- Performance Acceleration Case Study: T3 TigerTech provides Performance Acceleration Blueprint for United States Department of Agriculture, Office of CFO and CIO.
BackgroundThe United States Department of Agriculture, Office of Chief Financial Officer (OCFO) provides financial leadership for the USDA, which administers $100 billion of loans, as well as significant guarantees and insurance, in support of America's farmers and ranchers.
The Office of the CIO is responsible for the supervision and coordination within the department of the design, acquisition, maintenance, use and disposal of information technology by USDA agencies, in order to improve customer satisfaction, reduce costs, and maximize the use of existing resources.
Both offices were run by a single executive at the time of this project. The USDA CFO/CIO wanted to capture, understand, standardize and improve a broad spectrum of agency financial management, grants systems, and processes, transforming the effectiveness of operations and systems that support multiple lines of business.
ChallengesThe USDA CFO/CIO wanted to apply Lean Six Sigma (LSS) methodology to the 165 Grants programs that were awarded $54 billion annually. The project encompassed every grant-making agency at USDA-13 separate organizations, many with their own appropriations, unique business flows, and distinct program legislative requirements-and brought them all into alignment.
USDA worked with a different company on Phase 1 of the effort, which resulted in a partial “as is’ analysis. We replaced the incumbent, digested all of their deliverables quickly, defined our approach for Phase 2, and embarked upon it without losing intellectual capital or momentum.
SolutionT3 TigerTech provided Lean Six Sigma analysis, Earned Value Management, and Multi Generation Project Management services. Using the data-driven “as is” and “to be” models, we developed a gap analysis that showed where USDA had opportunities to improve, how the improvements could be made, and the expected returns from those changes-all in objective statistics that removed subjectivity and conjecture from the recommendations.
We analyzed existing business process analysis artifacts as appropriate, ensuring transition from the incumbent was as successful as our experience at USDA. Industry standard business process modeling techniques and nomenclature were utilized. This aided adoption of the approach across USDA lines of business, and mitigated risk introduced by using proprietary approaches.
In order to facilitate implementation planning, T3 TigerTech developed a metric for process and IT services alignment. T3 TigerTech developed an analytical tool that compared common IT service functional requirements, ‘as is’ IT service and ‘to be’ SOA enabled IT services to the ‘to be’ process model. This metric served to measure alignment between the Business Architecture and the Technical Architecture using FEA reference models and graphically displaying this alignment in the workflow. This was the fist time a metric and analytical decision tool had been developed to measure business and technical architecture alignment in the USDA.
T3 TigerTech integrated the two best practices in business process analysis and project management: the Project Management Institute PMBoK and Lean Six Sigma. Mastery of these two widely practiced and well-accepted methodologies for excellence in business process improvement were used throughout. This provided a full library of case studies, tools and models for application and modification and allowed us to compare USDA performance to other organizations and to world-class benchmarks.
ResultsT3 TigerTech analyzed the original ‘as is’ performance data to select representative agencies and programs for analysis. T3 TigerTech developed documentation, a data collection plan, and tools for initial workflow analysis, and then developed Value Stream Map analysis on seven different programs in four USDA agencies. We subsequently developed, collected, and analyzed the throughput performance data, used Lean Six Sigma tools to analyze that performance, and identified 64 specific process improvement opportunities.
Consequently wedeveloped 20 Lean Six Sigma projects by combining these opportunities into logical project sets and then estimated the project costs and benefits. After conducting budget and staff work-hour analysis, T3 TigerTech developed and prioritized these process improvement projects and presented them for decision to the CFO /CIO.
We emphasized agency and program buy-in, creating an atmosphere where agency staff were eager to move ahead. In many cases, agencies decided to move on their own authority to make needed changes. Their comfort with the approach we introduced allowed their work to smoothly flow into the larger project.
Our work was used to develop system requirements for implementation of a customer relationship management system that will improve delivery of products, services, and grants to USDA customers. The estimated savings of the entire grants transformation when complete is approximately $100M, exceeding expectations. ROI on this project was calculated by the CFO to be 26:1.
-
Project, Program, and Portfolio Management Case Study: T3 TigerTech provides Program Management Office support for United States DOT / Federal Motor Carrier Safety Administration, Office of CIO.
Background
The Federal Motor Carrier and Safety Administration (FMCSA) has outsourced the CIO Support operations to support requirements of recent legislation affecting IT activities. The contract provides ideal combinations of service and business offerings while retaining technical control of programs. The service offers strategic, agency-level support, as well as project-oriented IT solutions. Our disciplined approach to IT Operations & Maintenance is derived from lessons learned in several successful projects, and was tailored to ensure available, reliable, efficient, and secure IT Operations.
ChallengesT3 TigerTech established a Project Management Office and associated program management processes, lead new process implementation, facilitation and coaching, executive and manager development and facilitation, project team training and coaching. Specific services were provided project management implementation, Cost-Benefit Analysis, Business Case Analysis, Program Portfolio Management, Project Coordination, performance management, analytical evaluation, SWOT analysis, and development assistance to support continuous process improvement, assistance in enhancing and maintaining processes including facilitating operational coordination of the portfolio/program/project life cycle, and change management.
SolutionT3 TigerTech has developed the Concept of Operations (CONOPS) for all three divisions of the FMCSA CIO Office, describing their alignment with the IT Modernization Program. The CONOPS served as a communication tool for the IT Modernization program, assisting with understanding the context of the services in relation to the program. T3 TigerTech provided assistance in the development and evaluation of integrated strategic and tactical plans; provided analytical, evaluation and development assistance to support the FMCSA CIO integrated planning and process; reviewed existing performance management; and developed project performance metrics covering scope, schedule, cost, quality, and risk mitigation.
