Studies show high variability in the quality of care and a significant incidence of adverse events. The care management direction of a university hospital center (CHU) has developed a care performance measuring system. The aim of this article is to present the different development stages of this system. The authors used May’s Normalization Process Theory, which focuses on factors influencing the engagement of individuals, groups, and organizations in sustaining change. The CHU’s approach led to the following results: 1) reaching a consensus on performance concept and identifying five areas of performance, 2) selection of twelve priority indicators to assess performance, 3) development of measures, 4) setting up the method of collecting information, 5) creation of a mechanism for analyzing the results by care teams, and 6) dissemination of results via scoreboards. The approach focuses on strategies for mobilizing managers and health care teams. Specific recommendations relate to the need to provide expert resources, review clinical guidance, and ensure the accountability of health care providers.