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Portfolio

Please feel free to browse through the following projects executed by TAI. We are unable to show many of our projects due to client disclosure agreements, however we are able to present the following:
Project I Insurance Group, Bournemouth, England
  • Provided development resources to create custom Integrator code to allow multiple Accounts Payable liability accounts within the Walker/Elevon AP system.
  • Provided development resources to assist with the development and implementation of Walker/Elevon AP, GL, and Carms release 16.5.
  • Provided development resources for custom ReportBuilder reports, modified screens, and TGS code for customized transactions.
Project II Manufacturing Company, Livonia, Michigan
  • Provided project management and development resources for the implementation and migration of the EMS division to the Walker/Elevon General Ledger.
  • Provided project management and development resources for the implementation and migration of the Automotive Division Canadian Operations to the Walker/Elevon General Ledger, including currency translation.
  • Provided project management and development resources for the implementation and migration of the Automotive Division Mexican Operations to the Walker/Elevon General Ledger, including currency translation.
  • Provided project management and development resources for the implementation of a Global Code Block worldwide to ensure consistent financial reporting across all divisions within the Walker/Elevon General Ledger.
  • Provided project management and development resources for the modification of existing reports and transactions to increase processing efficiencies and reduce operating costs for the Walker/Elevon General Ledger.
  • Provided project management and development resources for the development of a custom production support process which ensured system reliability and data integrity. Production support process also reduced support costs due to standardization and modification of infrastructure requirements.
Project III Healthcare Company, Albany, New York
  • Provided project management resources for review of existing project management doctrines and process flows. Made recommendations for changes to existing project management practices, including standardization of project management software.
  • Provided project management resources for the development of a division level project management resource pool process to allow for optimum utilization of shared resources across multiple projects.
  • Provided project management resources for the development of a division level resource budgeting model to allow for upper management awareness in prioritization of upcoming projects.
  • Provided project management resources for the performance of periodic reviews of all division project plans to ensure proper project management processes were adhered to.
Project IV Airline, Atlanta, Georgia
  • Provided project management and development resources for the identification and synchronization of all production Walker/Elevon processes to match all source code to its corresponding object code which was currently executing in the production environment. Walker/Elevon products included: GL, AP, PO, and CARMS.
  • Provided project management and development resources for the development of a custom change control process to ensure all previously synchronized source code would maintain integrity.
  • Provided project management and development resources for the Y2K renovation team responsible for verification, installation, and testing of Walker/Elevon renovated modules for GL, AP, PO, and CARMS.
  • Provided project management and development resources for the creation of custom DB2 indexes and rewrite of existing reports to increase processing efficiencies.
  • Provided project management and development resources for the conversion of Walker/Elevon GL and PO data to SAP.
  • Provided production support resources to support all Walker/Elevon products during transition to SAP Financials.
  • Provided development resources for the implementation of SAP HR and IM modules.
  • Provided project management resources for the implementation of Hyperion products as bolt-ons to SAP Financials. Hyperion products included Essbase, Enterprise, Pillar and Hyperion Application Link (HAL).
Project V The Walker/Elevon Customization Analysis Project

Objective:

Customizations made to the Walker/Elevon Interactive Systems mainframe environment, were collected and documented, to allow complete proportion for conversion. The specific customizations in each module were redesigned for inclusion in the version upgrade.

Timeframe:

December 1997 through January 1998

Approach:

  • The Walker/Elevon Interactive Mainframe libraries were searched for modules containing the "Airline" identity. The list was reviewed and verified by Airline Technologies and accepted as the startup control list.
  • A standard summary design document with naming conventions was developed to consistently provide a summary of process purpose for each module.
  • The control list was checked to identify any modules not running in production. (in the library but not being executed-these should be deleted from the list)
  • The following process was tested and timed with one example module and amended and approved for use with each module on the control list. This example also provided basis for project plan scheduling of all the remaining tasks.
  • The scheduling of the modules was by application and mirrored the sequence used by the Walker/Elevon Cleanup Project. Any module determined to be obsolete was communicated to the Cleanup team on a daily basis so it could be deleted from the cleanup process as well. When a trend was identified, it was communicated to the team so they could add any newly analyzed module to the trend list (especially if the trend had been identified as obsolete.)

The Process:

  • Existing documentation was collected as a preliminary step to facilitate analyses.
  • Module listing and related screen and report views were printed.
  • The standard summary template was filled in to include any identifiable technical trend (PSU workaround, etc.)
  • Any possible business purpose was also identified.
  • Airline and Airline Technologies reviewed summary documentation daily by the team lead and scheduled for subsequent review twice weekly.
  • Each module reviewed by Airline was placed in the "obsolete" or the "necessary" category.
  • As trends continued to be identified, signed-off modules continued to be logged to their respective "trend" or business purpose. If a known 17.0 standard process was known, a technical approach was suggested.
The process began onsite. The setup of each module's documentation started online but the analysis process for the simple Cobol modules was done off-line via listing and previous documentation. If it appeared that process steps were done off site, the management and scheduling of those tasks were addressed at that time (after the daily and weekly process had been completed at least once and reviewed for efficiency).