T3 TigerTech served as the principal program coordination point for project coordination, performance reporting, and communication, and performed detailed performance reviews including performance gap analysis on existing contracts, as directed by the FMCSA client and the Prime Contractor.
T3 TigerTech has lead the FMCSA efforts to implement an Earned Value Management System that provides timely, valid, and auditable program cost and schedule information to the OST and OMB, while the system complies with ANSI 748 and OMB A-11. The goal of this FMCSA EVMS was to provide visibility of program status, and an objective “early warning system” for cost and schedule performance. This system integrated cost/schedule and work accomplished as the basis for planning, budgeting, authorizing work, and measuring performance, was based on objective information, accurately indicated work progress, focused on cost and schedule projection in a timely manner, provided timely, valid, and auditable information, allowed fast incorporation of changes in scope, and provided a common standard that ensures all cost and schedule information is commonly understood and usable. Motivating FMCSA to incorporate earned value into their culture was challenging. In order to implement an EVMS using MS Project Server, project managers needed a basic foundation in both process and tools. T3 TigerTech provided additional training to all project managers to build resource-leveled project plans, helping them understand project baselines and tracking project actuals. T3 TigerTech assisted educating the organization on the benefits of EVM and its ability to improve project health assessment helped prepare FMCSA to change.
T3 TigerTech established a standard size metric (i.e., function/feature points) that can be derived from use cases developed counting standards to be used across projects to estimate cost and schedule, and monitor quality. T3 TigerTech also developed service quality standards and common operating procedures for non-IT user support activities such as: help desk, registration, and operating authority support.
T3 TigerTech integrated two best practices in project management and IT Transformation: the Project Management Institute PMBoK and CMMi. Mastery of these two widely practiced and well-accepted methodologies for excellence in business process improvement were used throughout. This provided a full library of case studies, tool and models for application and modification and allowed us to compare FMCSA performance to other similar organizations and programs.
ResultsThe lean PMO framework implemented processed all incoming project requests to the project management organization. We developed a systematic procedure of categorizing, qualifying, quantifying and processing inbound requests for new projects. The PMO prioritized new project requests according to various business criteria to help ensure that projects that are undertaken are closely aligned with the business and deliver maximum business value.
Plans were continually tuned and adjusted to accommodate the changes that occurred in the agency and industry it regulates. As priorities, budgets and people changed, the PMO reassessed the portfolio-level plans on a continuous basis. Any new projects were iterated from initialization to planning in order to keep assessing new requests and prioritize them against FMCSA current portfolio of projects.
We provided Program and Project Oversight, watching the projects to ensure that they are hitting their milestones, staying within budget and that appropriate issues are being escalated and acted upon in a timely manner. We provided dashboard and status Reporting, distilling project status reports down to their essence and portray concise summaries to the stakeholders. We also developed the Quality Assurance framework, focusing on checking project and PMO adherence to its own processes and deliverables. The also developed supporting tools and processes for all functional areas of the PMO.
As a result of this, we reduced cost overruns, missed deadlines, and performance shortfalls on the IT Modernization Program and other IT Portfolio projects by at least 30%.
- Enterprise Architecture Case Study: Implementing Enterprise Architecture at DOT OST and FMCSA to achieve Strategic Goals.
-
Strategic Planning Case Study: T3 TigerTech provides Strategic Planning, Alignment and Executive Facilitation for the Executive Office of the President, Office of National Drug Control Policy.
BackgroundFor the Executive Office of the President (EOP) we developed an ‘As Is’ process analysis and ‘Should Be’ business process for the development of the National Drug Control Strategy for the Office of National Drug Control Policy (ONDCP).
ChallengesThis was a highly complex project requiring high sensitivity to policy and political aspects, as well as considerable research into existing and legacy Presidential policy documents and initiatives on National Drug Control Policy and Strategy.
Unlike previous years, the 2011 National Drug Control Strategy was written by ONDCP components, rather than a small team with contributions from selected staff. Although this was judged to be a significant improvement in that every staff member had the opportunity and responsibility to help shape the Strategy, it proved to be a challenge for the managers responsible for pulling together a coherent, unified product that conformed to leadership′s vision.
In the previous two years, the development of the Strategy was over 6 months, rendering it almost completely ineffective in influencing US Department budgetary and policy, its chartered purpose. Without significant reductions in development time, the benefits of component contributions and meeting its obligations on timing and budgetary impact would be lost. Additionally, the office was undergoing a significant increase in performance expectations as well as resource reductions.
SolutionT3 TigerTech conducted in-depth interviews and a series of weekly meetings with the Strategy project manager, the COTR, and other representatives from the Director′s Office and the Delivery Unit, which provided the background for a SIPOC Matrix (Suppliers, Inputs, Processes, Outputs, and Customers). A structured interview tool was developed and 35 selected key stakeholders were interviewed from all ONDCP components, including the Director′s Office (DO).
These interviews were documented and analyzed, and prominent themes were developed. All inputs were integrated to develop the high-level 2011 Strategy development process map and the process improvement recommendations. This map detailed the roadblocks and bottlenecks in the current process, as well as identified root causes and high value opportunities for significant improvements in timing and quality. These deliverables were presented throughout the project and revised to reflect feedback.
Subsequently, we constructed an Affinity Matrix covering the wide range of responses that provided significant and valuable insight into the processes developed, a series of options for improvement. A final report was prepared detailing observations, analysis, and recommendations and presented to senior leadership and key staff.
