real-time glimpse into key performance indicators across their various facilities. Leaders could easily keep an eye on registration numbers, billing cycle metrics, pending operational tasks, and specific compliance and quality measures. We crafted the dashboard to strike a balance between speed and usability, providing just the right amount of data for decision-making without overwhelming executives with excessive details that would necessitate analyst assistance for regular reviews.
For facility managers, localized dashboards presented operational insights linked to daily performance. Meanwhile, consolidated views for group leadership simplified the process of spotting outliers, comparing how well processes were being adopted, and taking earlier action when any facility’s metrics began to deviate.
This reporting layer transformed the platform from merely a transactional hospital management system into a comprehensive management tool. This transformation was crucial, as the client’s main issue was not just inefficient workflows, but also a lack of visibility across over 50 facilities. For organizations planning to roll out hospital management systems in the Middle East, this often makes the difference between a successful implementation and a system that turns into just another isolated tool.
The most significant technical hurdle we encountered was data migration. The client had patient and operational data scattered across five different legacy systems, and in some locations, crucial records were stored in Excel sheets by various departments. This led to inconsistencies in data formats, varying field names, and values that, although they appeared similar, had different meanings depending on the facility.
To tackle this, we implemented a staged migration process. Firstly, we began by developing a canonical mapping model for essential entities like patients, visits, providers, services, and inventory items. After that, we wrote ETL scripts for each legacy source and conducted trial migrations into a validation environment. We also created discrepancy reports to help facility teams identify duplicates, missing fields, and invalid values before the production import. This approach minimized data loss, but it did add some pressure to the schedule when certain facilities needed manual cleanup. The takeaway is clear: legacy healthcare data often seems neater in exported files than it truly is.
The second significant challenge we faced was the variation in workflows among different facilities. For processes like registration, billing approvals, or lab releases, different facilities had developed their unique habits over the years. A strict, one-size-fits-all approach would have disrupted active patient care, while unlimited customization would have made the platform impossible to support.
We addressed this by establishing a standardized core workflow for each module, while allowing for controlled configuration points at the facility level. In workshops, we grouped requests into three categories: mandatory standardization, configurable variation, and deferred change. This structure enabled clinical and administrative stakeholders to make decisions more quickly and minimize lengthy debates. Additionally, it protected the platform’s architecture from improvised changes during the rollout.
The third challenge revolved around regulatory integration, particularly concerning HL7 FHIR mapping and developing NPHIES integration. At that time, there was limited documentation and implementation examples for the areas we needed, and edge-case behaviors were often unclear. To avoid guesswork, we formed a dedicated integration task force led by our solution architect and communicated directly with the relevant regulatory and technical contacts through the client’s resources. We ensured mapping documentation was maintained, collected payload-level test results, and carefully versioned integration logic. This methodical approach, while slower, minimized rework and assisted the client in achieving compliance before the deadline.
Finally, we faced a process challenge: the 8-month deadline was non-negotiable. To navigate this, we prioritized the readiness of pilot facilities over extensive feature polish in the later stages of the rollout. This meant that some reporting enhancements would have to wait until after go-live, while core clinical, billing, and compliance flows remained on track. It was the correct trade-off.
We are thrilled to share that the first facility went live right on schedule within the 8-month timeframe! Following that, we rolled out the system in phases over the next 4 months. Once everything settled down with our initial rollout group, the client started to see real improvements in both their operations and finances.
Billing cycle time dramatically improved, plummeting from 14 days to just 3 days on average at the first set of facilities. Thanks to a more connected workflow, finance teams could close billing more swiftly since clinical, pharmacy, lab, and radiology charges were all captured seamlessly.
We also saw an impressive drop in estimated revenue leakage from about 13.8% down to 2.6% after streamlining processes and implementing integrated billing controls. This was a huge win for the client and a key reason why the leadership team decided to accelerate the rollout.
In high-volume outpatient facilities, patient registration wait times were cut by a staggering 61%. This faster registration was achieved through improved UI flows, better search functionality, and a reduction in duplicate entries.
NPHIES compliance readiness has been delivered 6 weeks before the regulatory deadline in scope for the Saudi rollout. This allowed the client some breathing space for final validation and readiness for operation rather than the usual last-minute frantic work.
Since our launch, the system has maintained a remarkable uptime of 98.8%, even with multi-facility production use. The combination of AWS and Kubernetes has really empowered the client’s IT team and our support team to manage releases and scalability with confidence.
On average, we’ve eliminated 46 manual data-entry hours per week per facility with the new workflows. This precious time is now being used for patient-facing operations, a thorough billing review process, and better internal coordination.
Beyond just numbers, the client’s teams reported feeling much more confident in accessing cross-facility records and experienced far fewer internal escalations due to missing information. Leadership also gained something they hadn’t had before: a unified operational overview across hospitals and medical centers. Instead of relying on monthly spreadsheet summaries, they can now track key indicators in almost real-time.
From a market standpoint, this project has really strengthened our reputation as a go-to medical software company that Indian healthcare groups can rely on for complex, regulated implementations. It also underscores why many organizations seeking a hospital management system development partner or a healthcare software development team from India are asking detailed questions about migration, interoperability, and rollout governance—not just focusing on UI demonstrations.
We’re excited to share that this project went live successfully! However, looking ahead, we realized there’s one aspect we’d approach differently next time: the data migration schedule. It would have been beneficial to set aside an extra 3-4 weeks specifically for data profiling, cleanup, and rehearsing the migration. Even though we had a solid migration process planned, we underestimated the variability of legacy data formats across different facilities.
In several cases, the exported data initially seemed complete, but when we conducted our validation and mapping checks, we uncovered issues like duplicate patient records, inconsistent identifiers, missing mandatory fields, and local naming conventions that weren’t documented. This necessitated some manual cleanup at a few sites before they could import the data, ultimately delaying their go-live by about 2 weeks. Although the system was ready, the data wasn’t quite there yet.
If we could start over, we’d implement a formal data readiness scorecard for all facilities during the discovery phase. We would base our go-live sequencing on that scorecard instead of just considering infrastructure and training completion. Additionally, we would appoint a dedicated client-side data steward for each facility cluster much earlier in the process.
On the bright side, this experience has helped us enhance our delivery playbook. At aTeam Soft Solutions, we now see data migration as a crucial workstream from day one, particularly for healthcare and ERP projects. This is one of the reasons why clients seeking software development companies in India for regulated systems often prefer working with engineering-led teams rather than just template-driven vendors.
If you’re encountering similar obstacles in healthcare, such as fragmented records, billing issues, compliance challenges, or needing to implement a multi-facility rollout, we’d love to chat! Here at aTeam Soft Solutions, we have extensive experience in creating and launching complex hospital and enterprise systems across India, the Middle East, and beyond.
Whether you’re looking for NPHIES integration development, a comprehensive HMS modernization initiative, or a phased rollout strategy, we can typically outline the first phase within just a week of our initial conversation. If you’re considering web development or software development companies in India for healthcare transformation, we’d be more than happy to guide you through our approach in detail. Feel free to reach out at ateamsoftsolutions.com, and we’ll get back to you within 24 hours!
