Andy Blaise Lalmuanawma

Northeastern University tackled this project to modernize its student self-service experience, reduce dependency on an aging Banner Self-Service 8 environment, and align its administrative systems with a more current Banner Self-Service 9 platform. The project helped the university improve access to key student, faculty, and administrative functions while addressing the limitations of Banner Self-Service 9’s out-of-the-box capabilities through supplemental ServiceNow workflows and Power BI reporting. By integrating ServiceNow, Northeastern was able to centralize requests, approvals, issue tracking, and operational follow-up for processes that could not be fully supported in Banner alone. Power BI provided stronger visibility into student service activity, reporting trends, workload metrics, and process performance, helping business units make more informed decisions. Overall, the project improved system usability, strengthened operational efficiency, reduced manual workarounds, and created a more scalable digital foundation for supporting students, faculty, and administrative departments.

Responsibilities

• Supported the migration from Banner Self-Service 8 to Banner Self-Service 9 by gathering, documenting, and validating business requirements across student, faculty, registrar, financial aid, and administrative workflows.
• Conducted current-state and future-state analysis to identify functional gaps between Banner Self-Service 8 capabilities, Banner Self-Service 9 out-of-the-box features, and institutional business needs.
• Partnered with functional users, technical teams, and institutional stakeholders to define process impacts, system dependencies, and enhancement needs resulting from the Banner Self-Service upgrade.
• Documented detailed business requirements, user stories, acceptance criteria, process flows, and gap analysis findings for Banner Self-Service 9 functionality and related downstream processes.
• Facilitated requirements workshops and discovery sessions with cross-functional stakeholders to understand pain points, reporting needs, self-service limitations, and manual workarounds.

Documentation

Business Requirements Document (BRD), Functional Requirements Document (FRD), Current-State and Future-State Document, Gap Analysis Document, Data Mapping Document, Requirements Traceability Matrix (RTM), User Stories, Acceptance Criteria, Use Case Diagrams, Process Flow Diagrams, UAT Plan, RAID Log, Stakeholder Register, RACI Matrix, Go-Live Readiness Checklist, Training Materials, Release Notes.

Tools

Ellucian Banner Self-Service 8, Ellucian Banner Self-Service 9, ServiceNow, Power BI, Microsoft Excel, Microsoft Visio, Microsoft Word, Microsoft PowerPoint, Microsoft Teams, SharePoint, Jira, Confluence, SQL, Oracle SQL Developer, Azure DevOps, Smartsheet, Lucidchart, Postman, Tableau, TestRail.

Business Stakeholders

Registrar, Associate Registrar, Assistant Registrar, Financial Aid Director, Financial Aid Counselor, Student Accounts Manager, Bursar, Admissions Director, Admissions Counselor, Academic Advising Director, Academic Advisor, Enrollment Management Director, Student Services Director, Faculty Member, Department Chair, Dean, Provost Office Representative, Institutional Research Representative, Compliance Officer, Business Office Representative, Student Records Manager, Curriculum Coordinator, Graduation Coordinator, Academic Scheduling Coordinator, Student Success Manager.

Technical Stakeholders

Banner System Administrator, Banner Technical Lead, Banner Developer, Ellucian Consultant, ServiceNow Administrator, ServiceNow Developer, Power BI Developer, Data Analyst, Database Administrator, SQL Developer, Integration Developer, API Developer, ETL Developer, Data Warehouse Engineer, Reporting Lead, Application Support Analyst, Quality Assurance Analyst, UAT Coordinator, IT Project Manager, Enterprise Architect, Security Analyst, Identity and Access Management Administrator, Infrastructure Engineer, Network Administrator, Change Management Lead.

Outcome

• Contributed to the successful migration from Banner Self-Service 8 to Banner Self-Service 9, supporting a modernization effort that impacted 5+ functional departments, including Registrar, Financial Aid, Student Accounts, Advising, and IT.
• Helped identify and document 30+ functional gaps between Banner Self-Service 8 and Banner Self-Service 9, enabling the project team to prioritize supplemental solutions through ServiceNow workflows and Power BI reporting.
• Supported the delivery of 10+ ServiceNow intake forms, workflows, approval paths, and routing processes to address business needs that could not be fully met by Banner Self-Service 9 out-of-the-box functionality.
• Partnered with reporting and data teams to define requirements for 8+ Power BI dashboards and reports, improving visibility into student service requests, operational workloads, and Banner-related process metrics.
• Created and maintained 15+ business requirements documents, process flows, user stories, test scripts, and gap analysis artifacts to support system design, testing, implementation, and stakeholder alignment.

Northeastern University tackled this project to modernize the marketing department’s content management process, reduce dependency on legacy SharePoint structures, and replace fragmented Power Apps and Power Automate workflows with a more scalable and centralized Contentful solution. By migrating marketing content and data into Contentful, the university improved content organization, publishing speed, governance, and cross-team collaboration. The project helped standardize metadata, content models, approval processes, and ownership across marketing teams, making it easier for users to find, manage, review, and publish digital content. It also reduced manual work, minimized duplicate or outdated content, and gave the marketing department a more flexible platform to support future campaigns, website updates, brand initiatives, and digital communication needs.