ResultsOur analysis and recommendations formed the basis for a successful program of process change and performance improvement. This new process was implemented immediately with excellent results.
- Business Process Transformation Case Study 1: T3 TigerTech Helps Clients in the Insurance Industry Control Cost and Increase Revenue.
Business Process Transformation Case Study 2: T3 TigerTech provides process and systems transformation for Department of Justice Agency.
Property & Casualty Insurance CompanyOur client is a commercial automobile insurance company that insures 80% of all taxis, limousines and livery operating in New York City. The company is privately owned and has been in business for over three decades with an annual revenue growth of at least 10%. The client′s main business goals are to efficiently collect premiums and to reduce claims expenses. The majority of its- 350 employees are involved in underwriting, no-fault claims processing, medical bill re-pricing, records management, accounting, and customer care. The client also has an internal legal department to arbitrate payouts on claims, represent the company in contested claims, and investigate suspect claims.
ChallengesThe client′s business processes were developed in the early days of the company. Their technology solutions were developed independently by various departments to meet their specific needs such as underwriting, claims processing, medical rebilling, and accounting/finance. The management team wants to transform the business and give the management the information it needs to expand business into new areas. The current technical infrastructure does not meet the needs of the company in terms of availability of accurate, current, and historical customer and claims data that is consistent across the organization.
SolutionT3 TigerTech extensively reviewed all of the client′s business strategies, its operation, business processes, and information systems, and discovered that legacy information management systems were sparingly documented, poorly integrated and without an overall business technology plan in place. T3 TigerTech also discovered that the large staff, business information complexity, and sustained organizational and information growth provided a significant opportunity for improved managerial control and business automation. The client has retained T3 TigerTech to undertake a long-term project to redefine, reinvent, and rebuild their business processes and the associated information systems to increase management control, increase revenues and reduce costs.
ResultsDeveloped a long-term business technology roadmap that can gradually transform the client′s operation to have more managerial control, be more efficient, and less dependent upon certain individuals.
Developed an enterprise-wide Customer Relational Database that is the central repository for all customer information. This database is the hub to support all functional applications. The client can now migrate data from legacy systems to the new Customer Relational Database.
Developed the Medical Bill Re-pricing engine that re-calculates medical bills based on the standards set up State of NY.
Developed an integrated Claims Processing Application Suite that combined claim processing, transaction management, document management, and medical bill re-pricing.
Developing a Underwriting System that will replace the legacy underwriting system that is unreliable, unresponsive and is technologically outdated.
Developed an integrated suite of Claim Processing System that combined claim processing, transaction management, document management, and medical bill re-pricing.
BackgroundOur client was a U.S. Department of Justice Agency that advances the practice of community policing in America′s state, local and tribal law enforcement agencies. Its multifold mission is directly related to its ability to manage information to prevent crimes, enhance community communication, promote collaboration, foster innovation, and improve policing strategies.
ChallengesThe Agency senior leadership wanted to improve their knowledge resource and the procurement grants management line of business process and systems. Several previous attempts had limited success due to project management and change management challenges, along with difficulty getting ‘buy-in’ from key managers and staff.
The Agency Senior Leadership wanted an Executive Level Strategic Assessment in preparation for significant leadership, resources and mission change. This included review of current capabilities and constraints, analysis of strengths, weaknesses, opportunities and threats, development of best case, worse case, and most likely case scenarios, and finally development of primary strategic planning for each scenario.
During the initial stages of the strategic assessment, the project was expanded to include all critical areas of the Agency; Knowledge Management, Human Capital, IT Management and Planning, Grant′s Management, Budgeting and Financial Resource Management and Strategic Planning.
SolutionT3 TigerTech extensively reviewed all of the client′s business strategies, its′ operation, business processes, and information systems, and discovered that legacy information management systems were sparingly documented, poorly integrated and without an overall business technology plan in place. T3 TigerTech led the 30 month Business Process Re-engineering analysis for a Department of Justice. T3 TigerTech developed and implemented the Project Plan using Project Management Institute methodologies and best practices, including scope, resource, schedule and quality control as well as change management, risk management and mitigation, communication planning, meeting facilitation, and senior executive consulting, strategy and policy support.
T3 TigerTech created a tailored approach using business process reengineering, continuous process improvement, and project management best practices. T3 TigerTech documented and mapped the key current state processes and developed a desired state processes map and procedural documentation for integrating planning, managing, operations and decision support, and organizational performance. T3 TigerTech also developed and implemented a communication and knowledge management plan to support the programs initiated by The Agency. T3 TigerTech worked with the senior executive team and key managers to develop an environment scan and SWOT (strengths, weaknesses, opportunities, and threats) analysis to facilitate strategic planning and planning to aid the transition.
Assessed and compared multiple programs to determine value added in terms of return on investment, budget forecasting, and net present value of new product/service investments. T3 TigerTech developed a performance metrics regime for all major business processes, including key performance indicators (KPIs) and key output and input variables (KIPV/KOPV) for key lines of business: strategic planning, knowledge management, budgeting and programming, human capital management, grants management, customer relations management, and information technology (IT) systems management.
We concurrently developed an embedded process improvement development program for key managers tailored to their immediate and long-term requirements and applied our results to the development of their key to-be processes; strategic management and planning; program, budget, and financial analysis; human capital management; enterprise architecture planning; systems development; and systems deployment.
T3 TigerTech developed a new assessment tool to measure and graphically display stakeholder influence and value in relationship to multiple organizational missions. This involved reverse engineering the multiple product and service demand rates in order to assess the voice of the customer and developing a stakeholder market segmentation.
