Management Project

EXECUTIVE PROFILE SUMMARY

Experienced Business Architect and Manager with over 28years of Software Business Solutions Development experience including full lifecycle development and deployment of internally developed, out-source applications and COTS purchased software applications

Experience implementing complex, enterprise-wide projects business Transformation / integration efforts from concept to fully operational status for Oil & Gas Exploration and Production

Oversees strategic development, Reengineering and production efforts while managing people, processes, budgets and operations in a matrix Business environment

Extensive UML OO Architecture experience managing up to 200+ direct and indirect reports, including staff members and subcontractors, along with multiple consulting /outsourcing team organizations

Executive-level sales presentation /reporting skills with global business development experience, with face to face with Lines of Business chiefs

Proven success managing multiple large scale, multi-million dollar business technology/ change initiatives

Engagement Management, Management,Team building, Policy administration & P&L responsibility

Enterprise Project Management Office (PMO) - Score cards-IT governance, infrastructure management, application delivery business continuity, business relationships, Disaster recovery /business continuity.

Experience in championing the views of lines of business in Markets, Trading & Risk Management. High Availability development strategy/ Six Sigma / large ERP projects SAP/ Peoplesoft /Oracle/Microsoft Axapta

Technical Advisory for Rationalization, Consolidation and Virtualization of Infrastructure resources

Technical Blue Printing /Design of Order Processing O2C, Deliveries, Invoicing, AvailabilityTo Promise, Product Allocations, Pricing, Rescheduling, Back Order Processing, Master Data, Reporting,including the cross functional touch points with Planning, Material Management and Financial Information & Control

PROFESSIONAL EXPERIENCE: 28 years (05/ 1986 – September, 2015)

Client: BPM Systems Engineering (Utilities-Power & Telecoms) ( 02/2009 – Sept, 2015)

Role: Emerging Markets Program Manager /Engagement Technical Lead

Provide Technical Direction, and project management of utility systems for the telecoms and power system clients.

Six years of managing several projects for telecom and power utility clients on both proprietary software upgrades and SAP SD/CRM platforms. International experience. Worked in several capacities, initially as business analyst, process analyst, designer and architect / technical lead and later as program and project manager on several projects. Managing sub-contracts, warehouse and technology infrastructure.

Metering systems

GPS and locational services systems

Service Provisioning

Billing systems

Network Modeling systems

Sales and Distribution

Customer Relationship Management Systems

Tool: Agile, Process Designer, Microsoft Visio, ABB Network Manager, Scheduler, Crew Manager. IBM Architect. MS Project Manager, Budgeting System. ServiceNow, Financial Controller. Office 365. Active Directory.UML. Workflow Manager. UI Designer. Sharepoint.

Client: Verizon Telecoms (12/2007 – 11/2008)

Role: Business Transformation Architect /Engagement Technical Lead

Provide Technical Direction, advise and recommendations to Verizon Business Solutions stakeholders :including CPE:Customer Provided Equipment, MNS- Managed Network Services,, SS-Security,PS-prof services, HS-IS Hosted Services

Lead 5 Project Managers, in a cross business- technical team in the delivery of proposed solutions Direct Vision, Concept & Implementation of web-integrated work products in full life cycle development

Manage all Rationalization Development cross team (12) to deliver “Order to Cash” application workflow solution including Deduction Management, Logistics Execution

Lead corporate Rationalization program and provide guidance on technical initiatives for Business Process Improvement/ Re-engineering. Lead Planning and cost estimations of Impacts and Implementations.

Other Responsibilities:

Lead PMO design and WRICEF development of new concepts for transforming the work flow application ($20M) for CPE, MNS, Call center, Security & Professional services into Order to Cash Platform Delivery

Direct on-time delivery program for custom development of “Order to Cash” application workflow solution

Lead creation of cross team UML Architectural designs for new application (state, use cases, classes)

Creation of SAP Business Requirements, Blue-Prints, Technical Requirements, Technical Spec, Test Docs

Lead Configuration of Platform –workflow, reports, interface, conversion, enhancement and forms

Lead Phased planning and execution of Unit & Integration Testing and GoLive Support

Lead Rationalization Initiative for Verizon LOB assets, services, and consolidating disparate applications (20+)

Oversight the Design of reusable MDM master Data Management Schema & development of corporate Datastore

