Consulting Assignments performed by DCAG include:
Creation of a Five Year
Business Plan for the Automated Services Division of a major Bank.
This project was responsible for defining the Strategic (long range
up to five years) objectives, Tactical (beyond 1 year), and Operational (ongoing
and daily up to a year) objectives of the organization. An organizational
review was conducted that defined work types and levels for all personnel.
Performance improvements were then implemented by eliminating redundant work and
consolidating types of work by group. Training was provided to individuals
based on current and projected work loads and types. Personnel career
paths were updated to be more inline with company objectives. Recruiting
activities were brought inline with company objectives as well. Finally,
all job descriptions were updated to reflect the new needs of the
organization and training provided to personnel on new procedures and products.
After completing the personnel adjustments needed to support current needs and future growth, a detailed Project Plan was created to define all work assignments, prioritize them, and assign work tasks to individuals. Critical Paths were identified and deadlines determined, then projects tasks commenced. Project status reporting was streamlined and reviewed on a weekly basis, with deadlines and deliverable schedules adjusted as needed. As a result of this project, personnel performance was enhanced, deliverables were achieved, and new business objectives met. The plan was created in a manner that allowed for yearly adjustment and is still in effect today (many years later). Project tasks and personnel information were inputted via TSO/ISPF online forms, so that people could view project information online and provide status via online forms. As a result of the use of TSO/ISPF, it was possible to maintain the five year plan in a current manner at all times and to generate status reports upon request.
Merged two Proxy
Processing firms together into a new facility.
Reporting directly to the President of the Firm, I was responsible
for creating a Project Plan to merge two proxy processing firms together into a
new facility. This project required the development of a plan that defined
how work was to be accomplished, the capacity and performance of workflow
through machines and the manpower needed to support work loads, the layout of
processing and support facilities, staffing and training requirements, and a
detailed project plan to define the sequence of events needed to accomplish
objectives. This project took one year to accomplish, was completed on
schedule and under budget, and resulted in the creation of an optimized
operation that is now the industry leader.
Conversion of a NCR
based Retail Banking system to an IBM / Systematics based system, then the
merger of this system within an IBM Retail Banking environment.
This project was the result of a bank merger, where the parent bank had a Retail
Banking environment based on IBM / Systematics, while the acquired bank had an
NCR Retail Banking environment. We were responsible for first converting
the NCR environment to an IBM / Systematics environment, and to then merger the
IBM / Systematics application into the existing IBM Retail Banking
operations and to then close the NCR data center. The project tool about eight months to accomplish, was
completed on time, and saved the bank money used to support multiple
environments and staff.
Coordinated Data Center
Relocations, Consolidations, and Mergers.
Responsible for assisting firms in their efforts to reduce data
center locations through mergers and consolidations, along with the creation of
alternate sites to support Disaster Recovery and Business Continuity
requirements. Performed many consulting assignments to close data centers
by migrating their workloads to other sites, or splitting workloads amongst
multiple sites to support workload distribution and load balancing.
Incorporated Asset Management techniques that identified the best machines or
equipment to migrate or eliminate due to processing requirements and economics
(i.e., lease, rental, owned, etc.). Due to these efforts, clients saved
large amounts of money, while improving the operational performance and
productivity.
Implemented Service
Level Agreements, Service Level Reporting, and Charge-Back Systems.
Was responsible for coordinating the creation of Service Level
Agreements to define which services were to be provided to clients, how these
services were to be reported on, and the thresholds associated with the delivery
of services to clients. A Charge-Back system was then created to extract
performance information and calculate usage charges to clients. Capacity
and Performance reports were created to provide management and technical
personnel with the metric information they needed to monitor service delivery
and operational performance.
Provided NY area
Marketing and Sales activities for vendor products and services.
Sold the Docu/Text family of products, represented data processing
offsite Vaults (Zurich Depository Corporation) and Disaster Recovery service providers
(IBM, Stratus, Telehouse), Sold the Disaster Recovery System (DRS) product for
TAMP Computer Systems, Inc., and assisted consulting
and personnel firms with their staffing requirements.