Develop and Document Desired State Concept of Operations for Quality Management System. Prepared an organizational study that recommend a cross-functional team organization to improve planning, execution, and feedback for key lines of business, including alignment of strategic objectives and cost benefit analyses of implementation. Adoption of proposal significantly improved value of organizational output and improved communication and management impact.
Conduct Gap Analysis and Develop Recommendations. Provided professional services to improve budget execution on new $1 billion grants program that facilitated planning, management, communication, and performance, resulting in on-time, on-target completion and public recognition of the success by the vice president.
Provide Subject Matter Expertise and Technical Advice to Senior Leadership. Prepared and presented monthly, quarterly, and annual earned value management reports and analyses for the contracting officer′s technical representative (COTR) and senior leadership throughout the 30-month program.
ResultsProject Planning and Management. T3 TigerTech led the 30 month Business Process Re-engineering analysis for a Department of Justice effort to evaluate the The Agency (Community Oriented Policing Services) Knowledge Resource Management Line of Business process. T3 TigerTech developed and implemented the Project Plan using Project Management Institute methodologies and best practices, including scope, resource, schedule and quality control as well as change management, risk management and mitigation, communication planning, meeting facilitation, and senior executive consulting, strategy and policy support. Accomplishments include documentation of as-is process model, identification of immediate opportunities for process and system improvement, development of to-be process model with business systems architecture. The success of these initiatives led to their immediate implementation and an expansion into multiple other areas.
Evaluated Current State of Organizational Quality Management Systems. Assessed and compared multiple programs to determine value added in terms of return on investment, budget forecasting, and net present value of new product/service investments. T3 TigerTech developed a performance metrics regime for all major business processes, including key performance indicators (KPIs) and key output and input variables (KIPV/KOPV) for key lines of business: strategic planning, knowledge management, budgeting and programming, human capital management, grants management, customer relations management, and information technology (IT) systems management. T3 TigerTech developed a new assessment tool to measure and graphically display stakeholder influence and value in relationship to multiple organizational missions. This involved reverse engineering the multiple product and service demand rates in order to assess the voice of the customer and developing a stakeholder market segmentation. Developed documentation of as-is process model, identification of immediate opportunities for process and system improvement, development of to-be process model with business systems architecture. The success of these initiatives led to their immediate implementation and an expansion into multiple other areas.
Developed and Document Desired State Concept of Operations for Quality Management System. Prepared an organizational study that recommend a cross-functional team organization to improve planning, execution, and feedback for key lines of business, including alignment of strategic objectives and cost benefit analyses of implementation. Adoption of proposal significantly improved value of organizational output and improved communication and management impact.
Conducted Gap Analysis and Develop Recommendations. Provided professional services to improve budget execution on new $1 billion grants program that facilitated planning, management, communication, and performance, resulting in on-time, on-target completion and public recognition of the success by the vice president.
Provided Subject Matter Expertise and Technical Advice to Senior Leadership. Prepared and presented monthly, quarterly, and annual earned value management reports and analyses for the contracting officer′s technical representative (COTR) and senior leadership throughout the 30-month program.
Provided Subject Matter Expertise and Technical Advice to Senior Leadership. T3 TigerTech developed and facilitated an Executive Strategic Assessment in preparation for significant leadership, resources and mission change. This included review of current capabilities and constraints, analysis of strengths, weaknesses, opportunities and threats, development of best case, worse case, and most likely case scenarios, and finally development of primary strategic planning for each scenario.
We concurrently developed an embedded process improvement development program for key managers tailored to their immediate and long-term requirements and applied our results to the development of their key to-be processes; strategic management and planning; program, budget, and financial analysis; human capital management; enterprise architecture planning; systems development; and systems deployment.
-
Innovation Case Study: T3 TigerTech brings together Imagination and Mathematics to Accelerate Performance
“Imagination is more important than knowledge. For knowledge is limited to all we now know and understand, while imagination embraces the entire world, and all there ever will be to know and understand.” - A. Einstein.
BackgroundKnowledge and experience in using analytical tools is a foundation skill for organizational transformation; it is not enough by itself. Powerful management insight is not magic; it takes fingertip facility with analytical tools, experience judgment in data collection and selection, and more than a little courage to challenge the existing assumptions and expectations. Marginal approaches can only yield marginal results; truly transformational insight demands new approaches, seeing things in new way, presenting them in convincing and compelling manner, and agile, adaptable and alert application. That is T3 TigerTech reputation; innovative approaches and transformational results.
T3 TigerTech has faced a number of innovations challenges. Two are chosen here as illustration of how we bring imagination to analysis to accelerate performance.
