Methodology Development and Implementation
Standardize Operational Integration of Acquisitions
Business Driver: Integration of newly acquired businesses or joint ventures into the Day & Zimmermann business operations was inconsistent, resulting in the data loss, inaccurate data conversion, crucial business operational activities were overlooked or their significance downplayed.
Action: Foresaw the need for a standardize approach to integrate all aspects of business – not just focus on IT aspects. Initiated and led development of a methodology that identified all business areas and the key topics to be considered during integration projects. Presented the initial framework to Executive Management and advocated its use in future acquisitions.
Result: Architected a framework for the business integration of acquisitions & mergers identifying crucial operational activities and data elements that produced productivity improvements, procedural alignment and reduction in data loss.
Optimize Project Performance through a formal PMO
Business Driver: Information technology projects at Day & Zimmermann, although implemented on the agreed go-live date, were wrought with scope expansion and poorly defined requirements that resulted in rework or an extension of the work effort after the go-live date.
Action: Created a Project Management Office. Directed a team of 5 that updated the project planning and tracking methodology as well as managed projects. Anticipated the need to improve methods for identifying and refining business requirements as a result introduced structured process definition assessments.
Result: Reduced post-implementation extensions and rework through improved requirements definition and scope expansion management. Increased and expanded customer involvement and participation with scope definition and project teams.
Champion Continuous Improvement Program
Business Driver: To demonstrate to customers that CompuCom Systems was a value-added partner, Services Division Senior Management created a Continuous Improvement Initiative to be established within all major accounts – regional or national. Program Executives for the national accounts reported through the Program Management Office. The Program Management Office was responsible to monitor and report process improvement initiatives for the national accounts.
Action: Designed the program structure and reporting mechanism for the PMO. Mentored and assisted National Account Executives (approximately 20) on the program structure. Conducted periodic review of open initiatives and advised on the identification and reporting of initiatives. Consolidated status reports for presentation to senior management.
Result: Deployed a Continuous Improvement Program for the Program Management Office that produced 30 initiatives with results varying from improved services delivery and service level adherence to increased revenue or reduced operating costs.
Implement Structured Project and Service Delivery Framework
Business Driver: Project management and service delivery were not consistent with CompuCom Systems’ Services and Consulting Divisions. Two attempts at developing an internal company-wide methodology stalled.
Action: Working with a team of 4 Senior Consultants based in MN, CO, TX, and CA, assessed the current state of the development effort done to date. Established and implemented a new plan for the development of the methodology. Restructured the elements of the methodology and created the associated documentation. Trained and coached approximately 2,000 engineers, consultants, and managers.
Result: Built and implemented a structure framework for project and service delivery that reduced costs from productivity losses or scope expansion.