Projects
Attached are snap-shot summary stories of projects I've been able to work on within the past two years that detail my experience both as a project manager and as a business analyst.
ERP Migration
Oversee the migration of 300+ users from legacy ERP system Jenzabar CX 8 to Jenzabar CX 10. This consisted of a multi-phased hybrid project approach that spanned across 9 university departments and facilitated the successful communication of internal stakeholders with Jenzabar for the successful delivery and closure of the project.
Wright-Flood Insurance Systems Modification
Given a 12-15 month timeline, with a budget of $1.5 million, we were tasked to implement for successful streamline of Wright-Flood’s current processes, improve their efficiency and or speed of storing, viewing, and managing information by customizing/modernizing the UI/UX of Wright Flood’s previous system that serviced more than 500,000 users at a given time.
Student Tracking Attendance Proprietary Software Rollout
Partnered alongside Application Development team to facilitate preliminary testing for interdepartmental student attendance tracking software rollout in efforts to improve university system data tracking, sharing and decrease data tracking errors across CBU’s ERP system and university created tracking software. This system will track attendance of more than 10,000 students on a weekly basis, while making sure data entry is verified and logged within our ERP system.
Currently in final phase, as parallel testing is being conducted to verify consistency and meeting user requirements. |
Grocery Retailer Information Systems Architecture Implementation
Constructed a system architecture migration/implementation plan for an expanding grocery retail organization in order to successfully meet their accelerated growth across Southern California.
This involved a full shift towards an adoption of cloud based SaaS platforms for their POS software which utilized the integration of Microsoft Azure, Azure Synapse and Azure monitor within NCR Emerald. This successful implementation allowed scalability, ease of updating, while meeting PCI regulatory compliance. Additionally, we saw improvement within the automated payment transaction process, inventory management, replenishment and forecasting, product assortment, pricing adjustment, and item re-allocation based on business insights. E-Waste Re-Allocation Improvement
Led project creation for new e-waste recycling process of retired salvageable equipment. The newly implemented process utilizes same retired equipment to be given, free of charge, across various partners associated with California Baptist University. This results in 550-975k that is indefinitely given away each year to various community partners at no cost to the university budget, endowments, grants, or our community partners
ACME Technology Implementation Plan
Given a budget of 14K and a timeline of 65 days, our team was contracted by an organization to conduct a technology implementation plan targeted to meet the needs of the organization as they faced great growth in terms of customers soliciting their services.
Upon receiving the technology requirements and running various economic feasibility analysis' our scope of delivery for this project was to document the implementation process through a waterfall methodology for integrating internet access within their infrastructure, creating a CRM system, acquiring and configuring a webpage hosting service that allows for integration through open API's to the organization's POS system (Vend) and their softphone service provider (Ring Central) Upon delivering the documentation for the technology implementation, the project was greenlit with approval and our organization has begun the process of carrying out the necessary items entailed within our plan. |
Co-Working Space Re-Design
Due to COVID pandemic policies, most of the employees within our contracted organization are working from home. With the vaccines deployed plans will need to be made to bring them back into the building.
The company has experienced growth during the work-from-home model and now only half of the people will be able to fit back into the building. Management wants to figure out how to configure the space so that it can be used more effectively using a ‘hybrid approach’. Currently, 120 people will have to be accommodated. Given a three-month process, we created a re-design of the organization's workspace in order to facilitate all individuals while working within a supplied budget. Our end goal of reconfiguring the space, staying within our allotted budget, and keeping the level of productivity was met within our proposed re-design and organizational re-structure across 9 of the established departments within our contracted organization. Our plan was to have various departments across the company come on-site only at specific times and when crucially needed. 4 weeks in total for monthly calendar operations. 1 week would involve a full week in the office. Remote: R&D, Accounting and Finance (not at office) = 15, 20= 35 people. On-site: Operations, Customer Service (4 weeks per month)5, 20= 25 people. Partial: Marketing and Sales, HR, IT (2 weeks per month) 15, 10, 10= 35 people. The space allows 60 people. We have room to train new hires 2 weeks per month (on weeks 3 and 4 of each month) at 35 employees maximum. If employees need more training it will be given on an individual basis. We will be rotating 120 employees in this space. |