1. Bringing simplicity out of complexity; quantifying organizational process systems alignment at USDAThe USDA CFO wanted to make sound data based decision on which financial systems he should invest in, which to replace, which to build and which to buy. This was an extraordinarily complex problem with innumerable apparently incomparablepoints, It was also a politically fraught environment with committed advocates for legacy systems and desired upgrades.SolutionUsing the Federal Enterprise Architecture Performance Reference Model, existing software features, functions, organizational performance data, Lean Six Sigma tools and techniques, and new ‘To Be’ financial process value streams, T3 TigerTech developed a comparative analysis that scored each current system with regard to is ability to support new financial processes value streams. This was refined to create an “alignment score” for all systems which allowed the CFO a simple and direct way to determine which legacy systems most closely matched current and future requirement feature by feature. This approach also created a process - systems alignment scoreboard to track status and forecast progress.ResultsThis was the first ever successful objective measurement of process and system alignment at USDA. The CFO used this assessment in his decision process on which systems to fund and which to replace. He estimated the total value of the project at 26:1 with estimated savings at completion at over $100M.2. Using mathematics to detect fraud and reduce operating costsA commercial auto insurance firm was experiencing significant claims fraud and wanted to increase their detection success rate and the operating cost. Fraud was endemic in their insurance sector and employing high cost professionals in law, medicine, and administration was a severe constraint. In addition, the process was slow, and they were uncertain how successful they were at detecting fraud attempts.SolutionT3 TigerTech applied a sophisticated mathematical forensic technique called “Benford′s law” to the the insurance claims process. This approach is relatively new and had been used to detect accounting irregularities. It is based on the predictive frequency of nominative first digits in natural occurring systems.In the graph below, the predicted first digit frequency is in red, while the actual first digit frequency is in blue. The analysis indicates that there is very high likelihood of fraud in the targeted data, since the appearance of the digit ‘3’, ‘7’, and ‘8’occur well below the expected frequency as a first digit, and that the fraud is located in data beginning with those digits.Benford′s law is a relatively new advanced analytical tool that is used to identify fraudulent data in forms, applications, and other organized data submissions, such as tax, accounting, treatment, and performance data. As a statistical analytical tool it has wide application to a wide variety of data sets for the purpose of detecting fraudulent data.
The application of Benford′s Law has been recognized as a particularly effective tool for fraud detection by “Journal of Forensic Accounting”, and “The New York Times”. Analytical applications of Benford′s Law has been used successfully to detect and ultimately prove fraudulent behavior, is used by the IRS to help screen for and detect fraud, and is considered legally admissible as any other mathematical and statistical tool when applied appropriately.ResultsThe ins urance company was able to use the tool and analysis developed by T3 TigerTech to significantly increase its fraud detection and legal prosecution, as well as contain costs. The ultimate result was a reduction in fraud attempts, since the company had become so effective at fraud detection. -
Analytic Cameo: Tracking Signal - a Measure of Forecast Accuracy for FMCSA.
A tracking signal is a tool used to measure how well an individual forecasting method is performing. We used the tool as a continuous control indicator, monitor effectiveness of forecasting method and provide control limits for Budgets Forecast and EVM for all the agency′s service providers.
We chose tracking signal because it is unbiased and versatile, as it can be used irrespective of the type of forecasting method used by the agency service providers.
We asked all service providers to forecast their budgets at the beginning of every year, as part of the Integrated Baseline Review (IBR) process. During the year, we have asked them to forecast their planned costs on a monthly basis. We kept track of the continuous sum of the differences between forecasted and actual values, so as to measure whether a forecasts were consistently too high or too low. When a forecast was discovered to be consistently producing values that are too high or too low, a tracking signal indicated the forecasting method used was out of control. We worked with every service provider to improve their forecasting, thus making better utilization of the FMCSA budget.
-
TigerTalk:
-
May TigerTalk
“Desire is the key to motivation, but it is determination and commitment to an unrelenting pursuit of your goal - a commitment to excellence - that will enable you to attain the success you seek.” - Mario Andretti
Innovation and perseverance are two key elements of our national character. Without the power of these principles we would not be the great nation that we are today. This country gives us the freedom to change our lives - we can be anything we want to be. It is the attitude and ability to continuously innovate and persevere, to believe we have the power to change our lives, which makes America unique.
In a key decision that changed our country, President Thomas Jefferson, by a treaty signed on April 30, 1803, agreed to purchase 828,000 square miles of France's claim, what came to be known as the Louisiana Purchase. The price was $15 million, or approximately three cents an acre (less than 42 cents per acre in 2011 dollars). This purchase was a vital transformational achievement. It doubled the size of the country, ensured the free navigation of the Mississippi, and most critically, launched American expansion to the west. It was Jefferson′s vision, to connect the east and west shores of America, that emboldened trail blazers with vision, leadership, and determination.
“The difference between a successful person and others is not a lack of strength, not a lack of knowledge, but rather a lack of determination.” - Vince Lombardi
America′s history created transformation and greatness that endures today. Global business and heightened uncertainty bring new complexities, new challenges, and new opportunities. Everything we do at T3 TigerTech involves connecting people with the right facts, the right tools and the right analysis. Uniting the power of analytics, the power of people, and the power of organizational leadership we help our clients to innovate, envision an agile future, and persevere to meet future demands. We have the freedom and the determination to help our clients produce transformational greatness that endures for centuries.
We ‘double timed’ our commitment to our clients to provide the best in innovation, performance, and results. As a result, we work closer with our clients in order to understand their challenges, at the Department of Veterans Health Affairs the women′s veteran outreach achieved an 80% success rate and as the prime contractor of a $548M, 10 year contract with the Department of Treasury we improve performance.
“The characteristic of a genuine heroism is its persistency. All men have wandering impulses, fits and starts of generosity. But when you have resolved to be great, abide by yourself, and do not weakly try to reconcile yourself with the world. The heroic cannot be the common, nor the common the heroic.” - Ralph Waldo Emerson
The westward expansion, with all its great dangers and risks, fueled the imagination for the possibilities, and became part of the legends that make America great, part of our expectations for ourselves and for each other. Without our legends, the motivation to achieve greatness would be diminished, and the freedom to imagine greatness would be tougher.
“Always bear in mind that your own resolution to succeed, is more important than any other one thing.” - Abraham Lincoln
Best wishes for continued success,
Don Zacherl
CEO T3 TigerTech
We have just updated our website and invite you to visit it at www.t3-tigertech.com.