Tools: SAP Sales & Distribution, Websphere, process choreographer, weblogic, web portal, Adobe Fireworks, UI Sketch, WTX transformer, biztalk, Lombardi, ITKO LISA, CCS-Call Center Operations,Microsoft SQL server, Microsoft Sharepoint, Telelogic System Architect, Visio, J2EE, Oracle EAM,

Client: Reliant Energy (May 2007 – Nov 2007)

Role: /Technical Program Manager & Business Architect (Energy Risk Management Trading System)

Responsibilities:

Manage Mission critical multiple Application Development projects in the Middle office for Commercial & Industrial Customers

Direct the efforts of three Project Managers and indirectly 7 Development teams members on transforming Middle Office of Energy Retailer. Identifying and mapping all business processes across business units

Lead Issue resolution and Resource Management working with subject matter experts across departments

Lead Design and development new concepts for transforming the Energy Wholesale Middle Office Application, competitive enterprise Nodal compliant application ($12M)

On-time / On-budget Retirement of redundant and disparate systems, configure SAP R/3 Commercial Trading system (Opportunity to Delivery)

Lead client relationships including: designing, facilitation and coordination of JAD workshops

Create and manage Project Plans including the (wbs) work breakdown structures, scope, requirements, for Risk control, Risk Exposure management, credit scoring, collateral management and contracting

Recruited and manage the programming of proof of concepts and acceptance of concepts

Lead the configuration of platform with FRICE and Testing and Go Live Support

Oversight the defect tracking and configuration management processes/tools to be used by development

Manage a project team of (75) including analysts, designers and ABAP developers in a development Team working with ITIL Processes for the Operations Team

Manage cost estimation, reporting and program quality performance and overall productivity

Responsible for translating business and functional requirements (business process models and use cases) into detailed technical design from system architecture down to code-level design.

Lead mid to large size project teams through full lifecycle including requirements gathering, technical assessments, package evaluation, technical design, development, knowledge transfer, launch and support.

Oversight Selection and Installation of hardware and software components

Provide expert knowledge of application system architecture at all levels and underlying project methodologies.

Provide guidance throughout the development process to ensure code is developed to specification.

Prepare application and system architecture deliverables in accordance with standards and methodologies consistent with the target business architecture.

Resolve and work on issues across multiple functional areas. Effectively monitor and take action to ensure coordination and effectiveness of all components and activities and decide on issues requiring escalation.

Facilitate an on-going technical workgroup meeting for all technical project participants. Plan and execute disaster recovery sub-project and project governance

Research new products and technologies to determine fit with the overall application architecture.

Contribute to the firm's growth by participating in recruiting, business development activities and meetings and/or colleagues' performance management.

Develop Best Practice and Quality standards / guidelines across projects included in the program

Develop cost estimates and Risk planning and assessment on program level

Tools & Technologies: SAP R/3, RSF© Framework, ADD-Architecture Driven Development, SOMA/ SOA Rational RSM v7,RSA Rational ClearCaseLT, LAMP Solution Packaging, Rational ClearQuest, Oracle WorkFlow, Liferay Portal, CIM-Common Information Model RCIM, Chordiant, Microsoft Axapta, Oracle database, Oracle Service Contract. Interwoven TeamSuite. web containers, DOORS, SWAG Costing, EJB Containers, C++, UML Modeling, Corba Interface design, J2EE distributed computing platform, Java and XML, ITKO LISA, Rational Administrator, Xpetal, CIM, IBM websphere,BuildforgeV7. Casewise,ITIL, SMMN, EDI, UMM /sscpt3.0, TIBCO iProcess, Scrum Master, SAP ccs/ FI-CO Integration, ASAP Methodology .Lombardi BPM V2007, Adobe Fireworks

Client: ERCOT - Electric Reliability Council of Texas (July 2006 – May 2007)

Role: Business Solution Architect [Enterprise Architecture & Integration/ Portal Development]

Developed strategic plans with LOBs, for competitive enterprise software Nodal application

Prepare cost estimates and report on projects budget burn rates and Earned Value through the program life cycle

Managed the 3 software PM and indirectly 45 resource members of the team

Managed a small team of designers and developers in a matrix organization

Developed negotiations and relationships with vendors supplying COTS applications

Managed integrated Portal design and development of ERP enterprise systems,

Managed the Design and build of the EAI integration architecture and brought on-line schematic systems as a transition system for managing the Power flow in support of 85% of Texas electricity consumers

Supervise creation and management UML artifacts including Use Cases, class, component, interface, sequence, state Machines and package Models

Recommend applications to retire from corporate architecture, conduct overview of the Staged Gate system

Direct Quality Assurance /performance management at program level

Conduct overall Issue resolution, and audit risk assessment for the Nodal Systems

Other responsibilities

working with Business Analysts to validate system requirements, both functional and non-functional

Developed and authored end-to-end architectural solutions for various projects and/or systems. This included development of the logical architecture solution and collaborating with domain-specific Architects to develop the physical architecture solution.