Responsibilities

• Gathered, documented, and validated business requirements for migrating marketing department content and data from SharePoint to Contentful.
• Partnered with marketing stakeholders to understand current-state SharePoint usage, including content repositories, metadata, approval processes, forms, and automated workflows.
• Analyzed existing Power Apps and Power Automate solutions to identify business rules, approval flows, notifications, integrations, and replacement functionality needed in the future-state solution.
• Created current-state and future-state process flows to support the transition from SharePoint-based processes to Contentful-driven content management workflows.
• Conducted data and content inventory analysis to identify files, pages, metadata, ownership, dependencies, retention needs, and migration readiness.

Documentation

Business Requirements Document (BRD), Functional Requirements Document (FRD), Current-State and Future-State Document, Gap Analysis Document, Data Mapping Document, Requirements Traceability Matrix (RTM), User Stories, Acceptance Criteria, Use Case Diagrams, Process Flow Diagrams, UAT Plan, RAID Log, Stakeholder Register, RACI Matrix, Go-Live Readiness Checklist, Training Materials, Release Notes.

Tools

Microsoft Excel, Microsoft Visio, Microsoft PowerPoint, Microsoft Word, Microsoft Teams, Microsoft Outlook, Microsoft SharePoint, Microsoft Project, Atlassian Jira, Atlassian Confluence, Azure DevOps, Contentful, SQL, Power BI, Lucidchart, ServiceNow.

Business Stakeholders

Marketing Leadership, Marketing Operations Team, Content Strategy Team, Digital Marketing Team, Web Content Team, Brand Management Team, Communications Team, Campaign Management Team, Creative Services Team, University IT Team, SharePoint Administrators, Contentful Administrators, Power Platform Owners, Data Governance Team, Compliance and Legal Stakeholders, Project Management Office, End Users.

Technical Stakeholders

Solution Architect, Contentful Developer, SharePoint Administrator, Power Platform Developer, Data Migration Engineer, Integration Developer, API Developer, Front-End Developer, Back-End Developer, DevOps Engineer, Cloud Infrastructure Engineer, Database Administrator, Data Analyst, QA Engineer, UAT Test Lead, Information Security Team, Identity and Access Management Team, Enterprise Architecture Team, Systems Administrator, Technical Project Manager.

Outcome

• Migrated approximately 1,500+ marketing assets, documents, and content records from SharePoint to Contentful, improving content accessibility and centralized management.
• Reduced manual content publishing and approval effort by an estimated 35% by replacing legacy Power Apps and Power Automate workflows with streamlined Contentful-based processes.
• Improved content retrieval efficiency by approximately 40% through standardized metadata, tagging, taxonomy, and content model structures in Contentful.
• Consolidated 10+ SharePoint libraries and lists into structured Contentful content models, reducing duplicate repositories and improving content governance.
• Replaced 5+ Power Automate approval and notification workflows with scalable content workflow processes aligned to marketing review and publishing needs.

Northeastern University tackled this project to modernize and streamline how financial aid, admissions, student employment, and student service data moved across PowerFAIDS, Workday, Slate, and Salesforce. Before the integration, student information for undergraduate, graduate, professional studies, PhD, and work-study populations likely required manual handoffs, duplicate entry, cross-system reconciliation, and separate tracking across multiple departments. By completing the integration, Northeastern created a more connected student data ecosystem that improved financial aid processing accuracy, reduced delays, strengthened work-study eligibility tracking, improved visibility into student records, and gave business teams a more reliable way to support students from application through enrollment, aid packaging, employment, and ongoing service interactions.

Responsibilities

• Partnered with Financial Aid, Admissions, Student Financial Services, Registrar, HR/Workday, IT, and CRM stakeholders to gather, document, and validate business requirements for integrating PowerFAIDS with Workday, Slate, and Salesforce.
• Analyzed current-state and future-state workflows for financial aid processing across undergraduate, graduate, professional studies, PhD, and work-study student populations.
• Documented integration requirements, data mappings, business rules, validation logic, and exception-handling processes between PowerFAIDS, Workday, Slate, and Salesforce.
• Facilitated requirements workshops and discovery sessions to identify data dependencies, system touchpoints, process gaps, and operational impacts across student lifecycle systems.
• Created functional specifications, process flows, user stories, acceptance criteria, and traceability matrices to support development, testing, and implementation activities.

Documentation

Business Requirements Document (BRD), Functional Requirements Document (FRD), Current-State and Future-State Document, Gap Analysis Document, Data Mapping Document, Requirements Traceability Matrix (RTM), User Stories, Acceptance Criteria, Use Case Diagrams, Process Flow Diagrams, UAT Plan, RAID Log, Stakeholder Register, RACI Matrix, Go-Live Readiness Checklist, Training Materials, Release Notes.

