Operating efficiency and evolving standards of corporate governance require effective and current business processes. These processes must reflect recent changes in market opportunities, competitive challenges, technological innovation, and regulations. They must be carefully designed, well documented, and fully implemented.

The development and updating of processes must involve people who understand the business environment and the value of each step in what is being done today. It is valuable to add people who bring a fresh set of eyes to look for additional opportunities for process improvement, to question unverified assumptions, and assure appropriate design, documentation and implementation.

As a consultant I bring that fresh set of eyes and an understanding of the design, documentation and implementation process. I work effectively with managers who understand the business environment. I also work well with employees who know each step in existing processes and understand the impact and potential value of changes. I have managed teams responsible for the development and redesign of processes in response to changes in regulations, business requirements and technology.

Examples of Related Process Improvement Experience

Banks continually deal with changing regulations, technologies and competition. There are tools that facilitate improvements in business processes to deal with these changes starting with the identification of opportunities through implementation. Most line managers have only limited experience with these tools and only limited time to participate in process improvement while managing current operations.

Many of my assignments have involved working with line managers in systems and operations to deal successfully with major changes in check processing, check and document imaging, cash vault operations and services, business continuity planning, purchasing, interdepartmental strategic planning and re-engineering, process development and implementation, and mergers and acquisitions.

Examples of Related Banking Systems & Operations Experience

First there is the merger deal and then there is the process of planning and implementing the changes that integrate the pieces into a single merged corporation. The integration process is demanding because most managers have only limited experience with mergers, they are uncertaint about their future roles and working relationships, and are under pressure to make changes so that improvements in operations and reductions in costs are realized quickly.

The integration of business functions between the two organizations is difficult and time consuming but it can be planned and then executed according to plan. Most of the unknowns that raise havoc with merger integration are in the white spaces. The white spaces occur between the boxes on organization charts and in the differences in organization cultures, expectations about the merger, and communication styles. It is here that significant misunderstandings occur, communication falters, roles change, priorities conflict, risks are unknown and normal business is no longer normal. During merger integration the white space issues are often critical for the future of the organization. The tools that mangers have relied on to deal with these issues have to be modified or reinvented.

What's the solution? Merger implementation and resolution of white space issues is streamlined by adding a trusted third party that brings related expertise and experience and works with both partners in the merger to:

	Provide guidance to executives and managers that facilitates informed and timely merger related plans and decisions that are owned by the managers responsible for their execution
	Assure all significant merger related issues are identified as early as possible, defined, prioritized, escalated if necessary, and resolved to minimize their impact on the integration timeline
	Manage merger related communication processes to assure balance and to support inter-corporate and inter-function coordination of planning and execution

Examples of Related Merger Integration Experience

Litigation involving the development or implementation of computer systems often involves questions about the project management processes that were used. Questions involve the quality of the processes, whether or not they were followed, whether or not process limitations or failures caused or contributed to the system failure, and to what extent each of the parties contributed to the limitations or failures?

I have participated in assessing with counsel the project management processes that were used in several failed projects. Some processes were good but were badly implemented, critical steps were skipped, standard controls were not in place, documentation was inadequate, management failed to communicate significant issues, etc. My experience in the development of processes and project management provide the means to assess projects and processes and assist counsel in preparation of their case.

Examples of Related Litigation Support Experience

Contact: Hal Amens hal@lpf.com 310-902-0560
Consulting Web site: http://lpf.com/consulting/
Lyon, Popanz & Forester's Home Page http://lpf.com