Department of Transportation - Corporate Database
Provided comprehensive assessment of department’s information systems and determined feasibility of integrating diverse computer-based and multiple networked systems.
Subsequently hired to conduct BPR and provide specifications for a project management and scheduling database.
Scope included evaluation of multiple network requirements - including voice, data and video; analysis of consolidated requirements for large information systems; and evaluation of the Information Service Division’s ability to accomplish the required tasks.
Department of Information Technology - Statewide E-mail Strategy
Conducted study of major agencies’ existing E-mail and groupware products, reviewed statewide requirements for E-mail and document management, and developed strategy to solve problems of directory services and heterogeneous E-mail.
Department of General Services Telecommunications - Strategic Plan
Provided strategic planning options for California’s telecommunications system based on comprehensive study and evaluation of the operational environment, major user agencies, budgeting issues, current business practices, other states’ initiatives, private sector best practices, vendor options, etc.
Our detailed recommendations were based on a thorough assessment of major agency requirements, a determination of the Telecommunication Division’s capabilities to meet those needs, and included the policies and procedures to accomplish the appropriate goals.
This plan became the basis for a billion-dollar procurement of telecommunications for the state.
Franchise Tax Board - Project Management Oversight
Assisted in project management oversight activities of the AB3086 Partnership Project for the Employment Development Department and Franchise Tax Board. Provided an initial review of both the business and information technology workplans including risk assessment, review of business requirements, conversion methodology and project management skills to ensure effective implementation and completion of the tasks required by this system.
Franchise Tax Board - IV&V of Banking and Corporation System
Conducted IV&V for the Franchise Tax Board’s Banking and Corporation System with progress review of FTB’s Bank and Corporation Project (B & C), including an assessment of all three subsystems - BETS, CAPS, and PASS.
Prepared an executive briefing to FTB executive management identifying risk areas and recommending improvements or revisions to mitigate those risks.
Prepared a progress report with an overall assessment of the B&C project for the Department of Information Technology (DOIT).
Department of Information Technology - IV&V Review
Conducted oversight review of three major systems projects to provide a comprehensive evaluation of the project management capabilities and risk assessment of these systems.
The contracts included three systems; the DSS Disability Evaluation Division Determination Services Automation Project ($24M), the DSS In-Home Supportive Service Case Management System ($26.4M) and the DHS WIC Integrated Statewide Information System ($43.4M).
In an additional contract we were tasked to review approximately 30 major state projects for developing chronologies, risk assessment and budget analysis.
Department of Motor Vehicles - IV&V Procedures
Provided formalized Verification and Validation processes for use within the Information Systems Division of DMV. Tasks for this project included the Project Management Plan, ISD Software IV&V Policy, and complete V&V procedures for each phase of software development - concept, requirements, design, implementation and testing.
Provided the detailed recommendations, policies, procedures, templates, sample documents, and knowledge transfer needed to support implementation of these tasks.
Department of General Services - Project Management Oversight
Assisted in project management oversight activities of the Activity Based Management System (ABMS). Provided an initial review of both the business and information technology workplans, including risk assessment, review of business requirements, conversion methodology and project management skills to ensure effective implementation and completion of the tasks required by this system.
Provided detailed recommendations, identified all major user requirements, identified organization policies and procedures, and conducted a thorough analysis of project management techniques and viability of the project.
Administrative Office of the Courts - Disaster Recovery Plan
Provided consultative services for the development of a disaster recovery plan (DRP) for all California appellate courts as well as for the Administrative Office of the Courts (AOC).
Reviewed all business and IT functions and processes to identify those critical to a successful recovery and re-establishment of court and AOC services. Identified facilities, staffing, office equipment, voice and data communications, electronic and hard copy files, and hardware and software required to resume critical business functions.
Documented information gathered in previous steps, provided explicit instructions for resumption of all critical court and AOC business and system functions and processes in the event of a disaster, and formally tested those instructions to ensure their viability.
City of San Luis Obispo - Y2K Assessment and Planning
Provided assistance in assessing the City of San Luis Obispo’s year 2000 compliance liabilities and options.
Initial assessment included identification of risk areas and recommended improvements to mitigate those risks.
Requested follow-on work included identification and prioritization of business processes, inventory of software and hardware for Y2K applicability, and development of a Y2K Master Plan and a Disaster Recovery Plan.
City of San Buenaventura - Y2K Assessment and Planning
Provided assistance in assessing the City of San Buenaventura’s year 2000 compliance liabilities and options.
Initial report provided overall assessment of the progress of the Y2K project and included the identification of any risk areas and recommended improvements to mitigate those risks.
Based on our initial assessment, Ventura requested we provide an Awareness Plan, identify and prioritize business processes, develop a Y2K Master Plan, and develop an IT Disaster Recovery Plan.
Glenn County Human Resource Agency - Y2K Assessment and Planning
Provided an inventory and assessment of all electronic systems including their prioritization with respect to potential impacts of Y2k failures.
Concurrently, we will establish an action plan and implement it within the required time frames. Finally we will assist in testing implemented solutions to assure effectiveness of these solutions.
Throughout the project we will provide additional support for later phases to keep the County on track with the project while continuously providing imperative and timely advice on the scope of the problem.
Department of General Services - Continuity Business Planning
Developed a model for Continuity Business Plan to be used by the DGS offices in preparation of their respective portions of the overall department plan.
Assisted with division level presentations of the model to establish the requirements for individual office input to the department plan.
Will assist any office with their input to the department plan based upon the model provided.
Will develop the department-level DGS Continuity Plan for Business, ensuring the overall consistency and integration of the office plans with the department plan, specifically current emergency plans, operational recovery plans, and department and office strategic plans.
This will include appropriate investigation of those department services and systems that span the entire department such as the ABMS and the functions of the TSS.
Virginia State Corporation Commission’s Call Center
Evaluated the Commission’s Call Center operations based on their inability to adequately service the volume of calls experienced during predictable peak periods of customer inquiry.
Scope included the assessment of the Call Center’s current and projected 5 year workload, existing business processes, policies and procedures, customer requirements and service, status of operator training, and existing Automatic Call Distribution System including all hardware and software supporting the Call Center.
Reviews of government and industry standards, operations of comparable government organizations, and private sector initiatives provided additional sources for our detailed recommendations and action plans.
We were subsequently asked to provide training for call center personnel, fine-tune their Call Distribution System and simplify their operator work station interfaces.