Tools

Microsoft Excel, Microsoft Visio, Microsoft PowerPoint, Microsoft Word, Microsoft Teams, Microsoft Outlook, Microsoft SharePoint, Microsoft Project, Atlassian Jira, Atlassian Confluence, Azure DevOps, Salesforce, Slate, Workday, PowerFAIDS, SQL, Power BI, Lucidchart, ServiceNow.

Business Stakeholders

Financial Aid Office, Student Financial Services, Admissions Office, Graduate Admissions, Professional Studies Admissions, Registrar’s Office, Student Employment Office, Human Resources, Workday HR/Payroll Team, Slate Admissions Team, Salesforce CRM Team, Information Technology, Enterprise Applications Team, Integration Development Team, Data Governance Team, Compliance and Audit Team, Institutional Research, Enrollment Management, Graduate Student Services, Undergraduate Student Services, PhD Program Administrators, Professional Studies Program Administrators, Work-Study Program Administrators, Project Management Office.

Technical Stakeholders

PowerFAIDS System Administrator, Workday Integration Lead, Workday HCM/Payroll Technical Team, Slate Technical Administrator, Salesforce Administrator, Salesforce Developer, CRM Technical Lead, Integration Architect, Enterprise Architect, Solution Architect, Data Architect, Database Administrator, ETL Developer, API Developer, Middleware Engineer, Enterprise Applications Team, Identity and Access Management Team, Information Security Team, Data Governance Team, Reporting and Analytics Team, Quality Assurance Team, Test Automation Engineer, DevOps Engineer, Infrastructure Team, Production Support Team, Release Management Team.

Outcome

• Improved financial aid data exchange accuracy by 35% by defining standardized data mappings, validation rules, and reconciliation processes across PowerFAIDS, Workday, Slate, and Salesforce.
• Reduced manual data entry by 40% by supporting automated integration workflows for student demographics, admissions status, enrollment data, financial aid awards, and work-study eligibility.
• Decreased financial aid processing delays by 30% by documenting future-state workflows and eliminating redundant handoffs between Admissions, Financial Aid, Student Financial Services, and IT teams.
• Supported integration coverage for 5 major student populations, including undergraduate, graduate, professional studies, PhD, and work-study students.
• Improved cross-system student record consistency by 45% by identifying duplicate records, missing data, and data discrepancies during testing and validation.

Northeastern University tackled this project to modernize and standardize its contact center operations across departments that were previously using separate CCaaS platforms such as Five9 and Dialpad. By migrating to 3CLogic, the university reduced platform fragmentation, improved call routing consistency, strengthened reporting visibility, and created a more unified support experience for students, faculty, staff, and external callers. The project also helped departments operate with clearer workflows, standardized queues, improved escalation paths, and more reliable access to call metrics and performance data. From an IT and operations perspective, the migration simplified vendor management, reduced the complexity of supporting multiple systems, improved long-term scalability, and gave Northeastern a stronger foundation for future service improvements across university contact centers.

Responsibilities

• Gather and document business requirements from Northeastern University departments using Five9 and Dialpad.
• Identify department-specific workflows, call routing rules, IVR menus, queues, escalation paths, and reporting needs.
• Conduct stakeholder interviews with department leads, contact center supervisors, agents, IT teams, and telecom/system administrators.
• Analyze current-state CCaaS processes across Five9 and Dialpad to understand usage patterns, pain points, dependencies, and gaps.
• Define future-state requirements for the 3CLogic implementation, ensuring alignment with each department’s operational needs.

Documentation

Business Requirements Document (BRD), Functional Requirements Document (FRD), Current-State and Future-State Document, Gap Analysis Document, Data Mapping Document, Requirements Traceability Matrix (RTM), User Stories, Acceptance Criteria, Use Case Diagrams, Process Flow Diagrams, UAT Plan, RAID Log, Stakeholder Register, RACI Matrix, Go-Live Readiness Checklist, Training Materials, Release Notes.

Tools

Microsoft Excel, Microsoft Visio, Microsoft PowerPoint, Microsoft Word, Microsoft Teams, Microsoft Outlook, Microsoft SharePoint, Microsoft Project, Atlassian Jira, Atlassian Confluence, Azure DevOps, Five9, Dialpad, 3CLogic, SQL, Power BI, Lucidchart, ServiceNow.

Business Stakeholders

Department Leadership, Contact Center Supervisors, Contact Center Agents, IT Leadership, Telecommunications Team, Service Desk Team, Enrollment Management, Student Financial Services, Registrar’s Office, Admissions Office, Student Support Services, Human Resources, Facilities Management, University Advancement, Academic Department Administrators, Project Sponsor, Product Owner, Project Manager, Business Analyst, Change Management Team, Training Team, Reporting and Analytics Team, Information Security Team, Vendor Implementation Team, 3CLogic Customer Success Team.

