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For a large Healthcare company in the NJ area, TMS provided Project Managers that were assigned to several different projects for the client. Some of the projects included an upgraded Billing System and a Laboratory Information System implementation. Engagement included managing all project schedules, issues, risks, and costs on a daily basis while also mentoring internal IT personnel on improving their Project Management processes and methods.
For a large Hospital System in NJ, TMS was engaged to provide Project Managers to grow a PMO within their Infrastructure group. Evaluated and implemented server hardware and other network and telecommunications infrastructure components for numerous environments that covered both Clinical and IT functions. Involved in numerous application evaluations for Contract Management, Cardiology, and Security Information and Event Management (SIEM). Interfaced with all Site CIOs on numerous Enterprise-wide projects including Revenue Cycle, Cardiology (Philips), MACLAB (GE), and SoftMed for electronic medical chart creation and tracking. Contributed to company Project Management methods and procedures. Implemented Program-level improvements for better project tracking of issues and ROI across the program. Defined PMO Charter and software requirements for PMIS evaluations.
For a large utility company in NJ, TMS was awarded a short term contract to reengineer the PMO processes for the Environmental Site Remediation PMO. Engagement included staffing several Project Managers and managing all project costs, budgets, forecasts, issues, and schedules on a daily basis while determining a better process to manage their projects. Program Management responsibilities included rolling up of project schedules, cash flow reporting and forecasting, quality and risk management, weekly issue and status reporting, methodology and process refinement, and team building and mentoring. End result of engagement was a set of complex but very functional Excel database systems that the client could maintain going forward.
TMS was awarded a short term contract to facilitate a methodology for improving Information Sharing between several NJ-based agencies. Agencies involved in the methodology project included NJ Department of Transportation, NJ Department of Health, NJ Office of Counterterrorism, and Morris County Department of Health. Project accomplishments included evaluating all current information sharing practices and information sharing needs, documenting each agency’s current state of information sharing and opportunities for improvement, and helping to manage requirements and functional design for an open-source software solution to facilitate information sharing between entities.
For a global Reinsurance Firm in NY, TMS was engaged by client for a short term Business Process Reengineering effort. Client was a UK-based global insurance company that was transitioning from an insurance company to an insurance agency here in the US. Therefore, all of their business processes needed to change. The business functions impacted included Property and Casualty Underwriting, Claims, and Accounting. TMS evaluated all current procedure documentation in detail, interviewed the business, evaluated all current business processes, conducted numerous brainstorming sessions with management, drafted new business process workflows for each of the 4 major business functions, and finally updated and published final procedure manuals to incorporate new business processes, procedures and workflows into their daily business.
For a large Publishing company in FL, TMS was responsible for Project Management and the successful delivery of a PeopleSoft Accounts Receivable implementation for this client following an upgrade of previously existing PeopleSoft Financials modules. The TMS Project Manager was tasked with Planning, Staffing, Scoping, and Directing all aspects of the project from Business Process Reengineering to Quality Management. The TMS Project Manager led a core team of 12 consultants and client employees with associated project membership reaching 50+ people. The TMS Project Manager was recognized by Client Management as “Setting the standard for future Project Management” and was invited to be a reviewing member of the Client’s IT Project Management Tools and Methodology Committee.
For a biotechnology company in the San Francisco area, a TMS project team was responsible for the evaluation of all projects related to a particular new drug. Eighteen business projects were evaluated. This evaluation included project scope, plans and deliverables, staffing requirements, dates and project status. As a result of the evaluation, recommendations were made regarding the potential for success or failure of each project and the necessary steps to achieve success. Some of the recommendations focused on training and staffing while others focused on the need for clear documentation in terms of scope, planning and communication.
Also as part of this assignment, an overall evaluation was conducted of the client's Project Management process. Recommendations were made to improve project communication, documentation, accountability, and a standard project methodology. All of these recommendations were accepted.
For a major investment firm in New York, numerous TMS consultants were brought in for various projects.
Project 1
Several TMS consultants all worked on one very large project for this client that spanned about a year and a half in length. This software development project covered the entire lifecycle of a web-based Equity Research system for Research Analysts and Portfolio Managers. Several project teams worked together to roll up into one overall project. The total project team consisted of over 25 business and technology individuals spanning worldwide locations. Two TMS associates handled Project Management responsibilities, covering different aspects of the project. One of those TMS associates was the overall Project Director, to whom all other internal and external Project Managers reported. A third TMS associate led the Quality Assurance and User Acceptance Testing phases. TMS helped the client with scope definition, requirements gathering and documentation, design considerations and documentation, budget and cost constraints and reporting, status reporting, project plans, as well as controlling the implementation through testing phases. The project costs from start to finish will exceed $3 Million.
Project 2
One TMS consultant was responsible for the planning and management of support activities and enhancements to the Macgregor Trading Platform. The effort included developing and maintaining detailed project plans as well as status reporting and issue tracking. This assignment involved the coordination of resources in multiple geographic locations.
Project 3
Another TMS consultant, specifically dedicated to Quality Assurance, managed the testing efforts for the implementation of new ISO 15022 standards into the current SWIFT trading environment.
For a major insurance firm in New York, TMS provided a senior Project Manager responsible for the customization and implementation of an integrated Genius Underwriting, Claims and Accounting system for commercial Casualty, Property, Aviation, and Ocean Marine insurance and reinsurance lines of business. The project also includes the following supports: Integrated Test Production (ITP) as the document production component supporting approximately three thousand policy forms and Claims and Accounting checks; an interface to an Oracle database for production of management reports, and extracts to meet statutory reporting requirements. Genius will also interface with the client's corporate systems located in France.
