Key Projects
Migration to Cloud
YEAR: 2023+
DURATION: 5 years
BUDGET: 150M
TEAM SIZE: 80+
DESCRIPTION: Establish a foundational multi-cloud framework and capabilities, including monitoring, network fabric, security, automation, and cost models. This will equip the organization to deploy applications, services, platforms, and other resources to Azure/Google Cloud. This transition away from on-premises data centers is a significant step towards embracing the benefits of cloud technology.
DELIVERY:
- Agile methodology using Scrum and Kanan delivery frameworks
- Established a standardized project framework for tracking 23 workstreams using JIRA, Confluence, SharePoint Online and Microsoft Teams.
- Managed program workstream and mitigated risks.
- Handled team escalation items to maintain workstream momentum.
- Refactored 2023 scope into the IT Integrated Plan and tracked progress of new priorities.
- On track to complete the project by the end of 2027 within the 150M budget.
OUTCOME:
- Users have the ability to leverage on demand, self-service deployment of cloud services (IaC and IaaS).
- A GitOps model for infrastructure automation in the cloud was established.
- A comprehensive, multi-layered security framework, including vulnerability detection, activity monitoring, Data Loss Prevention (DLP), and more was deployed, ensuring the protection of assets.
- A resilient network between local infrastructure and cloud service providers was established.
- Process, procedures, documentation and training for IT units on how to leverage and manage cloud services were developed.
- Migrated 725 applications from data centers to Azure cloud.
Case Management Migration
YEAR: 2021-2022
DURATION: 10 mos
BUDGET: N/A
TEAM SIZE: 40
DESCRIPTION: Transition Blue Shield of California’s case management application, Case Trakker Dynamo (CTD), from the vendors Microsoft Azure hosted environment to an in-house hosted solution.
DELIVERY:
- Waterfall and Agile blended methodology using a Kanban board for task management.
- Operationally managed project so there was no budget allocated to this effort.
- Leveraged SharePoint Online, Microsoft Teams and JIRA to manage project tasks and artifacts.
- Addressed a significant risk to project scope (originally planned for deployment to the BSC Azure tenant) and developed an alternative solution to deploy on-premises in BSC data centers.
- Mitigated executive leadership, business and vendor concerns with scope change and obtained alignment on the new approach and expanded delivery timeline.
OUTCOME:
- Fully redundant multi-tier application and database infrastructure built across two data centers to support the CTD application and services.
- 350 users migrated from the vendors SaaS CTD environment to the BSC CTD instance seamlessly.
- Comprehensive user communication, training and dedicated migration support line plans developed, resulting in no user calls about migration issues.
- Eliminated the monthly vendors hosting cost of $50,000.
Microsoft 356 Deployment
YEAR: 2021
DURATION: 1 year
BUDGET: N/A
TEAM SIZE: 35
DESCRIPTION: Deploy the Microsoft 365 (M365) suite of platforms and applications to the organization. Uplift existing Microsoft applications in use at the organization to the M365 current version to provide a more integrated and consistent user experience.
DELIVERY:
- Utilized a waterfall methodology.
- Operationally managed project so there was no budget allocated to this effort.
- Leveraged SharePoint Server, Microsoft Lync and Microsoft Project to manage project tasks and artifacts.
- Managed program workstreams, four project managers and four separate initiatives for this effort.
- Managed overall program scope, schedule and cross-functional team communication and collaboration.
- Worked with senior IT and business leaders, providing visibility on progress and to mitigate the impact on business operations when changes were deployed.
OUTCOME:
- Migrated from Microsoft Lync to Microsoft Teams, providing users with enhanced capabilities for collaboration.
- Migrated from on-prem instances of Exchange and SharePoint to their respective online platforms. Eliminating the limitation with storage for archived data and giving users access to the modern features of SharePoint.
- Deployed Microsoft Intune for mobile device management, allowing for users to use personal devices securely.
- Deployed mobile apps for Outlook, SharePoint, OneDrive, Office and Yammer – giving users access to data from their personal devices.
- Deployed Zoom as an alternate conferencing solution for large meetings, and enabling the organization to retire WebEx, saving 500K annually.
- Implemented security controls for the tenant, data classification, information protection and governance policies to securely manage the M365 platform.
IT Security Risk Mitigation
YEAR: 2020
DURATION: 1 year
BUDGET: 7M
TEAM SIZE: 28
DESCRIPTION: As part of a larger program to significantly increase the organizations security posture, this workstream focused on three components. The identification of a solution to decrypt and inspect SSL traffic between the users and outbound destinations, the development of an Identity and Access Management (IAM) roadmap for the deployment of a comprehensive solution and the deployment of a privileged account management solution.
DELIVERY:
- Utilized a waterfall methodology.
- Leveraged SharePoint Server, Microsoft Lync and Microsoft Project to manage project tasks and artifacts.
- Oversaw the project budget, including costs for internal and external resources, procurement, legal, etc., providing a real-time view of the project’s financial health and projected expenditure.