Led the Development of software views necessary to clearly communicate system design to developers, technical resources, and project managers. Develop/ implement Disaster recovery and business continuity

Ensured architectural solutions are efficient, architecturally sound, and consistent with the enterprise technology standards, strategies and policies

Led reviews of logical Architectures, provided end-to-end vision, and assisted sector Architects in analyzing performance and technology tradeoffs of various technical solutions

Provided technical oversight and guidance, promoted technical solutions, mentored, and consulted with project teams, Report to the CIO and Technology Board

Tools & Technologies:

Architecture: Zachman Framework, with UML detailed representation, Liferay R1.1 Portal,J2EE, JavaScript, HTML, SOAP, WSDL, XML,SQL, .Net, C++Messaging, Oracle Service ContractLodeStar-Settlements and billing modules, PTI-MOD,IMM, IBM Websphere, Market Participant Portal .RSA, EDI/ CEFACT,ClearQuest,BuildforgeV6, LAMP. TIBCO Business Works. Interwoven CM. Disaster recovery plans/infrastructure. Six sigma. NETMOM, GENMOM, ICCP, SCADAMOM, SMMN, DOORS, lamp, osi, nms, multiple commus protocols. ITSM,ITKO Lisa,

TOOLS: Rational Software Architect, CIM Validator, State Estimator, SAP-MM/BW, websphere, SAP WF, Oracle ADF, Oracle workflow.

Management/Technology Consultant -BLUEPRINT ARCHITECTS

Client: APS-ARIZONA POWER SUPPLIES (July 2005 – June 2006)

Role: Business Integration Architect – Retail Distribution Enterprise Application Development

Budget Size: $17 Million, Personnel Managed: 47 Direct, 13 Indirect

Project Goals: Identify core business processes and issues related to outage management and outage restoration and formulated implementation strategy with LOBs. Develop strategy and present solution to governance body. Oversee development and deployment of project.

Notable Accomplishments: Worked with 5 divisional directors of 5 different Engineering business units to build consensus and re-engineer internal engineering business processes.

Challenges: The Union Manager was able to bypass the process and report directly to the COO. (Successfully integrated his personnel concerns into a successful and operational team).

Provided and re-directed Project Re-engineering with Strategy, Methodology, budget, structure, change Management, QA, Integration and CM- configuration CMMI discipline (with Portfolio Management Tool), OLAP design /development

Managed involvement of resources (47), indirectly 113, Infrastructure logistics, with budget $17m in iterative cycle (recruiting, motivating, training and developing team resources)

Reported to executive steering committees and Governance Board, leading a team of Architects and developers

Directed Distributed Outage Management system Project to save $10m annually (with data warehouse design)

Managed /packaged landbase GIS development, Electric Network development and DMS vendor, on a BAM- and BPI –EAI (Enterprise Integration backend) complex systems development effort for Outage Management

Led the adoption of a custom Software Project Process : design project CMMi implementation ( Rational Tool set)

Lead the design of Integrated Solution Packages and testing prototypes. XML, SOAP, HTTP, XSD,SOMA, BPEL & WSDL

Managed vendor outsource agreement and quality audits and working with business units, integrated project plans.

Managed PMO scorecards-Governance, business continuity, process, SDLC, Methodology, Training, architecture, modeling, defect tracking

Lead the creation and delivery of UML domain view artifacts including Use Cases, class, component, interface, sequence, state Machines and package Models

Tools :Architecture: Zachman Framework, with UML detailed representation, XML, SOAP,WSDL, C++, UML, CMM, Java, PIT-MOD, Siemens-EMS, LodeStar-Settlements/Billing, ITIL Tool, State Estimator, CIM Model, xspy, Messaging Tool, MDI Workbench, CIM Tools Set. Power Network Model, State Estimator, CIM Tools, Vendado, SAP FI-CO, MM, SD Integration,,Websphere, Energy Management Portal.RSA Toolset, Buildforge v6. Casewise 2000, Erwin 2000. LandMark2000, Microsoft Axapta

Environment: C++, Java, dot Net, Tibco Bus, PeopleSoft V8.8 SCM, AIX, Six-sigma, Agile Development, Scrum Master,Oracle10g. Chordiant, TIBCO RV.

