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Representative Delivery Summaries with Benefits Achieved
 | $6 billion Oil company – Recommended a rebid of a $20MM+ SAP business suite and custom | |
| Hydrocarbon Management system implementation for a new Refinery initially awarded to a System Integrator that had delivered few results in 18 months. The project had to deliver in 8 months to meet the "go live" date for the refinery. |
 | Wrote a RFP and revised scope -- worked with the business clients to define the "must | |
| have" scope elements (versus the "nice to have"). Developed vendor evaluation criteria and a selection process. |
| Selected New Vendor. Worked with the business clients and IT to resolve relationship | |
| issues and clarify roles and responsibilities, and led the collaborative selection of a new vendor in less than a month. |
| Negotiated a fixed price contract with a substantial hold back and aggressive penalties | |
| for non-performance. |
| Program managed this on time, on budget implementation, instituting stringent | |
| change/control processes carried out by the business teams to control scope. |
| Instituted a pre-delivery checkpoint where critical business, IT, and vendor project | |
| participants were interviewed for the purposes of identifying any schedule, quality or cost "surprises" in time to address them. |
| Delivered on time, on budget. As a result, the new oil refinery facility was “turned up” on | |
| time, delivering first year revenues of approximately $1.2B and avoiding a day for day loss. |
| Delivered in 7 months after the first 18 month delivery attempt failed |
| $2 billion Semiconductor Manufacturer – Program Managed the custom development of a | |
| Oracle Data Base backend for a custom coded Computer Integrated Manufacturing (CIM) application (i.e. 600,000 lines of code) that had serious performance, scalability, and availability issues. The application was critical to bringing a new Wafer FAB live or risk losses of $1.6 MM/day. It was not usable in its current form. |
| Turned around a failed 2 year implementation within 6 months delivering on time and | |
| on budget enabling the on time commissioning of the FAB. |
| Negotiated a refund. In a "separate opportunity" negotiated a refund from a Big “5” SI in | |
| Japan, for a failed custom coded business systems implementation. Led the re-start of the project starting with a clearer definition of the "must have" scope. |
| $3.5B Storage firm -- Hired as a large enterprise customer market expert -- worked with their | |
| Customer Service Product Management & Software Development organizations to perform a customer survey of large enterprise customers (their targeted growth market) to ascertain the reasons why there was low customer adoption for the past decade of a highly strategic diagnostic tool. |
| Recommended over 40 software diagnostic tool changes as a result of in-depth | |
| customer interviews. |
| Creation of a prioritized product plan targeted at fulfilling the needs of the large | |
| enterprise customer. |
| Identified opportunities to further improve competitiveness, security, Sarbannes Oxley | |
| compliance, reduce cost of service, take more accurate tool usage metrics, and improve both direct and channel partner customer service delivery. |
| Recommended creation of a few critical missing job positions to address the "root | |
| causes" of these product adoption and product planning issues. |
| Significantly revised the functionality and product plan of a new product on the verge | |
| of being launched for a new product line -- incorporating the "lessons newly learned". |
| Drafted objection handling and other marketing materials for these critical diagnostic | |
| tools. |
| For $2B Semiconductor Manufacturer; $7.3B Semiconductor Equipment Manufacturer; $6B | |
| Oil -- recommended how to resolve failed, partially implemented, multi-million dollar professional services engagements & enterprise software implementations in which the customer wanted a refund. Negotiated customer service issue resolution with a variety of hardware, software, outsourcing, ISP, and other vendors. |
| $20MM storage firm – recommended resolution for premature purchase & partial | |
| implementation of an expensive CRM vendor’s product that did not meet business requirements. |
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- Engagement Description: Resolve PROJECT Delivery Issues
| Perform an assessment of the current state of the project | |
| or of service delivery, its risks & risk mitigation options and present the pros/cons/risks/costs/benefits/risk mitigation approaches of the top two or three (for example) paths forward. | ||
| Recommend the optimal solution including prioritized fix & | |
| longer term solution options to correct the problem(s) | ||
| Internal organization or vendor delivery | |
| Often done proactively, before serious issues; or after a | |
| failed/failing delivery. |
| Engagement Description & Delivery Summary PREVENT/REMEDY FAILED DELIVERY |
- Engagement Description: Resolve PRODUCT Delivery Issues
| Adoption, retention, product competitiveness issues: Identify the "root cause" issues and | |
| what are acceptable solutions to target customers; propose a series of phased corrective actions with an implementation plan and cost/benefit. If appropriate do a Customer Survey. | ||
| If a product has changed target markets to include the medium to large enterprise market | |
| (i.e. hired as the market requirements expert), often asked to identify the gaps in functionality that need to be addressed to meet those market requirements. Would result in a revised and prioritized product plan. |
| ENGAGEMENT DESCRIPTION |
| If the wrong vendor or product has been selected and partially implemented, recommend | |
| options to resolve. |
| Improving IT & Product Delivery Success |