CLIENT ENGAGEMENTS

AMERICAN RED CROSS Conducted a process assessment and gap analysis of the Information Technology function relative to designated standards and industry best practices.  Responsibilities included review of IT practices and procedures for both regulated and non-regulated segments of the business, determining and documenting the current as-is state within IT, defining the future to-be processes, developing a gap analysis between the As-Is state and the To-Be state, and develop a Roadmap improvement plan to close the gap.  This was not a rigorous or Food and Drug Administration (“FDA”) compliant assessment, but a means to assist the organization (currently under Consent Decree) to focus the To-Be process design and improvement planning. 

PERFORMANCE MEASUREMENT PROGRAM For the Workplace Financial Services (WFS) area of JPMORGAN CHASE designed, developed and implemented a measurement program to support the department’s performance tracking and process improvement program. Working with the management team and process improvement teams gathered custom requirements, developed and gained approval of an overall Metrics Strategy and integrated Project Plan for a series for a series of tactical program releases. Designed, documented and implemented initial release measures through a Balanced Score Card (BSC) reports. To support successful implementation conducted staff metrics training, documented a comprehensive Metrics Reference Guidebook and established a BSC Change Management program.

SOFTWARE ASSET MANAGEMENT (SAM) BENCHMARK SERVICE With ISOGON Corporation, developed an independent annual assessment service based on a rigorous analysis, evaluation and rating of the client’s SAM function based on 8 key SAM success factors: Sponsorship and Investment, SAM Team Skills, Contract and Vendor Management, Infrastructure, Inventory and Usage, SAM Value Measurements, SAM Business Process, and Culture. The SAM Benchmark study provides an organization a baseline of where they stand on the eight key software asset management success factors for each hardware platform selected. SAM Benchmark compares company results year over year. With this baseline, companies can manage strengths, improve weaknesses, and develop a self-funding software asset management roadmap. The program and service components include: survey instruments at the Executive and Staff level; Scoring Models; Database; standard Client Analysis Results; Comparative Client & Industry Reports; a “Benefits Tracker”; and Glossary.

PROJECT COMPLETION & POST MORTEM For ISOGON Corporation developed the project completion framework to provide an analytical and structured review for project efforts. Worked with the management team to develop this template that is used to:

·        Determine whether the delivered project meets the original objectives

·        Determine client satisfaction with the delivered project

·        Evaluate the operational effectiveness of the installed software

·        Analyze project estimates vs. actuals

·        Evaluate the effectiveness of the Isogon engagement materials

·        Identify any potential improvements to plans, tools and materials.

PERFORMANCE MEASUREMENT PROGRAM For ALLSTATE INSURANCE (IT area of 2000 developers) designed and developed the measurement program to support CMM software process initiatives to reach Level 3, implement department software process performance improvements and integrate with the organization’s balanced scorecard. Gained approval of a Metrics Strategy and integrated Project Plan including a series of tactical program releases. Designed, documented and implemented initial release measures through production Dashboard Reports. Documented a comprehensive Metrics Reference Guidebook and established a Metrics Repository. Conducted staff metrics training.

PROJECT MANAGEMENT SOLUTIONS GUIDE For ISOGON Corporation worked with the management team to identify, determine and document each of the products, services, training seminars and business partners available to build a customer specific solution. The solutions guide also included a high-level implementation planning document as a template in MS Project that encompasses all of the potential work steps as well as the associated estimated effort and roles needed for successful implementation.

METRICS PROCESS REENGINEERING (2002) For UNITED HEALTH CARE managed process assessment, feasibility of alternatives and implementation of re-engineered solutions for the organization’s metrics, reporting process and repository. Evaluated current operational balanced scorecard, metrics calculations, data sources, procedures, and processes. Developed a metrics guidebook to document each measure with detailed operational procedures for each source area.  Implemented re-engineered solutions for the organizations metrics reporting process and repository. Formulated management proposals to streamline time to deliver, staff support needed and long term automation.

AUDIT PROJECT AND COMMUNICATION MANAGEMENT (2000-2001) For PRUDENTIAL insurance company, representing a 300 person project across the country. Responsibilities on this highly regulated project spanned four broad areas:

·        Coordinated the audit effort for the project as the primary point of contact with all external groups. Responsibilities included: research and preparation of consolidated responses to the project team from internal auditors and external auditors (Arthur Andersen, Ernst & Young) representing the state of NJ; coordinated reviews among project, executive, actuarial and legal teams; maintained request status and archive of all materials provided.