Title Held: Chief Information Officer –3P/POWER SYSTEMS ARCHITECTS

Multiple Clients: Sub-contracts (March 2003 – July 2005)

Role: Chief Operations and Solutions Officer (Revenues and Tax Systems)

Annual Budget Size: Managed for business operations & technology. $15.8 Million, Personnel Managed: 60

Project Goals: Re-engineer existing processes, applications, and architecture for development and deployment of a web-based financial application that had to be integrated into existing systems and Architecture. Champion the vision of LOBs

Notable Accomplishments: Brought both user (sales, marketing business development, and account teams) and technical teams together to create a functional and cooperative team in gathering requirements for the revenue management and tax system.

Challenges: Integrating existing platforms and architecture into cohesive system that satisfied both user and technical requirements, in newly acquired organizations.

Recruited/Managed a team of 3 software managers, 50 team members and 7 consultants. ExpressOne, Panangon

Responsible for analyzing clients’ architecture and proof of concept for integrating legacy applications architecture

Introduction and adaptation of Rational unified process, building consensus among users and training selected individuals as lead designers

Designed a web based n-tier Integrated financial software application, used by financial analysts, brokers, agents, financial institutions for order taking and management of insurance, loan origination and investments management.

Responsible for Architecture, design, construction, and deployment on client Architecture for the Supply Chain Management Systems (SCMS), SAP SD,FICO, PMM,Siebel, SMMN, Hyperion Troubleshooting/designs

Responsible for Sales, Marketing, Business Development and Account Teams- (25), six sigma rollout

Create and manage UML domain view artifacts including Use Cases, class, component, interface, sequence, state Machines and package Models and manage Business Process Modeling and Business Rules.

Tools:ITIL ver2, Erwin, Data Modeler, Xpetal, CIM validator, MDI WorkBench, ManageNow, Root Cause Analysis. Oracle Workflow, Advanced Queueing, Oracle Business Events Casewise Process Modeler, Oracle Service Contract, ClearCase, ClearQuest. XML Spy. IBM websphere. Message Broker. Power Systems. RSA v5, Scrum Master Environment: IBM Clusters running Oracle 10i, presentation layer -web portals- .Net, HP Rules Engine- middle layer, process layer-Transact, composite layer – SeeBeyond TCP/IP, Peoplesoft 8.4 . Java, C++J2EE, Dot Net. HL7 Interface/ RIM Version 3, Eracent, GRAM, Siebel clinical. WSDL, BPEL,JBoss Rules Architecture: Custom with UML

Sub-Projects (3P/POWER SYSTEMS ARCHITECTS 1998-2005)

Client 1: BCBS (Health Insurance)

Budget (2MM)

Design of electronic data exchange project with Health Providers, design of HL 7 compartible Data converter layer with Native EDI, XML and SQL data exchange.

Integration of validation, translation and transformation layers, and developed custom adapters

Client 2: Wyet Pharmaceuticals PA (04/2003 – 06/ 2005)

Budget (1MM), Personnel Managed: 15

Architect the FI-LA SAP project providing both technical and business context in the Integration of the SAP CRM and the SAP Business Warehouse to extract Lease contract values and making them available to the leasing engine. Health Insurance DatawareHouse and OLTP logical design

It involved the selection of accounting principles, lease classification, definition contract process, Analysis of process, dealing with adjustments, accruals/Deferrals Postings, One Offs and SAP CRM Billing work with Condo renters and the SAP -Vendor Invoicing from suppliers of their services

Tools: sap workflow, crm, fi-co, ps, hyperion designs,Hyperion shared services, CMM, Six Sigma

Client 3: Private Equity StartUp Bio Technology Firm: ARD

SAP Implementation: SD –Service Delivery Functional Analyst (September 2004- July 2005)

Budget (750k), Personnel Managed: 10

Worked on a service delivery implementation for client International Pharmaceutical Drug Manufacturing and Shipper of goods. The implementation included facilitating the gathering of requirements for the business customer support contract and opportunity management, order creation, order processing, and billing processes. These requirements were translated into technical specifications for the customization of the standard R/3 modules and also designed the Integration with existing modules and existing legacy data use for other application systems including MRP I & II