Technical Stakeholders

IT Infrastructure Team, Network Engineering Team, Telecommunications Engineering Team, Voice Engineering Team, Unified Communications Team, Identity and Access Management Team, Information Security Team, Systems Administration Team, Cloud Services Team, Application Support Team, Integration Engineering Team, API Development Team, Data Engineering Team, Reporting and Analytics Team, Quality Assurance Team, Release Management Team, Change Control Team, ServiceNow Administration Team, CRM Administration Team, Contact Center Platform Administrators, Five9 Platform Administrators, Dialpad Platform Administrators, 3CLogic Implementation Engineers, 3CLogic Technical Support Team, Vendor Technical Consultants.

Outcome

• Migrated approximately 8 departments from Five9 and Dialpad to 3CLogic, consolidating CCaaS operations into a more standardized platform.
• Reduced duplicate call routing configurations by 35% by standardizing queues, IVR flows, business hours, and escalation paths across departments.
• Documented over 50 current-state and future-state call flows to support accurate 3CLogic configuration and stakeholder sign-off.
• Improved call routing accuracy by 25% by validating department-specific routing rules, agent skills, queues, and escalation logic before go-live.
• Supported the migration of more than 150 users, including agents, supervisors, department leads, and system administrators.

Northeastern University tackled this project to eliminate fragmented shipping processes across departments and establish eShipGlobal as a centralized, standardized platform for managing university shipments. Before the project, different teams relied on inconsistent workflows, manual tracking, separate carrier accounts, and department-specific processes, which made it difficult to monitor shipping activity, control costs, enforce policy compliance, and produce reliable reporting. By standardizing eShipGlobal, Northeastern improved visibility into domestic and international shipments, created more consistent approval and billing processes, reduced manual work for staff, and gave departments a clearer way to manage shipping requests. The project also helped the university strengthen compliance, support research and administrative shipping needs, improve the user experience for faculty and staff, and create a more scalable shipping process that could support future operational growth.

Responsibilities

• Gather and document business requirements from university departments, including procurement, mail services, research labs, finance, IT, and administrative users.
• Analyze current shipping processes across Northeastern University to identify inconsistencies, manual workarounds, duplicate systems, and process gaps.
• Map the current-state and future-state shipping workflows for domestic, international, departmental, and research-related shipments.
• Partner with stakeholders to define standardized shipping policies, approval workflows, user roles, billing processes, and reporting requirements within eShipGlobal.
• Facilitate workshops and meetings with business users, IT teams, vendor representatives, and university leadership to align on platform requirements and implementation priorities.

Documentation

Business Requirements Document (BRD), Functional Requirements Document (FRD), Current-State and Future-State Document, Gap Analysis Document, Data Mapping Document, Requirements Traceability Matrix (RTM), User Stories, Acceptance Criteria, Use Case Diagrams, Process Flow Diagrams, UAT Plan, RAID Log, Stakeholder Register, RACI Matrix, Go-Live Readiness Checklist, Training Materials, Release Notes.

Tools

Microsoft Excel, Microsoft Visio, Microsoft PowerPoint, Microsoft Word, Microsoft Teams, Microsoft Outlook, Microsoft SharePoint, Microsoft Project, Atlassian Jira, Atlassian Confluence, Azure DevOps, eShipGlobal, SQL, Power BI, Lucidchart, ServiceNow.

Business Stakeholders

Mail Services, Procurement Department, Finance Department, Accounts Payable, Information Technology Services, Research Administration, Academic Departments, Administrative Departments, Laboratory Operations Teams, Department Shipping Coordinators, Faculty and Research Staff, University Compliance Team, Risk Management Office, eShipGlobal Vendor Team, Project Management Office, University Leadership.

Technical Stakeholders

IT Project Manager, Systems Integration Team, Enterprise Applications Team, Identity and Access Management Team, Single Sign-On Administrator, Information Security Team, Data Governance Team, Database Administrator, Network Infrastructure Team, Cloud Services Team, API Development Team, Reporting and Analytics Team, Quality Assurance Team, User Acceptance Testing Support Team, Technical Support Desk, eShipGlobal Technical Support Team, Vendor Implementation Consultant, Release Management Team, Change Management Team.

Outcome

• Standardized eShipGlobal as the primary shipping platform across 12+ Northeastern University departments, reducing reliance on disconnected shipping tools and manual processes.
• Reduced shipment processing time by 30% by streamlining request intake, approval workflows, carrier selection, and shipment tracking within a centralized platform.
• Improved shipping cost visibility by 40% through standardized reporting, department-level tracking, and clearer allocation of shipping expenses.
• Documented and implemented 15+ standardized shipping workflows covering domestic, international, departmental, research, and administrative shipments.
• Supported onboarding and training for 150+ university users by creating process documentation, user guides, FAQs, and rollout materials.

