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Government Case Studies

Representative samples of successful program/project management and leadership case studies with Government clients.

Large State and Local Government - Project Director and process redesign team leading a multi-phase and multi-year project to redesign the financial, grants, procurement, and supply chain business processes while leveraging leading practices-based functionality and technologies delivered through market leading packaged software vendor solution.  The project also includes the design, build, integrate, and deliver reporting and analytics capabilities through a market leading business intelligence and data warehouse solution.  This project will streamline business processes, enhance data and process integrity, improve timely access to information, revise job responsibilities to align with technology-enabled business processes, deploy an easy to use and intuitive end user interface via web-based, mobile and 24/7 single sign-on systems, and validate the vendor solution implemented aligns with the City’s technical architecture standards. This project will also include a comprehensive change management and communications approach that promotes project ownership, engagement, and involvement, provides a comprehensive end user business process and systems training and knowledge transfer program; and deploys a service-oriented post production help desk and application support structure.  The revised processes and systems will be deployed to the over 60 agencies and/or departments in multiple deployments by entity.   The project also included designing and staffing a post implementation support team for the recently completed Oracle eBusiness human capital management implementation.  

Assisted and provided support to the Project Management Office (PMO) for a Large East Coast State during the Workday ERP implementation project. Managed the project plan, updated on a semimonthly basis, created project status reports, maintained the project deliverables rundown chart for the Project Management Office (PMO), created the project plan for the upgrade phase based on the planning phase discovery information incorporating the HR and organizational change management deliverables, and assisted the team to complete documentation:  HR/TAM fit gap documentation and Executive Summary Plans, Overall PM Executive Summary Plans. Also, maintained SharePoint Knowledge Management Repositories, created upgrade deliverable, status reporting, and  project administration templates and processes.

PeopleSoft v9.2 financials, grants, supply chain, and human capital implementation project at a state and local government.  Created a project plan that deploys the following new functionality:  general ledger, commitment control, asset management, accounts payable, billing, accounts receivable, grants, projects, contracts, cash management, eProcurement, purchasing, inventory, supplier contract management, strategic sourcing, time & labor, absence management, payroll, reporting, and self service capabilities to users located throughout the state.  The implementation included retrofitting the interfaces between PeopleSoft and over 20 operational systems and a custom Business Objects data mart and over 150 custom reports.

A PeopleSoft financials, human capital, supply chain and portal infrastructure migration and upgrade project for a state and local governmental agency.  The scope of the project included migrating the entire technical architecture platform to a new leading edge technology platform, converting the PeopleSoft solution from an Oracle to Microsoft database platform, and upgrading to the latest supported version across each application suite.  

A JD Edwards financials, human capital, and supply chain applications management support services project for a large public state and local government organization.  The scope of the project included taking over the institution’s technical application support to allow the current support resources to focus on selecting and implementing a new cloud-based ERP solution over a 36 – 48 month time-frame.

The finance shared visioning, key performance measurement, process improvement, and financial and project accounting system projects for a natural gas research and development project management organization.  Due to industry de-regulation, the company needed to redefine finance’s role in supporting the organizations research administrative activities.  The company’s core business systems operated on outdated hardware and software and were not flexible enough to meet the changing business requirements.  Completed an information systems planning project outlining the company’s migration to new technologies.  Evaluated PeopleSoft, eBusiness, SAP, and JD Edwards functionality.  Selected and implemented PeopleSoft’s finance and project accounting systems.

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