Tools: sap s+d, ps, websphere business process server, sharepoint, IIS Server,ITSM, CMMI, CFR 21

Client 4: JP Morgan Chase (2002 – 2003)

Title Held: VP Global Technology/Business Integration Project Manager

Budget Size: $67 million annual, Personnel Managed: 253

Project Goals: Re-define methodology for iterative development and products working with Lines of Business. Articulating LOBs interest into strategic development. Credit Card Processing and POS Point of Sale Systems for Trading Fixed Asset Securities

Notable Accomplishments: This application was extraordinarily complex and spanned several continents, and resulted in an industry-first custom instant global currency conversion application.

Challenges: Lines of business operated as separate functional entities and were not integrated, initially poor support of centralization of effort. One line of business systems was eventually sold to Accenture for outsourcing, led the divestment planning..

Managed 5 software Managers, 3 Program managers and 245 people in my technology hierarchy

Re-define methodology for iterative development and products

Managed a global enterprise Integration Product for Chase Bank with an annual savings of $30m in operational costs (Process Re-engineering of supply chain).

Create and manage UML domain view artifacts including Use Cases, class, component, interface, sequence, state Machines and package Models, business process and business rules.

Tools :Architecture: Zachman with UML detailed representation. Borland Tempo, CPDEP, Web Portal. ITIL & CMMI driven Business Architecture Environment: Oracle 11i, IBM MQ Series, ESB Message, java, JMS protocols, Rational Suite, Mainframe, Unix (back-end), Windows NT environment (front-end), PeopleSoft 7.5, Vertical Web Portals, Hyperion

Client 5: Genuity Telecom (GTE) (07/2001 – 12/2001)( 6 months)

Consulting as: Director, Application Development. & Technical Architect

Budget Size: $1.5 million Personnel Managed: 58 (recruiting, training and development)

Project Goals: Billing 18 months behind; Bring billing up to date

Notable Accomplishments: Immediately identified and architect a solution that resulted in trace $13 million in back payments in less than 3 months. Implemented functional process changes as well as technical solutions to bring billing up to date.

Challenges: Genuity was on the verge of bankruptcy, resulting in severe time limitations.

Managed the entire billing operations and technological improvements

Managed the Arbor Middleware implementation of CRM – ERP for GTE, CMMI, ITIL, Six Sigma

Created a business intelligence drilled down product of the customers data, allowing client better understanding of which VOIP, VPN or Dialinx packing was purchased and why. This allowed further improvement of the products and packaging to fit different geographies.

Turn around project in which I analyzed the architecture and release cycles B2B (Supply Chain Management System) and found out that by changing to a time box approach in software releases and creating a web enabled interface with re-sellers AOL, Time Warner, BellSouth, US Cellular, Verizon, AT&T

Tools: Rational, ”Panangon, ExpressOne, FTTN, FTTP,FTTX, LEC, OSI Data Framework

Architecture: Zachman with UML detailed representation, LodeStar Billing and Enrollment

Environment: Oracle 9, Sybase, Siebel, Billing Siebel Portal SOA, EAI. IBM Message Broker, PeopleSoft8.0, TIBCO Business Works. DatawareHouse design and implementation, Hyperion Process.

Client 6: Fundxpress.com / Texas Community Banks (Jan 00 – 2001)

Title Held: Director of Software Quality/Applications Architect

Budget Size: $13.5 million (does not include personnel costs) Personnel Managed: 53

Project Goals: Business Transformation and process re-engineering effort to substantially modify architecture to accommodate business process changes due to mergers & acquisition of companies.(web portals, Banking POS, Datawarehouse)

Notable Accomplishments: Re-engineering efforts led to increased ability to access and analyze data, resulting in additional revenue source.

Challenges: Each bank within the system utilized different systems, processes, and applications. These all had to be identified and integrated.

Changed Architecture to a Service-Oriented Architecture with n-tier: presentation layer, business process layer, composite services layer, enterprise component layer and operational systems layer- also contained CRM & business intelligence products.

Managed the workflow and business re-engineering effort that led to consolidating the increased use of the web portals (which we used to replace the web sites) for the Community Banks and credit Unions who were our clients.

Compositing Services allowed us to stream line applications created and unify application or make it enterprise. It also led to about 30% increased sales for the Bank products.

