Strategic Consulting A leading international office supply distributor needed to recover their multimillion flagship program to modernize their B2C and e-commerce systems. This program consists of 12 subordinate projects. The program was over a year late and close to $10M over budget... Click here to read.
Product Delivery The client, a leading national telecommunications provider of voice, video, and data services, needed to transform Web technologies to become more consumer-focused. This mission critical project started without a clear scope or formal schedule. Too much churn in Business and IT project resources caused rework, volatility in business requirements, loss of continuity, and... Click here to read.
Project Office Methodology
The client was the second largest travel management company in North America with offices in 20 countries and 4,700 associates worldwide. The company’s core business was serving corporate, government, military, leisure, meetings and incentives clients.... Click here to read.
PowerTrip Support Transition
The client was an industry leader in the corporate travel business serving corporate, government, military, leisure, meetings and incentives clients. The company was working on separating IT responsibilities... Click here to read.
NetProfile
The client was an industry leader in the corporate travel business serving corporate, government, military, leisure, meetings and incentives clients. The company was in the midst of a three year project... Click here to read.
Employee Benefits Enrollment Application
With over 4000 employees located throughout the US and international locations, this travel management company needed a web-based application to automate the enrollment of personnel... Click here to read.
Strategic Consulting and Balanced Scorecard $38B health and life insurance company was implementing an "ERP-level" healthcare management solution, originally budgeted at $125MM for implementation, when IT executive management determined that... Click here to read.
Strategic Consulting A seventy-year-old mapping company with global operations realized that to succeed in the 21st Century, they needed to move away from selling pre-defined products, to offering products specifically meeting their customers' needs... Click here to read.
PMO Strategy and EPMO Tool Selection $4B international office supplies distribution company experiencing 20% year-over-year growth had reached a critical point in its IT project management. With over 100 concurrent projects underway, management realized that in order to successfully manage this high growth... Click here to read.
Project Recovery A subsidiary of a $65B aerospace company who delivers essential information and optimization solutions to improve the efficiency of air, sea and rail operations around the globe had begun implementation of a major upgrade to its web infrastructure / platform. The original scope was a straightforward technology migration, with limited additional functionality to be deployed. This upgrade would allow the company to enhance the customer-facing web front-end, which would allow seamless, real-time access to unique, innovative solutions... Click here to read.
PMO Implementation Multi-national financial trading software company experiencing rapid growth had lost visibility to their prospect portfolio. Concurrent software development projects were underway in the U.S., Eastern Europe, Asia and Russia. The company recognized the need for better structure and management... Click here to read.
Process Integration $5B publishing company wanted to implement an outsourced-model for publishing software applications and processes. As part of the 8-year term contract, our client needed to establish a method of implementation... Click here to read.
Program Health Assessment & Improvement Large, multi-hospital healthcare system was concerned about the schedule and success of an implementation of several "commercial off-the-shelf" (COTS) products, as part of a new hospital startup. Client management could not clearly determine if the COTS program was on track to support the hospital opening date, which would have caused major cost overruns and lost revenue... Click here to read.
IT Process Development and Controls for SOX $1B large contact center outsourcer handling 40 MM calls annually, was concerned about compliance with the Sarbanes-Oxley act, within the IT organization. Normal business processes were SOX-compliant; however, little consideration had been given to the IT group. Continued non-compliance would likely cost the company several large customers... Click here to read.
Human Resources Application Implementation
Margin erosion in the travel industry drove a U.S. travel management company (5,000 employees) to eliminate excess administrative costs. Executive management identified an opportunity... Click here to read.
Call Center Organizational Design and Process Improvement
A North American B2B and distribution company ($5 B sales) realized that their historically high growth rate and acquisitions had led to high costs and a lack of consistency in customer service. Management began planning a consolidation effort to centralize customer care from 50 different locales... Click here to read.