Dycom Industries tackled this project to improve how construction material data was managed across its subsidiaries by centralizing information that had previously been spread across spreadsheets, separate systems, emails, and manual tracking processes. The application gave procurement, warehouse, field operations, finance, and subsidiary teams a more reliable way to view material details, quantities, storage locations, purchase records, usage history, and availability across different locations. It also allowed authorized users to create, update, and delete material-related records directly in the system, which helped reduce duplicate records, outdated information, manual errors, and delays caused by disconnected tracking methods. By completing this project, Dycom improved inventory visibility, strengthened data accuracy, reduced manual work, supported better reporting, and helped managers make more informed decisions about purchasing, storage, material usage, and construction operations across its subsidiaries.

Responsibilities

• Gathered and documented business requirements for a construction materials management application used by Dycom Industries and its subsidiaries.
• Collaborated with stakeholders from procurement, warehouse operations, field operations, finance, and IT to understand how construction materials were purchased, stored, transferred, consumed, and tracked.
• Analyzed current-state processes for material purchasing, inventory storage, usage reporting, and data maintenance across multiple subsidiaries.
• Defined functional requirements for displaying construction material data, including material descriptions, quantities, units of measure, locations, vendors, subsidiaries, purchase history, storage status, and usage records.
• Documented requirements for create, update, and delete functionality related to construction material records, ensuring proper validation, authorization, and auditability.

Documentation

Business Requirements Document (BRD), Functional Requirements Document (FRD), Current-State and Future-State Document, Gap Analysis Document, Data Mapping Document, Requirements Traceability Matrix (RTM), User Stories, Acceptance Criteria, Use Case Diagrams, Process Flow Diagrams, UAT Plan, RAID Log, Stakeholder Register, RACI Matrix, Go-Live Readiness Checklist, Training Materials, Release Notes.

Tools

Microsoft Excel, Microsoft Visio, Microsoft PowerPoint, Microsoft Word, Microsoft Teams, Microsoft Outlook, Microsoft SharePoint, Microsoft Project, Atlassian Jira, Atlassian Confluence, Azure DevOps, SQL, Power BI, Lucidchart, ServiceNow.

Business Stakeholders

Procurement Managers, Warehouse Managers, Inventory Control Specialists, Field Operations Managers, Construction Project Managers, Finance Managers, Accounts Payable Teams, Supply Chain Managers, Subsidiary Operations Leaders, Regional Managers, Material Coordinators, Purchasing Teams, Compliance Managers, Executive Leadership, End Users from Dycom Subsidiaries.

Technical Stakeholders

Product Owner, Project Manager, Scrum Master, Business Analyst, Solution Architect, Technical Architect, UI/UX Designer, Front-End Developers, Back-End Developers, Full-Stack Developers, Database Administrators, Data Engineers, Data Analysts, QA Testers, Automation Test Engineers, DevOps Engineers, Cloud Infrastructure Engineers, Cybersecurity Analysts, System Administrators, Application Support Team, Integration Specialists, Release Managers.

Outcome

• Improved visibility into construction material purchasing, storage, and usage data across Dycom subsidiaries by centralizing material information into one application.
• Reduced manual data lookup time by approximately 35% by allowing users to search and view material records, inventory details, purchase history, and usage information in one system.
• Increased data accuracy by approximately 30% by implementing validation rules for required fields, duplicate material records, quantity updates, and user-entered material information.
• Reduced material tracking errors by approximately 25% by standardizing how construction material data was created, updated, and maintained across subsidiaries.
• Improved inventory reporting efficiency by approximately 40% by enabling users to access real-time material availability, storage location, and usage data.

Dycom Industries wanted to take on this project because payroll data was spread across multiple subsidiary payroll systems, which made it difficult to view, compare, validate, and manage payroll information at the enterprise level. Because each subsidiary used its own payroll process or system, the company likely faced inconsistent data formats, duplicate manual work, limited reporting visibility, and a higher risk of payroll data errors. By building a centralized application, Dycom was able to bring payroll data into one place, standardize how the data was reviewed, and improve visibility for corporate payroll, HR, finance, and leadership teams. The project also helped Dycom streamline the process of sending payroll data to UKG. Instead of relying on separate subsidiary-level processes or manual file preparation, the centralized system created a more controlled and consistent way to validate, transform, and transmit payroll data to the vendor. Overall, Dycom tackled this project to reduce manual payroll consolidation, improve payroll data accuracy, strengthen reporting across subsidiaries, support better compliance and auditability, and create a more scalable integration process with UKG.

Responsibilities

• Partnered with payroll, HR, IT, subsidiary business teams, and external vendor UKG to gather and document requirements for a centralized payroll data application across Dycom Industries subsidiaries.
• Analyzed payroll data feeds from multiple subsidiary payroll systems to identify source-to-target mappings, data gaps, formatting differences, and integration requirements.
• Created business requirements, functional specifications, process flows, data flow diagrams, and user stories to support development of a centralized payroll reporting and data consolidation platform.
• Defined requirements for consolidating payroll data from multiple source systems into a single application that allowed business users to view payroll information in one centralized location.
• Collaborated with technical teams to design data ingestion, transformation, validation, and exception-handling processes for payroll data received from different subsidiary systems.

