Barger and Associates

Project: Launch of a business intelligence software suite in North America.

Objective: Spearhead sales development of SQLServer based ETL tool and OLAP presentation suite in North America.

Solution: Identify and target initial market. Create sales support media, gap analyses against competitive products, trade shows, development of relationships with channel organizations, act as technical lead for solution and prototype development, direct sales.

Outcome: US launch July 2001, official operations halted October 2001.

The combined effects of the tech crash and World Trade Center disaster was sufficient to force executive to cease operations. Luminary Designs continued to work on the behalf of Barger and Associates till the end of the year in a effort to close sales. Note: Luminary Designs continues to maintain a relationship with the software vendor and is a reseller/distributor of this software.

Auckland International Airport Authority

Project: Create a reporting solution for a recently implemented JDEdwards ERP system.

Objective: Create a accurate reporting solution within an aggressive timeframe to meet legal and operational needs. Overcome confusion and dissatisfaction with ERP system arising from poor implementation.

Solution: AIAA had released the consulting group who installed the ERP system and had no functional reports available through the system. An urgent requirement was to provide an accurate reporting system in time to meet the year end reporting requirements for this public company. Two alternative solution approaches where presented to management. The selected approach was to create a set of linked reports using Oracle Developer Suite in conjunction with a clarified understanding of opportunities within the ERP system. This approach allowed an evolutionary development of reports which enabled the users to correct and modify data as errors and omissions in the initial deployment of the ERP where identified.

Outcome: A set of interactive, ‘drillable’ reports which presented information for Finance and Fixed Assets functional areas. The executive was able to meet the reporting deadlines and the management group was now in a position to control their areas of responsibility.

Children and Woman’s Hospital

Project: Completion of initial OLAP project including three clinical cubes.

Objective: Complete outstanding project deliverables in order that operational support can be transferred to IT department.

Solution: Identify outstanding tasks for the completion of the project – disaster recovery plan development, (testing carried out subsequently), create and carry out test plan for migration to new version of application and operating system, user and system documentation.

Outcome: Decision Support Services group was able to gain project sign off and off load support to institutional IT department freeing internal resources.

Sleeman Brewery

Project: Sales Force hardware replacement

Objective: Replace existing sales force field tool with hardware/software necessary to promote portable, fact based selling directive while continuing to permit data gathering tasks.

Solution: Implement the rollout of Tablet notebooks to the Western Division Sales Force in 4 months. The $150,000 hardware purchase was negotiated to reduce the unit cost by 45%, enable improved IT support through reliable communication and remote access, provide capability for merchandizing data capture, and address the number one user issue of improved battery life. The tablet format was identified as providing a functional advantage by condensing traditional PC applications, PDA contact management and data capture business functions to a single platform and hence reducing IT support costs through standardization of applications and hardware.

Outcome: Tablets delivered to Sales Force at Semi-Annual sales. Roundly endorsed by reps and management. Investment = $3750 / Sales rep Target Sales +4% / rep / annum

Project: Preparation of RFP for Corporate Reporting Solution

Objective: Create a RFP representing both business and technical requirements for a national reporting solution to incorporate both connected and disconnected users.

Solution: Work closely with business and technical staff to document requirements and relative priorities for identifying and assessing respondents.

Outcome: Document endorsed by Western Division business and management.

Air New Zealand

Project: Develop Ticket Accrual System

Objective: Create a application which calculates an estimated ticket value for flights flown in a month for which payment has not been received. Add this to the accounting system as an accrual for the month.

Solution: Take client functional specifications and prepare a detailed implementation plan for the development of an Accrual interface between existing ticket collection system and Oracle Financials financial management system. This application required the integration of three separate data sources to create a single conformal data set to be loaded into the finance system. Detailed design planning was created, development effort of 2-3 resources was managed over a 8 month development period. Constant liaison and refinement of design details with client resulted in the successful delivery of application within the initial design resource estimates.

Outcome: The initial run resulted in a $60.5M accrual for ticket revenue expected for the current month end. The interface was subsequently expanded to allow other data sources to be integrated with the Oracle Financials system increasing ROI for the initial project by leveraging the success and open design of the solution.

Project: Management of Enhancements to AirPoints System

Objective: : Identify and resolve issues being raised by the client over changes currently underway to modify the AirPoints system. Generate client signoff on project.

Solution: Work with client to clarify business objectives. Work with development team on quality control and testing while focusing efforts on client issues.

Outcome: Signoff on outstanding items accomplished in 4 weeks.