·        Established, defined and supported knowledge management system for over 2500 systems specific and related documents in Lotus’ Domino.doc facility on a dedicated server. Responsibilities included managing staff access and security to the library; maintained archive of obsolete documents; completed ad-hoc requests and searches for selected documents; trained, supported, resolved problems for staff in use of the facility

·        Prepared, produced and maintained key project documentation products to support the project. Documents produced included: a comprehensive 80 page project architecture overview; 100 page summary of project reporting and operational controls; a 300 page Call Center Training Facilitator Guide which incorporates all Call Center procedures, scripts, reports and quality standards. Also developed the project’s documentation standards and templates and Business Continuation Plan.

·        Managed all external project reporting. This included: preparing all (10) team reports required by executive management (status, production, financial) for daily, weekly, monthly, quarterly deadlines. Responsibilities included preparation, review coordination and distribution.

BUSINESS SYSTEMS ANALYSIS (1999-2000) For PRUDENTIAL insurance company, managed a team of 8 systems analysts to define and document systems requirements to support automation of the company’s demutualization effort. The project related to over 600,000 claimants as part of the company’s dispute remediation settlement. This 3 phase project encompassed the systems development and operations support needed to generate and track letters with the appropriate values to each claimant. The project processed claimant responses as well as billing, remittance processing, call center support and implementation development. Responsibilities included team management and interaction with operations and business partners, 4 systems development teams as well as QA and UAT organizations. Also provided overall project support for project budget planning (3 years, 90 FTE) and automated time tracking

KEY PERFORMANCE MEASURES (1998-1999) For EBS DEALING SERVICES, INC., the world’s leading electronic foreign exchange broker, established and maintained an array of Key Performance Measures (KPM) for the Technology and Operations department. Results and trends were summarized monthly in a report to senior management. Also produced a series of focused measures in the form of Scorecards to assist in the management of key vendors and critical business initiatives including inventory and operations performance. Conducted a variety of analytical efforts, work flow studies and process analysis, as directed by management, to improve the efficiency and effectiveness of the department. Projects included: Time Sheet Effort Analysis, Earned Value Point approach, SDLC Project Control Checklist (all phases and deliverables of life cycle), Product Development life-cycle, as well as Project and Problem Management Process charts. Focus of the organization was to achieve CMM Level 2. Conducted training presentations on CMM and KPAs for staff (over 100). Key performance measures, scorecards and SDLC templates were used to assist in tracking organizational improvement for management team.

TECHNICAL PLANNING (1997-1998) For PRUDENTIAL insurance company, established the planning unit for a 500 person $45 million systems and operations organization. For the department executive, developed the organization charter, defined a broad array of functions and defined team job definitions. Formulated scenarios and management approaches to save over $5 million (in 3 months) for budget alignment. Assisted the management team in planning, budgeting, communicating and completing projects. Established, coordinated and completed the department’s Business Systems Plan, Budget, Records Management Program and Business Continuation Plan. Developed, implemented and supported corporate and business systems measurement efforts. Developed, conducted and supported use of Systems Development Life Cycle SDLC, SEI/CMM assessments, goals and reporting on a department-wide basis. Focus of the organization was to achieve CMM Level 2. Conducted training presentations on CMM and KPAs for staff (over 150); developed customized review checklists; conducted internal assessment of organizational status by KPM for department head.

YEAR 2000 COMPLIANCE & CERTIFICATION (1998) For EBS DEALING RESOURCES, INC., a major international foreign exchange application software and service provider, completed an ITAA 2000 assessment. This assessment completed all 11 focus areas and addressed all aspects of the company’s Y2K product and service inventories, plans, processes, tools, testing strategies, methodologies and policies.

SYSTEMS PLANNING TEMPLATE & METHODOLOGY (1997 For CHANEL and PERSHING developed and implemented an on-line Planning Template and Systems Development Methodology in MS Project incorporating key work steps, deliverables, estimating/planning and review considerations. Extensive multi-media training was developed and conducted as part of rollout to the staff.

SKILLS MANAGEMENT (1996). For RELIANCE insurance company, UNITED airline, PERSHING and PUBLIC SERVICE ELECTRIC & GAS completed a skills assessment program. The program consisted of determining current skills across technical and business functions; gap analyses of skills to standards and projected needs by type and across the organization; development of training curricula for improvement; development of new skill based job families to consolidate existing titles; and, preparation of related position descriptions.

DECISION SUPPORT TRAINING PROGRAM DEVELOPMENT (1995) For NYNEX developed a comprehensive training program for managerial level employees as part of the rollout of the Company’s newly created productivity initiative. 

RE-ENGINEERING PROGRAM PLANNING (1995) For LUCENT TECHNOLOGY reviewed the direction, approach and staffing for a re-engineering program geared to reduce the Accounts payable function by 40% in 18 months. 