The Data on customers use and consumption led us to the idea of drilling existing state data on past customers and suggesting a pattern led re-selling of acceptable Bank products to customers. This increased our gross income from transactions too by $5m annually

Managed 53 people including architects, consultants, analysts, developers and analysts using Rational Products

Managed the Development change agenda for a fully documented software solution through backward engineering into Rational.

Tools & Architecture: Zachman with UML detailed representation, LodeStar-Clearing & Settlement, MDA, MSDD

Environment: Perl, Java, SQL, PL/SQL, Oracle, IBM MQ /Websphere, RUP, GRAM, Eracent Discovery tools. ClearCase Configuration tool, CMMI, Custom web Portal, content Management,.Net, C++. Credit Card Processing, DatawareHouse re-design with Business Intelligence.

Client 7: Abbott Laboratories –Pharmaceuticals (May 1998 – 2000)

Title Held: Business Solution Architect / Change Manager

Budget Size: $13 million, Personnel Managed: 59

Project Goals: Turnaround Business Transformation project to streamline and focus release of FDA-regulated software project.

Notable Accomplishments: Completed re-organized project management to a shorter iterative release cycles (each cycle lasting 8 weeks) in order to regain control of project and deliver software on time.

Challenges: Little to no project management existed and the project was in chaos. In time-sensitive and highly regulated environment, identified issues, defined projects, and pulled together a team from three disparate locations. Had to modify internal accounting practices to build team.

Managed a total of 3 software managers, 59 people on this effort which included the creation of a web enabled analytical and diagnostic software product for the AXSYM2 hardware already designed and prototype for release.

Changed the Top heavy RUP methodology to simplified, shorter iterative releases, tightly coupled software configuration and effective software testing regimes

Managed and designed a training program around the proof of concept to educate people on testing and development efforts

Packing Engineering- designing solution packages and interoperability Testing

Managed the development of FDA regulated release of AXSYM2 Project; this was a turn around project, following a fast paced re-engineering of related processes.

Environment: NT, UNIX, DB2, Powerbuilder, NIKU, IBM Websphere, SAP HR, SRM, MM,PS,BW

J Colette Utility Consulting (Energy Power, British Gas & British Telecoms) 1992 – 1998

Director of PMO / Engagement Manager /Architect

The following breaks down a 6-year Enterprise effort with British Gas/ other clients. The initial project was only to integrate the Billing module with existing process and applications. However, this proved to be so successful that full lifecycle implementations were selected for General Ledger, Asset Management and Budgeting. These projects spanned 6 years and at times ran concurrently. Served as functional lead for all projects. Problem Resolution, Root Cause Analysis, development of project scope, deliverables and development of Project Team members

Sub-Projects

ERP- ENTERPRISE BILLING INTEGRATION

Budget Size: $16 million, Personnel Managed: 28

Project Goals: Integrate Peoplesoft Billing Module to existing processes and SAP SD

Notable Accomplishments: Success of this project led to full Peoplesoft lifecycle implementations

Challenges: Existing databases and functionality were non-Peoplesoft applications; had to integrate Invoicing & Billing module with existing LodeStar databases which were maintained on a separate platform. Responsible for customer interface, requirement gathering, Gas Firm system architectural and processes protocol.

Managed the development of Energy Management Solutions including : Load Balancing systems(LBS) Distributed Outage Management system(DOMS), and Demand Forecasting system (DFS)

Led design, Architecture and analysis teams and the development effort for the ERP implementation.

Led the conversion of 120 application certification for year 2000

Managed the creation, leadership, establishment and operations of a PMO.

Environment: DB2, AMR. MS Project, RACI Charts, ERP, Lotus123, Casewise, Excel. 3tier Architecture, AS400/Main frame, SAP SD, Oracle Service Contract, LodeStar Profile, Billing.

ERP-ENTERPRISE GENERAL LEDGER INTEGRATION IMPLEMENTATION

Budget Size: $10 m (does not include personnel costs), Personnel Managed: 40

Project Goals: Full lifecycle Peoplesoft implementation of G/L and Purchasing Modules. Also integrate Peoplesoft for Gas Firm with SAP MM.

Notable Accomplishments: Success of this project led to additional Peoplesoft full lifecycle implementation

Challenges: Business units reluctant to commit resources; management did not share a common vision. Created a schematic that modeled how internal business units communicated and shared data and how that would be reflected in the Peoplesoft implementation as British Gas moved from manual

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