We also encourage you to read the Washington Executive to review the interview with Paul Harris. http://www.washingtonexec.com/2012/02/interview-with-don-zacherl-ceo-of-t3-tigertech-trusted-talented-and-tireless
If you are so inclined, the details of the Louisiana Purchase http://www.archives.gov/exhibits/american_originals_iv/sections/louisiana_purchase_treaty.html -
Fourth of July TigerTalk
“Summertime is always the best of what might be.” ~Charles Bowden
Summertime inspires people with fresh ideas and a drive to get out there and make something new where there was nothing before; this act or process is called INNOVATION. Innovation has always been a cornerstone of our country. It has shaped and molded our lives in almost every arena. A prime example of this country′s innovative abilities can be seen in the creation and signing of the Declaration of Independence in 1776. The originality of this idea jump-started our long standing tradition of constant inspiration and improvement.
Now, every summer, America celebrates the signing of this revolutionary document. Fourth of July festivities signal the kickoff of summer to many people across the nation. There are picnics and barbeques and carnivals and all other sorts of entertainments to be enjoyed by one and all. And while this commemoration is focused on a major historical advancement, there are many other innovations that go completely unrecognized on this day every year.
People often think of innovations only in terms of the most important creations, those that massively affect their lives, but innovation can be seen in even the simplest things. All too often the inventions that are overlooked and underappreciated are those that improve our quality of life in the smallest ways. These are things that don′t serve any noteworthy purpose other than for the pure enjoyment of their partakers.
Many of these innovative ideas came from everyday people, in ordinary towns throughout the United States. And you might be surprised to find out how long many of the common Fourth of July activities and foods have actually been around. Some carnival rides, such as the Tilt-a-Whirl, date as far back as the early 1900s and earlier.
Common foods eaten during Fourth of July festivities often include such delicacies as salt water taffy, potato chips, cotton candy, and Popsicles. But many people never question where such delicious inventions originated. Take the potato chip for example. Almost every American has eaten a potato chip at one point or another and they are a staple at picnics across the country, but where did they come from? The first potato chip was actually created in Saratoga Springs, New York in August 1853, over 150 years ago!
Machine-spun cotton candy was invented by a confectioner and a dentist, of all people, in Nashville, Tennessee in 1897. And Popsicles actually started out being called ice pops and they were an accidental discovery made by an 11-year-old boy in 1905 in San Francisco, California. So it just goes to show that innovations, large or small, frequently come from some of the most unusual and unexpected people and places.
For those of you who are innovators at heart and enjoy trying new things, you might have fun this summer making your own homemade salt water taffy, cotton candy, or popsicles. I have included in this newsletter a few links to try yourself or with your family and friends. So make sure to stop and take the time to improve your quality of life this summer with some of our country’s favorite frivolous innovations. Enjoy them with family and friends because those moments are what make life truly worthwhile. Remember: “You only live life once, but if you do it right, once is enough.” ~Mae West
Wishing you a great summer full of innovation and imagination,
Don Zacherl
CEO T3 TigerTechHomemade Salt Water Taffy
http://suite101.com/article/have-a-taffy-pull-a31385
Homemade Cotton Candy (small children participation not recommended)
http://www.sugarstand.com/candy-recipes/homemade-cotton-candy-recipe.htm
Homemade Popsicles
http://family.go.com/food/recipe-sk-19103-homemade-popsicles-t/
-
Labor Day TigerTalk
As we celebrate the Labor Day holiday once again, we are reminded of all the labor and dedication that has helped our country to prosper so much. All work is valuable. All work ennobles us, as its purpose and its practice is noble, honest and good.
Business has changed since that first Labor Day in 1882. Most business was done on a promise, with just a handshake and a person’s word that a job would be completed fairly and just compensation paid. People said what they meant, meant what they said, and did what they said they were going to do. In our current parlance, if you ‘talked the talk’, you ‘walked the walk’, and if you didn’t, you were found out quickly. ‘Sharpers’, were held in low esteem and became itinerants by necessity. This kind of individual integrity was one of the building blocks of America, American business, and American labor. The wealth it generated for all of us, the inheritors of this American tradition, is both material and cultural.
American leadership integrity is the guide to our behavior and our future. Abraham Lincoln, our 16th president, demonstrated the true picture of what it means to live with integrity. One story about “Honest Abe” has it that while working as a store clerk as a teen, he closed down the store and walked however far he had to, in order to give the correct change to a customer if he had accidentally shorted them. Later, as a not so successful politician, he voluntarily gave up his first opportunity for real political power to a rival; headline making news in our current era.
Ability will get you to the top, but it takes character to keep you there.
— John WoodenAbraham Lincoln’s character was an individual success by itself, but what it gave to a nation in crisis was invaluable. It is not going too far to say that his leadership, guided by his character, defined the American path forward for the century that followed him, and we are all benefactors of his individual integrity. Lincoln’s resolve to be honorable in the face of great trials, to be humble in the face of daunting challenges, was seen in every area of his life; in his family, in his politics, in his faith, in his doubts, and in his death.
Is Lincoln the example we look to today? Are our leaders confident in their character, and honest in their business? Are we? Who do you want to be like? What example do you follow? Is our character the example you want it to be? The answer is we are all a work in progress, as Lincoln knew he was. The heart of character is the struggle to be better, to be more, to foster your dreams and not your doubts, to follow ‘the better angels’ of your nature, to be an example, to be of good character.
“.the demonstration of absolute integrity is the most important principle that any leader must follow.” - General Alexander Haig, Jr.