APPLICATION & LOAN ADMINISTRATION PROCESS (1994) For the consumer asset area of CHEMICAL bank, completed a project which developed and implemented a comprehensive performance measurement program. In addition the project produced an operational instrument panel with productivity, quality and portfolio indicators and a baseline assessment of the current delivery process.

FUNCTION POINT ANALYSIS (1994) For DENDRITE developed and implemented the Function point analysis process which supported an Excel-based repository and a series of client specific project counts.

CLIENT/SERVER PROJECT ESTIMATION (1993) For JP MORGAN developed and implemented a highly successful method for estimating client/server projects.  Through a new series of business questions and a new client/server project “life cycle.” Was able to calibrate the CA-Estimacs product to generate estimates within 10% of actual effort and cost.

RE-ENGINEERING PROGRAM VALIDATION (1994) For PRUDENTIAL reviewed, assessed and re-directed the planned re-organization, metrics, systems methodology, release program, testing, configuration management, defect management program initiatives.

MARKETING INDEX OF QUALITY (1993)  For DIME savings bank, developed and implemented a Marketing Index of Quality (MIQ) that summarized Report Card and measurement program of individual areas results to prioritized goals.

SYSTEMS QUALITY (1994) For PRUDENTIAL validated and re-directed a critical $25 million project.  In less than 1 month, this effort refocused the project organization, management reporting, infrastructure, tools and use of methodologies on the project.

QA PROGRAM (1992) For EQUITABLE and BANCTEC established a complete Quality Assurance program including the mission statement and charter, organization structure, job descriptions, process definitions and detail plans for standards development and methodology use.

TECHNOLOGY READINESS (1989) Completed a measurement Program design and conducted a CASE “readiness” assessment for FNMA to define the organization’s overall CASE direction and the CASE needs for a mission-critical project.

CHECK PROCESSING PERFORMANCE MEASUREMENT (1988) Developed a Measurement Program and conducted a productivity Assessment related to the measurement program for the Check processing area of CHEMICAL Bank. The opportunity assessment identified savings in excess of 25% of the area’s budget.

STRATEGIC TEST PLAN (1988) Strategic Test Plan and management Programs for implementation of a comprehensive administrative system for EQUITABLE. Defined test strategies and objectives, test approaches and standards, project plans, user acceptance product test plans, testing summary reports, change control and problem reporting programs, training plans and contingency plans.

APPLICATION SUPPORT PRODUCTIVITY (1989) Conducted an Application Support Productivity Review for EQUITABLE’s entire maintenance portfolio. The overall objective was the client’s desire to surface opportunities to improve the productivity of application support. 

PORTFOLIO ANALYSIS/REPORTING (1985) Conducted a Portfolio Analysis of the Small Pension Business Operation for EQUITABLE.  This provides a comprehensive view of the existing applications systems portfolio and future plans to support the business processes as they relate to the overall company’s business strategy.

PROCESS IMPROVEMENT (1995)  For PERSHING developed a customized version of a premier enterprise methodology in an MS Project Template that addressed all QA and Project Management activities and was implemented for a development staff of over 300.

FINANCIAL SERVICES PERFORMANCE MEASUREMENT (1991) Implemented a comprehensive measurement program for the 800 person systems organization of AMERICAN EXPRESS.

PLANNING MODEL (1988) Developed a customized Planning Model for DIGITAL Equipment. Based upon the client’s life cycle methodology, developed a unique planning model for use with a PC knowledge-based planning tool and a PC based estimating tool.

PRODUCTION PROCESS (1984) Conducted Operations Reviews and “Friendly” audits for IDEAL MUTUAL and CITIBANK.  These efforts focused on a comprehensive review, evaluation and action plans regarding the existing facilities, workflow, procedures, security, backup and disaster recovery plans.

QA TESTING Conducted Testing Reviews for a major insurance company, large beverage company and major bank.  The insurance company review focused on the product test of a large system on terms of test coverage, defect analysis, standards, methods and tools utilized.

ORDER FULFILLMENT SYSTEM  Completed a Feasibility Study of the nationwide Wholesale and Retail Order Fulfillment operations for MCGRAW-HILL. This study evaluated and selected a replacement system supported by an implementation plan.  Responsibilities include user interviews in all areas, definition of problem areas, potential system alternatives, a recommended cost effective system selection and comprehensive implementation plan.

RE-ENGINEERING  Participated in the Re-engineering Evaluation of the Corporate Trust Business are for BANKERS TRUST bank.  Responsibilities included workflow analysis and redesign, determination of personnel savings, identification of automation opportunities and definition of the resulting overall application architecture.

