This document exposes the integration of different methodologies such as: Project Management Institute (PMI), LEAN Construction, Concurrent Engineering and Balanced ScoreCard (BSC); and its application in hospital infrastructure construction projects. Seeking the execution of projects that are focused on results and with an adequate management of all resources to achieve a delivery with value, complying with the requirements demanded by the client. Initially, the hospital infrastructure construction industry is described, its operation, the main factors causing low productivity and the contracting models that are managed there, in order to determine the critical macro-processes of these projects. An analysis of the previously defined critical macro-processes is carried out, key performance indicators (KPI) are selected and each critical macro-process is linked within the life cycle of a project, in order to link it with the PMI methodology and evaluate its integration. Subsequently, the non-conformities of the macro-processes are detected, establishing the most appropriate tools that the LEAN methodology offers, in order to eliminate waste, increase efficiency, reduce costs and seek the optimization of the critical macro-processes analyzed. In addition to the above, we apply the Concurrent Engineering methodology, which allows the incorporation of all the actors of the project together with the form of contracting that supports this homogenization. It allows us to evaluate and compare the processes of the hospital infrastructure projects of Hospital el Tintal, Hospital San Juan de Dios and Hospital de Sullana. To conclude, the financial feasibility for the execution of a hospital infrastructure project in which this integration of methodologies is implemented is determined, ending with the construction of a Balanced ScoreCard and the associated KPIs.