While it may be harder to find, integrity can still be seen today, you just might have to look a little harder to find it in all the clutter. Leonard Roberts took a stand for integrity when he worked as the CEO of Shoney’s. Upon taking the leader’s position, he soon discovered that they were in the midst of a huge racial discrimination case. His response…“My stand on integrity was getting a little hard on my wife and kids. However, I knew it had to be done. There was no other way.” He was also quoted as saying, in the Canadian Manager March 1999, “You cannot fake it. You must stand up for what is right regardless. You cannot maintain your integrity 90 percent and be a leader. It’s got to be 100 percent.” He later went on to serve as Chairman, President, and CEO of Radio Shack Corporation from 1999-2005,
Can you be a leader of personal honesty, of character strength? Can you be an example you want to be? I dare you.
I encourage you to operate on the same principles that guided American business long ago; to make your word your bond, and to stand by it. Like song says, “if you don’t stand for something you will fall for anything.”
When we commit to do work for your organization, you can trust that the job will be completed to the highest standards because we will accept nothing less. That’s a promise, and you can count on it.
Best wishes,
Don Zacherl
CEO T3 TigerTechhttp://www.greatamericanhistory.net/honesty.htm
http://www.stuffofheroes.com/critical_importance_of_integrity.htm -
Holidays TigerTalk
"Genius is talent set on fire by courage." ~ Henry Van Dyke
As the holiday season rolls around once again, many of us, me included, take time to review the things in our lives that we are most thankful for. The talents that each of us has been blessed with are most definitely something to be grateful for. Everyone has their own diverse set of talents and unique capabilities. But what is talent without the courage to use it? What is talent without the hard work and dedication it takes to see it bear fruit? There are many people out there who are greatly talented, in one area or another, but if they sit back and don’t pursue the use of that talent to the fullness of their capability, then it is all for nothing, a precious treasure that is unmined and untapped.
"Your talent determines what you can do. Your motivation determines how much you are willing to do. Your attitude determines how well you do it." ~ Lou Holtz
The pilgrims who first arrived on this soil most definitely had many talents among them, but the determining factor in their success or failure was their motivation and attitude. They most surely could have arrived here, looked at the obstacles (harsh climates, lack of food, hostile natives) and decided that it was simply too difficult of a task to colonize this country. But the original settlers not only set to work mining the land and tapping the trees, they did the same for their talents. They rallied their courage and dedication, carving out a life for themselves in a foreign land. Is it not our responsibility then to exert at least as much effort as they did to culminate our talents? We owe it to the world to be productive members of society, to fulfill our talents to their greatest capacity, and to leave our mark on the world long after we have left this earth.
"When I stand before God at the end of my life, I would hope that I would not have a single bit of talent left, and could say, 'I used everything you gave me'." ~ Erma Bombeck
At T3 TigerTech, the courageous pursuit of our talents is integral to our entire business philosophy. We combine our talents with dedication and hard work. We may be talented in business reengineering and process improvement, but it is our drive to succeed, to find a solution, to make life better, which propels us to success. We take our talents and those of our clients and maximize them to their highest potential, soaring to unimaginable heights. So rally your courage and come soar with us!
We are currently in the process of updating our company website with press releases for our recently awarded contracts, so please take the time in the near future to visit our site at www.t3-tigertech.com and check out the "More" page for those updates.
-
New Years TigerTalk
"If at first you don't succeed, try, try again." How many of us have heard this phrase from parents, teachers, coaches and peers throughout our lives? The root of this saying is the concept of perseverance, of being tireless in all we set out to accomplish. New Year's resolutions are a common occurrence at this time of year and as sad as it is, these commitments have become almost cliché in this generation. "If at first you don't succeed, try, try again." How many of us have heard this phrase from parents, teachers, coaches and peers throughout our lives? The root of this saying is the concept of perseverance, of being tireless in all we set out to accomplish. How many people are dead set on losing weight, quitting smoking, or being more successful in the new year? But how many of those same people never follow through, despite the best of intentions?
"Our greatest weakness lies in giving up. The most certain way to succeed is to try just one more time." ~ Thomas A. Edison
Thomas Edison is often thought of as a man of great talent and this is very true; however, his contribution of the incandescent light bulb to society would never have come about if not for his hard work and perseverance. It took him numerous tries before he was successful in producing a working light bulb; some say as many as a thousand attempts. Many of us can barely conceive of attempting to reach a goal that many times! But Edison pursued his objective with tireless effort. His belief was that "many of life’s failures are people who did not realize how close they were to success when they gave up." He did not want to be one of those people who gave up when he just knew he had to be close. What have you pursued in your life with such single-minded determination? And how much sweeter was the success when it was reached?
"If you can dream, and not make dreams your master; If you can think, and not make thoughts your aim, If you can meet with Triumph and Disaster, and treat those two impostors just the same… " ~Rudyard Kipling
"I do not think that there is any other quality so essential to success of any kind, as the quality of perseverance. It overcomes almost everything, even nature." ~ John D. Rockefeller
Charles Goodyear, the American inventor of industrial rubber, struggled for over 12 years, without success. He was bankrupted several times, lost his house twice, sold all his furniture, placed his family in a boarding home, was arrested by his creditors and jailed, had investors back out on him three separate times, borrowed money from friends and relatives until they would no longer listen, and finally, proceeding alone in a workshop attic, by trial and error, trying different chemicals, processes, treatments and just plain random, kitchen sink experiments, found the process to produce vulcanized rubber. Through all these trials and struggles, he never relented, or wavered, always pursuing his vision of a water proof, tough, smooth, all-weather, flexible substance that was better and stronger than leather; and that could be manufactured by the ton. Nothing like it had been heard of; few believed it could be done. When he patented his invention (# 3633 from the US Patent Office), which made him fabulously wealthy and a world famous inventor with many international honors, he was at pains to thank and document anyone and everyone who had helped him or had believed in him. He never gave up.