MUTUAL FUND MEASUREMENT PROGRAM  Implemented a Measurement Program and Information Systems Assessment for VANGUARD mutual fund group.  This effort focused on the client’s desire to improve productivity and quality for both new development and application support.  Responsibilities included facilitating workshops to gather customized productivity requirements and management practices; developing and scoring data collection surveys; defining productivity metrics; determining the company’s baseline for Technical, Functional and Process Quality; analysis of the data and metrics gathered; establishing and ongoing measurement program; and, preparing an overall assessment of the Information Systems function.

ORDER FULFILLMENT SYSTEM Analyzed, designed, and implemented an Order Fulfillment and Promotional Analysis System for the magazine division of HEARST publishing conglomerate.  The system processed orders for merchandise and hard-backed books as a result of direct and indirect sales promotions. The system provided inventory management, developed, processed and reported all accounts receivable and sales statistics data on customer account inquiries.  Responsibilities included user interviews to obtain requirements leading to the preparation of functional and systems specifications.

STRATEGIC PLAN Facilitated preparation of a Strategic Five Year Plan for HBO network. Responsibilities included working with the management team to define plan objectives and session agendas, facilitating planning sessions and documenting the resulting strategic plan.

STOCK OPTION SYSTEM  Implemented a Stock Option System for NORTON SIMON conglomerate.  This effort encompassed analysis through data conversion and installation.

FACILITATED CONFERENCES  Arranged and Facilitated a Planning and Best Practices world-wide conference for DOW-JONES publisher and provider of on-line stock quotes.  Responsibilities included working with the management team to define conference objectives and session agendas, preparing session briefing kits for each attendee, facilitating each session and summarizing results.

OUTSOURCING  Assisted SCHAEFFER Brewing Company under Outsource Management in establishing a company controlled and operated information systems function.  This effort encompassed operational reviews of all existing systems, definition of services for the new department and planning and recruiting key members of the new staff.

POINT OF SALE SYSTEM  Implemented a Point-Of-Sale System for BERGEN-BRUNSWIG wholesale pharmaceutical distributor.  This effort encompassed analysis through installation and subsequent support.  The system captured sales information at its source, relayed sales data to a central computer, checked inventory levels and made replenishment decisions.  The system produced picking documents keyed to warehouse locations and also generated third-party billing and administration information for providers (e.g., insurance companies) and contractors (e.g., union groups).

QA STANDARDS PROGRAM  Provided Ongoing Support for the Standards Efforts of EQUITABLE INSURANCE company.  Facilitated internal standards committee consisting of senior executives through direction setting; preparation of “straw-man” and final materials; and, focused committee meeting reviews.  Subsequent responsibilities included document preparation and distribution throughout the organizations.

SYSTEMS DEVELOPMENT METHODOLOGIES, Developed and implemented Systems Development Methodologies for NYNEX, WARNER COMMUNICATIONS, HBO, insurance and manufacturing companies.  For each client: worked with management and technical staffs to facilitate/gather key work steps, deliverables, estimating/planning and review considerations; developed materials for client review; facilitated review process; directed production of final materials; developed and conducted training; conducted implementation and rollout to the staff.

INTERNAL MARKETING MATERIALS  Developed Management Summary documents for FIRST CHICAGO, BANKERS TRUST, CITIBANK.  The management Summary provides business system information on concepts and language that management can relate to rather than detailed technical or procedural manuals.

INTERNAL MARKETING MATERIALS  Developed Internal Marketing Materials for D&B.  Descriptive, multi-color brochures and professionally rendered training presentations were developed to sell a new project control system, systems development methodology and DP/User responsibilities to the technical staff and business community.

CLAIM PAYMENT SYSTEM  Implemented a Third Party Claim Payment System for BERGEN BRUNSWIG CORPORATION, a major wholesale pharmaceutical  distributor.  This effort encompassed analysis through installation and subsequent support.

SOFTWARE SELECTION  Authored Guidelines for Evaluating and Selecting Software Packages.  This comprehensive 200 page book published by Elsevier Science Publishing Company defines each phase and work-step of the software evaluation life cycle; provides complete planning and estimating information; and, directs the objective rating of candidate packages to a final selection, acquisition and installation.

SOFTWARE TOOL SELECTION  Developed Software Tool Evaluation and Selection Guidelines for a GOVERNMENT ACCOUNTING OFFICE for use throughout the federal government.  This book focused directly on software tools as the critical part of establishing a software engineering technology.  The book was supported by a two-day training workshop developed and conducted for personnel from SOCIAL SECURITY and several other government agencies.