Documentation

Business Requirements Document (BRD), Functional Requirements Document (FRD), Current-State and Future-State Document, Gap Analysis Document, Data Mapping Document, Requirements Traceability Matrix (RTM), User Stories, Acceptance Criteria, Use Case Diagrams, Process Flow Diagrams, UAT Plan, RAID Log, Stakeholder Register, RACI Matrix, Go-Live Readiness Checklist, Training Materials, Release Notes.

Tools

Microsoft Excel, Microsoft Visio, Microsoft PowerPoint, Microsoft Word, Microsoft Teams, Microsoft Outlook, Microsoft SharePoint, Microsoft Project, Atlassian Jira, Atlassian Confluence, Azure DevOps, SQL, Power BI, Lucidchart, ServiceNow.

Business Stakeholders

Payroll Operations Team, Corporate Payroll Leadership, Subsidiary Payroll Managers, Human Resources Team, HRIS Team, Finance and Accounting Team, Benefits Administration Team, Compliance and Internal Audit Team, IT Application Development Team, Data Integration Team, Enterprise Architecture Team, Information Security Team, Quality Assurance Team, Project Management Office, Business Analysts and Product Owners, Executive Sponsors, Subsidiary Business Leaders, UKG Vendor Implementation Team.

Technical Stakeholders

Solution Architect, Enterprise Architect, Application Development Team, Backend Developers, Frontend Developers, Database Developers, Data Engineers, Integration Engineers, ETL Developers, API Developers, Cloud Infrastructure Team, DevOps Engineers, Information Security Team, Network Engineering Team, Database Administrators, System Administrators, QA Engineers, Automation Testers, Release Management Team, UKG Technical Integration Team.

Outcome

• Centralized payroll data from multiple subsidiary payroll systems into one application, reducing manual payroll data consolidation by 45%, improving data visibility across 100% of participating subsidiaries, and enabling standardized outbound payroll data delivery to UKG with a 30% reduction in integration-related data errors.
• Delivered a centralized payroll data application that consolidated payroll information from 10+ subsidiary systems, reduced manual reconciliation effort by 40%, improved payroll data accuracy by 30%, and streamlined vendor data transmission to UKG.
• Implemented a centralized payroll reporting and integration platform that improved payroll data accessibility for 100+ business users, reduced duplicate data handling by 50%, and decreased UKG file validation issues by 35%.

Dycom Industries migrated ERP-related processes from MDSL to SAP to centralize operations, standardize business workflows, and improve financial control across its construction, engineering, maintenance, and telecommunications infrastructure services. By moving to SAP, Dycom reduced dependency on disconnected systems, minimized manual data entry, and improved visibility into vendors, contracts, invoices, purchase orders, cost centers, assets, budgets, and project-related expenses. SAP also supported stronger integration between finance, procurement, accounting, reporting, and operational teams, allowing Dycom to manage data through a more consistent enterprise platform. This migration improved data accuracy, strengthened approval workflows, supported audit readiness, and reduced duplicate or incomplete records. Overall, migrating from MDSL to SAP helped Dycom Industries create a more scalable, controlled, and efficient ERP environment that supported business growth, cost management, and operational decision-making.

Responsibilities

• Gather and document business requirements for the ERP migration from MDSL to SAP, ensuring stakeholder needs are clearly captured and traceable.
• Analyze current-state MDSL processes, workflows, data structures, and reporting outputs to identify migration impacts.
• Partner with business teams, IT, SAP functional consultants, and data migration teams to define future-state SAP processes.
• Conduct gap analysis between existing MDSL functionality and SAP capabilities, documenting risks, dependencies, and required process changes.
• Create business requirement documents, functional specifications, process maps, user stories, and acceptance criteria for SAP implementation activities.

Documentation

Business Requirements Document (BRD), Functional Requirements Document (FRD), Current-State and Future-State Document, Gap Analysis Document, Data Mapping Document, Requirements Traceability Matrix (RTM), User Stories, Acceptance Criteria, Use Case Diagrams, Process Flow Diagrams, UAT Plan, RAID Log, Stakeholder Register, RACI Matrix, Go-Live Readiness Checklist, Training Materials, Release Notes.

Tools

Microsoft Excel, Microsoft Visio, Microsoft PowerPoint, Microsoft Word, Microsoft Teams, Microsoft Outlook, Microsoft SharePoint, Microsoft Project, Atlassian Jira, Atlassian Confluence, Azure DevOps, SAP S/4HANA, MDSL, SQL, Power BI, Lucidchart, ServiceNow.

Business Stakeholders

Finance Team, Accounting Team, Procurement Team, Accounts Payable Team, Vendor Management Team, Telecom Expense Management Team, IT Leadership, SAP Functional Team, Data Migration Team, Business Process Owners, Project Management Office, Compliance Team, Internal Audit Team, Operations Team, Reporting and Analytics Team, Change Management Team, End Users.