- Coordinated efforts between internal teams, vendors and IT leadership to ensure the desired goals were met.
- Worked with vendors, the internal vendor management team and the IT security team to procure the required software and hardware.
OUTCOME:
- Successfully executed a proof of concept that demonstrated the ability to decrypt user SSL traffic and send that data to existing security tools for anomaly detection. Was able to leverage technology platforms already in production for this process – saving the company over $250K.
- Worked with an external vendor and IT security teams to assess the existing IAM infrastructure and developed a roadmap to implement an enterprise IAM solution. This would lead to a highly secure, automated and fully integrated IAM platform.
- Deployed a Privileged Access Management solution that provided enhanced security for accounts with elevated privileges. Additionally deployed a Just in Time access solution for assigning elevated privileges to accounts only when and while needed.
Care 1st Infrastructure Merger
YEAR: 2017-2019
DURATION: 3 years
BUDGET: 5M
TEAM SIZE: 90+
DESCRIPTION: In 2016, Blue Shield of California (BSC) undertook a significant project to acquire Care 1st, a health insurance organization. This three-year endeavor involved merging the IT infrastructure and applications of Care 1st into BSC’s systems. The migration process took three years to complete. This period included the initial assessment of the existing application and infrastructure environment, the deployment of basic remediations to prepare the environment for migration, the migration itself, and finally upgrading client computing devices to support business applications. It was a substantial effort aimed at integrating and enhancing the services provided by both organizations.
DELIVERY:
- Utilized a waterfall methodology for this merger and acquisition effort.
- Leveraged SharePoint Server, Microsoft Lync and Microsoft Project to manage project tasks and artifacts.
- Managed three separate phases of this program: assessment and remediation, migration and client device uplift.
- Managed overall program scope, schedule, budget, resources from both organizations.
- Worked with all levels of IT leaders and staff from both organizations, providing visibility on progress, ensuring team cohesiveness, clear communication and alignment on project goals and objectives.
- Defined requirements to develop statements of work to secure third party services, hardware and software.
- Managed multiple vendors who provided professional services, software and hardware to support this effort.
- Focused management of program on highest risk areas to ensure project finished by the end of 2019.
OUTCOME:
- Completed comprehensive assessment of existing environment outlining gaps and areas for baseline to prep for migration.
- The team implemented remediations to the Care 1st infrastructure in preparation for its migration into the BSC’s Active Directory forest, email, and network infrastructures. This included implementing policies, security baselines, eliminating vulnerabilities, and deploying migration tools. These measures facilitated the migration of the Care 1st infrastructure to BSC.
- The team successfully migrated the Active Directory (AD) objects, client devices, and Virtual Desktop Infrastructure (VDI) sessions of Care 1st users to BSC’s infrastructure. This included AD, Citrix, Exchange, mobile device management, and security controls.
- A comprehensive communication and support plan was executed, leading to a smooth transition for the users. In total, 850 users and devices were migrated to the BSC infrastructure.
- 1000 PCs and thin clients at Care 1st were replaced with new hardware, significantly improving user experience by eliminating slow application response.
Microsoft Exchange Uplift
YEAR: 2014
DURATION: 1 year
BUDGET: 3M
TEAM SIZE: 15
DESCRIPTION: The existing Microsoft Exchange environment, which is a combination of the 2003 and 2007 platforms, is to be upgraded to Exchange Server 2010. Following the upgrade, the old infrastructure will be decommissioned, ensuring that all operations are carried out on the more efficient and updated platform.
DELIVERY:
- Utilized a waterfall methodology.
- Leveraged SharePoint Server, Microsoft Lync and Microsoft Project to manage project tasks and artifacts.
- Managed the project scope, schedule, resources (internal and external).
- Worked with senior IT and business leaders, providing visibility on progress and to mitigate the impact on business operations when changes were deployed.
OUTCOME:
- New highly available Exchange 2010 infrastructure established across two data centers.
- 6,521 user mailboxes migrated to Exchange 2010 without impact to the users.
- Exchange 2003/2007 physical servers decommissioned freeing up rack space in the data centers.
- The organization transitioned from the unsupported Exchange 2003 platform to a newer version, mitigating potential security vulnerabilities and ensuring the integrity of its communication systems.
Encompass 360 Deployment
YEAR: 2011–2012
DURATION: 2 years
BUDGET: 3M
TEAM SIZE: 25
DESCRIPTION: American Pacific Mortgage operated its business and originated loans using a variety of applications, including Calyx Point, Mortgage Builder, Doc Velocity, and custom in-house developed software. However, to keep up with increasing demand and company growth, a more robust and reliable solution was required. This led to the decision to replace all these disparate applications with an integrated solution that provided capabilities such as document management, risk management, refinancing, loan appraisal, integrated pricing engine, third-party documentation and enterprise reporting and analytics – Encompass 360 Banker Edition.
DELIVERY:
- Waterfall methodology using Microsoft Project and network file shares to manage project work items and artifacts.
