Process: I learned the standard steps for each project for this department and identified a project management tool that would help track these steps. I established a calendar view within this tool to not only track project launch dates, but also to help visually see the capacity of each team member as well as the team as a whole. I built processes to review timelines up front during the initial creation of the project, but also once significant milestones were reached. I helped document change requests to help the team track when changes were being made.

Outcome: The organization has more clarity about workload and the ability to manage competing timelines and projects. By having more project management structure in place, I can communicate to stakeholders on the team’s behalf what is possible in a given time frame.

Process: I met with each manager to understand how their team used the current ticketing system and what requirements and functionality was needed in the new ticketing system. I reviewed the fields across the teams and suggested ways to consolidate within the new ticketing system. I leveraged a sandbox environment to build out the potential configuration and validated workflows with the teams. I supported another team member writing the migration scripts and answered questions around field mapping.

Outcome: The new ticketing system has one queue for all teams which allows them to easy clone and track requests that need multiple teams. While there are still team specific fields, the main fields for a ticket are consistent in the new system, allowing for a better user experience.

Process: I researched and provided recommendations on best practices for software development and user support processes, which included implementing a tool that could support both workflows. I helped develop standard operating procedures (SOPs) and policies that could guide the IT strategy for the organization. We developed an environment that supported documenting change requests and new features.

Outcome: When a new software offering was started, that team leveraged the existing tool and started to build out their own SOPs. The organization was able to go through an IT certification process and officially get certified without any findings. The documentation and processes created made the auditing for that certification much easier.

Process: I led a small group to compare all membership lists and determine which members were current. We created a master membership list that captured all the fields needed. At the same time, we were working with an outside consultant to build a new website for this membership organization. As part of that process, we defined the workflow requirements needed for new members joining and existing members renewing their membership. We defined the necessary updates for existing interfaces and identified the needed notifications.

Outcome: When new member join or existing members renew, they are automatically added to the organization’s mailing list. In addition email notifications are sent to the member and the volunteers maintaining the membership list. As a result, the organization has an up-to-date membership list that requires minimal maintenance.

Process: I met with the executive sponsors to learn what questions they wanted to answer. Using those questions, I established a tracking spreadsheet to gather metrics and defined procedures to objectively gather those metrics. Using the Agile Methodology, I showed process in iterations and brought forth issues that needed to be addresses based on the data available.

Outcome: I helped the executive sponsors present baseline metrics to the newsroom. I wrote procedures so that any staff member could complete the analysis in a consistent manner going forward.

Process: The software impacted the daily workflow and processes of multiple units. A cross-unit team met bi-weekly to establish high-level requirements for a future system. This team also defined the current pain points and ideal workflow and processes. Addressing these items, I helped to identify potential software platforms and set up demos of those systems.

Outcome: The team determined that they needed two separate systems: one to manage the funding workflow and one to track and service the loans being awarded. I continued to lead both teams as they selected the new software for each use case. I worked with team members to help configure the software to their requirements as well as innovate the existing workflow. Both use cases had an external portal for applicants and awardees. I worked with the teams to make those portals as user-friendly as possible.