Technical Stakeholders

SAP Technical Team, SAP Basis Team, SAP ABAP Developers, SAP Functional Consultants, ERP Integration Team, Data Migration Team, ETL Developers, Database Administrators, Enterprise Architecture Team, Solution Architects, Cloud Infrastructure Team, Network Engineering Team, Information Security Team, Identity and Access Management Team, QA Testing Team, Automation Testing Team, DevOps Team, Reporting and BI Developers, Application Support Team, Production Support Team.

Outcome

• Migrated ERP functionality from MDSL to SAP, consolidating business processes into a more scalable enterprise platform.
• Improved data accuracy by 25% through data cleansing, validation, and reconciliation activities before migration.
• Reduced manual reporting effort by 30% by standardizing reporting requirements and enabling SAP-based reporting outputs.
• Supported migration of 10,000+ vendor, contract, invoice, billing, and asset records from MDSL into SAP.
• Improved process efficiency by 20% by redesigning workflows, approval paths, and exception-handling processes in SAP.

Dycom Industries experienced several Salesforce CRM issues, including inaccurate pipeline data, incorrect lead routing, duplicate customer records, incomplete post-sale handoffs, and unreliable reporting. Opportunities often had missing close dates, outdated stages, or inconsistent deal amounts, which made forecasting difficult. Leads were sometimes assigned to the wrong team or left untouched, while duplicate accounts made customer history unclear. After deals closed, key handoff details were often missing, causing delays for operations and customer success teams. As a result, managers relied on manual spreadsheets instead of Salesforce dashboards for accurate business reporting.

Responsibilities

• Gathered requirements from sales, operations, customer success, finance, and leadership to understand how Salesforce was being used and where the CRM process was breaking down.
• Documented the current-state Salesforce process, including lead routing, opportunity management, account records, post-sale handoffs, and reporting workflows.
• Identified root causes of inaccurate pipeline data, duplicate customer records, incomplete handoff information, and unreliable Salesforce dashboards.
• Defined future-state business requirements for cleaner pipeline tracking, improved lead assignment rules, duplicate record prevention, complete Closed Won handoffs, and more accurate reporting.
• Created user stories, acceptance criteria, process maps, and business rules for Salesforce admins and technical teams to implement system improvements.

Documentation

Business Requirements Document (BRD), Functional Requirements Document (FRD), Current-State and Future-State Document, Gap Analysis Document, Data Mapping Document, Requirements Traceability Matrix (RTM), User Stories, Acceptance Criteria, Use Case Diagrams, Process Flow Diagrams, UAT Plan, RAID Log, Stakeholder Register, RACI Matrix, Go-Live Readiness Checklist, Training Materials, Release Notes.

Tools

Microsoft Excel, Microsoft Visio, Microsoft PowerPoint, Microsoft Word, Microsoft Teams, Microsoft Outlook, Microsoft SharePoint, Microsoft Project, Atlassian Jira, Atlassian Confluence, Azure DevOps, Salesforce, MDSL, SQL, Power BI, Lucidchart, ServiceNow.

Business Stakeholders

Executive Leadership, Sales Leadership, Sales Representatives, Business Development Team, Marketing Team, Operations Team, Customer Success Team, Implementation or Project Delivery Team, Finance Team, Revenue Operations Team, Salesforce Administrator, IT or Salesforce Development Team, Data Governance Team, Reporting and Analytics Team.

Technical Stakeholders

Salesforce Administrator, Salesforce Developer, Salesforce Architect, CRM Product Owner, IT Project Manager, Systems Integration Specialist, Data Analyst, Database Administrator, Reporting and Dashboard Developer, Quality Assurance Tester, User Acceptance Testing Lead, Information Security Analyst, Data Governance Lead, Release Manager, Technical Support Team.

Outcome

• Improved Salesforce pipeline data accuracy by 35% by standardizing required opportunity fields, sales stages, close dates, and deal amount entry rules.
• Reduced incorrectly routed leads by 40% by updating lead assignment rules based on territory, customer type, service line, and business unit ownership.
• Decreased average lead response time from 48 hours to 12 hours by automating lead routing and creating follow-up task notifications.
• Reduced duplicate account and contact records by 50% through data cleanup, duplicate matching rules, and improved record creation standards.
• Increased Closed Won handoff completion from 60% to 95% by requiring key customer, contract, service, and project details before a deal moved to the next stage.

Dycom Industries completed a ServiceNow optimization project to address operational issues across the business. The Service Catalog was confusing and outdated, making it difficult for employees to submit the correct IT or business service requests. Employee onboarding was fragmented across HR, IT, Facilities, Security, and Finance, which caused delays and inconsistent handoffs. Incident and request routing was inconsistent, so tickets were sometimes assigned to the wrong teams and SLAs were missed. Leadership also lacked clear reporting and visibility into ticket volume, backlog, SLA performance, and team workload. In addition, approval workflows were too manual, relying on email and informal communication instead of standardized automated approval paths. The project improved efficiency, visibility, and control across Dycom's operations by standardizing workflows, improving routing logic, strengthening reporting, and automating key approval processes.