- Worked with business leaders to document the entire business operations process from Origination, Processing, Locking, Underwriting, Doc’s, Funding, Treasury, Post Closing, Insuring, Purchasing, Interim Servicing, Capital Markets to Accounting.
- Managed the Request for Proposal, vendor analysis and selection process to identify the best aligned LOS for the organization.
- Managed the project team that led the effort for the migration ensuring that the business requirements and customizations for Encompass 360 were satisfied.
- Provided leadership, guidance and direction to the team on project approach, risk management, communication, reporting and execution methods.
OUTCOME:
- Migrated 1000 users to the new Encomapss 360 environment and retired six non-integrated legacy systems for originating loans. This provided the ability for real time reporting on the loan pipeline, company financial risk and many other areas that was previously not feasible. It also eliminaated the issue with inaccruate reports due to data integrity issues.
- Developed custom modules within Encompass 360 to enhance the software’s capabilities to further integrate business processes into the new system. This increased user productivity significantly as the work was all done in a single integrated application.
- The new solution led to increased efficiency and accuracy in loan processing, better customer service due to faster response times, real-time monitoring of loan processes, greater transparency within the organization, and improved flexibility to introduce new loan products compliant with regulator guidelines.
IT Strategic Plan Development
YEAR: 2011
DURATION: 6 mos
BUDGET: N/A
TEAM SIZE: 10
DESCRIPTION:
Previously, the IT department at American Pacific Mortgage operated without a formal structure, processes, procedures, and other aspects typically found in a mature technology organization. Business needs were addressed as they arose, and infrastructure improvements were made reactively after outages or performance issues impacted work.
To address these gaps, a comprehensive IT Strategic Plan was developed. This plan provided a two-year roadmap for IT, including people, processes, and technology. This strategic planning at American Pacific Mortgage aimed to transform the reactive nature of the IT operation into a proactive one, enhancing efficiency and effectiveness.
DELIVERY:
- Worked with the senior leadership team to ensure the plan was aligned to allow the organization achieve its long-term mission and goals.
- Developed a 24-month operating budget for the IT department.
- Defined the structure of the IT department including the definition of roles and responsibilities, standardization of units (service desk, infrastructure and application development teams) and staffing needs to achieve goals.
- Developed the mission and vision for the IT department.
- Outlined the current IT infrastructure, its gaps and the required future state to meet business needs.
- Defined the management controls and processes, including the Information Management Framework, Strategic Planning Process, Asset Management & Control, SDLC Standards, Personnel Management & Development plan, Steering Committee, Communication Plan and Accountability and Measuring Plan.
- Defined the IT Security and Risk Management plan.
OUTCOME:
- The IT Strategic Plan helped to prioritize efforts and effectively allocate resources. It aligned stakeholders and employees on the IT department’s goals and how those align to the organization’s goals. Moreover, it ensured that these goals are backed by data and sound reasoning. It helped address unexpected emergencies and allowed for the creation of a system for achieving what is important.
- The restructuring of the IT department led to decreased response time for users calling into the service desk, quicker development times using Agile methodologies and a more stable infrastructure as formal change control processes were implemented.
- The introduction of a formal budget led to better strategic alignment between stakeholders and senior leadership, operational efficiency, cost management, risk mitigation, goal setting and tracking and acted as a solid communication tool.
- An increased security posture was also achieved reducing the potential for threats to the organizations data and reputation.
Unified Communications Solution
YEAR: 2013
DURATION: 6 mos
BUDGET: 500K
TEAM SIZE: 8
DESCRIPTION: American Pacific Mortgage, a company with a main office and over 30 branch offices across the western United States, previously operated with separate phone and email solutions in each location. There was no instant messaging, conferencing capability or an efficient way to contact others without using a phone and to find a number they relied on a regularly updated phone directory, emailed out each month companywide.
This situation led to the introduction of a Unified Communication solution that connected all remote and home offices, providing users with a consistent communication experience regardless of their location. This was especially beneficial for users working remotely.
DELIVERY:
- Waterfall methodology using Microsoft Project and network file shares to manage project work items and artifacts.
- Managed the Request for Proposal, vendor analysis and selection process to identify the most appropriate Unified Communications vendor for the organization.
- Managed the project team that led the effort for deploying the solution. and provided leadership, guidance and direction to them on the technical architecture, business alignment and vendor management.
OUTCOME:
- Highly resilient Microsoft Lync Server 2013 infrastructure was deployed into the data center, including new Session Initiation protocol (SIP) trunks to the home office to support voice traffic.
- Allowed the organization to retire its old Public Branch Exchange (PBX) system, with a net savings of $8,000 per month.
- Introduced Instant Messaging, Presence, Conferencing (voice and video) and integrated voice mail with Microsoft Exchange. Providing new communication abilities and significantly increased productivity, response times to customers and the end user experience.
- Gave the service desk the ability to provide remote support to the users with the conferencing features, eliminating the cost of GoToAssist.
Capitol Network Solutions
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