• Client Industry: Transportation

• About Client: The client, a local County Transportation Authority (OCTA) is a multi-modal transportation agency. The highly recognized “award winning” transportation system includes: a fast growing bus system that annually serves more than 68 million passengers, Metrolink commuter train service with more than 3 million boardings per year, the 91 Express Lanes providing faster commutes for residents in the county serviced, a significantly enhanced freeway system, improved local streets, and exceptional motorist services and coordinated taxi cab operations.

• Client Relationship Overview: DISYS has been engaged with the client since 2007 in providing long term IT contract technical staffing in support of database administration, programming analysis, desktop support, computer operations and systems software analysis core business functional/technical business requirements

Engagement Details:

• Business Need: The client required long term contract support to maintain continuous business operations of their Information Systems department. The transportation authority out sources key components of their IT infrastructure and support services to compliment their internal teams. The contract team provided significant business value and subject matter expertise in supporting current systems as well as new projects and the loss of this established knowledge base is considered to be costly.

• Project Objectives: To acquire the services of qualified individuals who will work with DoIT staff. To assist in the preparation and documentation of business cases, business processes and system requirements

• Solution Approach: DISYS has a thorough, comprehensive understanding of the client’s corporate culture and business environment. This coupled with our established relationships with the IS Management team served as our foundation to transition incumbent contract labor resources with significant achievements in fulfilling Human Resources, Training, Contract and Financial Management expectations. Our detailed approach was as follows:



• Pre-Transition:
• Meet with Authority staff to discuss and agree to incumbent transition plan
• Meet with incumbent companies to promote open communication regarding transition objectives, actions, and schedule and prepare for the transition



• During Transition
• Address incumbent’s specific staffing needs. Utilize team resources as needed to fill any gaps
• Continue staff communication. Increase frequency of communication with staff to provide status and solicit concerns
• Attain all accruals for transitioning staff. Ensure consultant satisfaction by resolving accrual carry-over balances early in the transition
• Present approved transition strategy and schedule. Make team aware of what is changing and not changing to reduce stress and resolve concerns
• Conduct individual meetings with staff. DISYS Project Manager met with each team member to review the specifics of the transition
• Maintain communication with incumbent management team/staff. Executive management and staff is engaged throughout the transition effort
• Update the transition plan to include risk identification, quantification, and mitigation plans. DISYS Risk Management methodology identifies common and customer-specific risk items. We integrate the mitigation steps into the transition schedule
• Provide knowledgeable Phase-In Support Team led by DISYS Project Manager, to coordinate contract phase-in activities. Team includes: DISYS Project Manager, Contracts, and Administrative Support.
• Meet with the Authority’s management team to finalize contract transition plan and baseline the schedule. Present the detailed Plan, Schedule, and Risk Management Plan, and establish consensus with the Authority’s management on planned steps
• Present customized orientation to incumbents transitioning to DISYS. Ensure compliance with contract, timekeeping, benefits enrollment requirements; additional opportunity for Q&A
• Consider Performance Bonus in lieu of Training. Promotes consultant retention
• Review invoicing process and finalize. Clear, error free invoicing reduces the administrative burden on both the Authority and DISYS
• Coordinate supervisor orientation meeting. Meeting with Authority managers to achieve consensus on contract/financial processes



• Post-Cutover:
• Assess training needs and establish Individual Development Plans (IDPs). IDPs are critical to enhance our employees’ capabilities and value to the Authority
• Conduct DISYS Monthly Client/Project Review with DISYS Project Manager. Maintain active communications and monitor/track management, contracts, and HR status throughout transition to sustained operations

• Technology Components and Versions:
  • HP-UX Operating Systems
  • Micro Focus COBOL Release v4.0
  • TRANSACT and UC4 Job Scheduling Software
  • HP-UX Operating Systems
  • HP Printers
  • HP and Compaq Servers
  • Oracle 9i and 10g with clear understanding of Oracle’s 9ias and 10as environments
  • Oracle Performance Tuning Tools
  • MS-SQL Performance Tuning Tools
  • Windows NT 2000
  • Microsoft Office Applications
  • SMS
  • Microsoft Active Directory
  • IIS
  • Citirx
  • VMWare
  • Veritas
  • HP Insight Manager
  • Cisco Routers and Switches
  
  
  
  
• Business Value:
  • No production downtime through continuation of services
  • On time, under budget delivery to project benchmarks
  • Higher retention rates and production levels as a direct result to increased medical and on-going training benefits
  • Increased knowledge transfer to newly defined projects