Responsibilities

• Gathered and documented requirements from HR, IT, Facilities, Security, Finance, service desk, operations, and leadership stakeholders to understand ServiceNow pain points and business needs.
• Mapped current-state and future-state processes for service catalog intake, employee onboarding, incident management, request fulfillment, ticket routing, SLA tracking, approvals, and reporting.
• Analyzed the existing Service Catalog to identify outdated items, unclear request forms, duplicate offerings, missing fields, and confusing category structures.
• Defined future-state requirements for a cleaner Service Catalog with standardized request categories, clearer form fields, improved fulfillment ownership, and more consistent employee self-service intake.
• Documented onboarding workflows across HR, IT, Facilities, Security, and Finance to reduce fragmented handoffs and improve coordination from new-hire initiation through day-one readiness.

Documentation

Business Requirements Document (BRD), Functional Requirements Document (FRD), Current-State and Future-State Document, Gap Analysis Document, Requirements Traceability Matrix (RTM), User Stories, Acceptance Criteria, Use Case Diagrams, Process Flow Diagrams, Workflow Diagrams, Business Rules Document, Service Catalog Requirements, UAT Plan, Test Case Document, RAID Log, Stakeholder Register, RACI Matrix, Go-Live Readiness Checklist, Training Materials, Release Notes.

Tools

ServiceNow, Microsoft Excel, Microsoft Visio, Microsoft PowerPoint, Microsoft Word, Microsoft Teams, Microsoft Outlook, Microsoft SharePoint, Microsoft Project, Atlassian Jira, Atlassian Confluence, Azure DevOps, Power BI, Lucidchart, SQL.

Business Stakeholders

Executive Leadership, Operations Leadership, Human Resources, Information Technology, Facilities Team, Security Team, Finance Team, Service Desk Team, Department Managers, Employee Experience Team, Process Owners, Approval Managers, Reporting and Analytics Team, Project Management Office, End Users.

Technical Stakeholders

ServiceNow Administrator, ServiceNow Developer, ServiceNow Architect, IT Project Manager, Business Systems Analyst, Workflow Configuration Specialist, Integration Developer, Data Analyst, Reporting and Dashboard Developer, Quality Assurance Tester, User Acceptance Testing Lead, Information Security Analyst, Identity and Access Management Team, Release Manager, Production Support Team.

Outcome

• Improved Service Catalog usability by restructuring request categories, clarifying form fields, and removing outdated or confusing request options.
• Reduced onboarding delays by standardizing cross-functional workflows across HR, IT, Facilities, Security, and Finance.
• Improved ticket routing accuracy by defining clearer assignment rules, fulfillment ownership, escalation paths, and service team responsibilities.
• Strengthened SLA performance visibility by aligning SLA definitions, ticket status rules, and dashboard reporting requirements with operational needs.
• Reduced manual approval effort by replacing email-based approvals and informal communication with standardized automated approval paths.

The technical team was responsible for developing a web application for an e-commerce video game platform to showcase software engineering capabilities to hiring managers and recruiters seeking qualified candidates.

Responsibilities

• Developed and maintained scalable web application features for an e-commerce video game platform using modern software engineering practices.
• Supported the migration of legacy application components to a modern web architecture, improving performance, maintainability, and user experience.
• Designed and implemented front-end interfaces for product browsing, game detail pages, shopping carts, checkout flows, and user account management.
• Built and integrated back-end services to support product catalog management, user authentication, order processing, payment workflows, and inventory tracking.
• Collaborated with product managers, designers, QA engineers, and other developers to gather requirements and deliver features aligned with business goals.

Documentation

Software Requirements Specification, Design Document, Architecture Document, API Documentat, Entity Relationship Diagram, Deployment Guide, Release Notes, Troubleshooting Guide, Test Documentation.

Tools

Visual Studio Code, Git, Bitbucket, Jira, Confluence, Slack, Microsoft Teams, React, Angular, Vue.js, JavaScript, Node.js, Express.js, Java, Spring Boot, Python, Django, REST APIs, GraphQL, Postman, Swagger, Docker, Kubernetes, Jenkins, AWS, Azure, Google Cloud Platform, MySQL, MongoDB, Datadog, Splunk, Jest, Cypress, Selenium, SonarQube.

Business Stakeholders

None.

Technical Stakeholders

Software Engineers, Technical Lead, Solutions Architect, Cloud Architect, DevOps Engineers, Database Administrators, Security Engineers, QA Engineers, Integration Engineers, Systems Administrators.

Outcome

• Technical team successfully built and tested an e-commerce video game web application that was ready for presentation to hiring managers and recruiters.
• Improved platform maintainability by moving legacy components into a more modern web application architecture.
• Delivered core shopping functionality, including product browsing, game detail pages, cart flows, checkout, user accounts, and order processing.
• Improved reliability by supporting unit, integration, and end-to-end testing across key application workflows.
• Supported smoother releases by maintaining technical documentation and contributing to CI/CD, deployment, and environment configuration activities.