"I do not think that there is any other quality so essential to success of any kind, as the quality of perseverance. It overcomes almost everything, even nature." ~ John D. Rockefeller
If you can dream, and not make dreams your master; If you can think, and not make thoughts your aim, If you can meet with Triumph and Disaster, and treat those two impostors just the same… ~Rudyard Kipling,
There are very few situations in life where most of us could honestly say we were tireless in our efforts, and even fewer people who we could say were always tireless in their pursuit of success. But currently, there is one man who portrays an excellent picture of what such perseverance looks like. He is known as ‘the fastest man on no legs’ and his tireless efforts in athletics have earned him numerous competitive event medals and world-wide recognition. For those of you who are not familiar with this man, his name is Oscar Pistorius. He is a competitive sprinter who participated in the 2012 Summer Olympics; however, that is not the amazing part of his story. Oscar is a very successful athlete, but he is also a double below-knee amputee and runs his races on two prosthetic legs! But having both of his legs amputated below the knee before he was even a year old has clearly not stopped him from tirelessly pursuing his dreams. Many of us would probably not have even tried any type of athletics in a similar situation, let alone set our sights on going to the Olympics. Oscar truly sets an inspiring example of what one person’s dedication and perseverance can accomplish. His achievements show us that with tireless effort you truly can overcome even nature.
"The credit belongs to the man who is actually in the arena, whose face is marred by dust and sweat and blood; who strives valiantly; who errs, who comes short again and again, …who, at the best, knows, in the end, the triumph of high achievement; and who, at the worst, if he fails, at least fails while daring greatly..."
Theodore Roosevelt, "Citizenship in a Republic" Speech given at the Sorbonne in Paris ,France, 1910
2012 was a great year for T3 TigerTech; we more than tripled in size and radically multiplied our contracted revenue, profitability, scope, and responsibility to serve our customers. At T3 TigerTech, we strive to be trusted, talented, and tireless in all our efforts, in order to achieve our mission; “We Solve Hard Problems”. We persevere through ups and downs, the triumphs and the disasters, because we have resolved to always be three things: Trusted, Talented and Tireless.
When you make your New Year’s resolutions for 2013, why not resolve to be tireless in ALL your efforts, to persevere through ALL obstacles, to be unrelenting in your quest for success in ALL areas of your life? We invite you to dedicate yourself in the new year to being Trusted, Talented, and Tireless in all you do. The reward for your commitment to do your best in all things will be greater than you can imagine!
Best Wishes for Your Success in the New Year!
The T3 TigerTech Team
-
May TigerTalk
-
Press Releases:
-
USDA FNS WIC
On September 19, 2012 T3 TigerTech (http://www.t3-tigertech.com) received a 24 month sole source, single award contract from the United States Department of Agriculture (USDA) for the Indicators of High Risk WIC Vendors Study. T3 TigerTech will help USDA to facilitate the process of updating WIC vendor management practices to improve the prevention, detection, correction and reporting of unallowable vendor practices under the EBT operation. The Firm Fixed Price total is $1,220,742.00.
"We see this as an opportunity to bring together analytical rigor and organizational insight to this challenge. Building on the great work already done at the State and Federal level, and coupled with our partner FICO expertise in Fraud Detection and Business Process Management tools, we look forward to a high value result with sustained results"
-
MOBIS
On October 5, 2012 T3 TigerTech (http://www.t3-tigertech.com) received a GSA Federal Supply Schedule contract from the General Services Administration (GSA) for the Mission Oriented Business Integrated Services (MOBIS). Using this contract vehicle, T3 will help support and improve the quality, timeliness, and efficiency of business management functions and services accomplished by the Federal Government. These efforts will ultimately increase customer satisfaction and enhance the public’s confidence in their government.
" GSA has recently raised the bar substantially on qualifying for and receiving a MOBIS award, and we are justly proud of this accomplishment. It gives us a great channel for providing our skills in management consulting, performance management and strategic planning to Federal Government clients, and also makes it easier for new clients to contract with us. Additionally, it is an important maturation step for T3 as a company, and for our development as an innovative company well known for solving hard problems. It is also an important milestone for us on our growth in the GSA Mentor-Protégé program, stated Don Zacherl, CEO.
-
VA SLA BPA
On October 23, 2012 T3 TigerTech (http://www.t3-tigertech.com) was awarded a Blanket Purchase Agreement for the Department of Veteran's Affairs (VA), under the GSA Federal Supply Schedule (FSS). T3 TigerTech will provide acquisition Service Level Agreement (SLA) Services through provision of personnel, resources, and facilities to help improve VA's efficiency and the cost effectiveness of acquisitions support services.
"We welcome this opportunity to bring our skills in performance management to VA in this vital operational area. Applying ITIL and other best practices and performance management tools and techniques is the key to doing more and better with less. Performance efficiency and effectiveness is no a longer a goal, it is a necessity."
-
VA VistA OSEHRA
On September 29, 2012 T3 TigerTech (http://www.t3-tigertech.com) received a sole source 6 month base contract with 2 options from the Department of Veterans Affairs (VA) for the VistA Fileman and VistA Lab Enhancements. T3 TigerTech will help VA to implement the internal processes required to ingest, integrate, test, and deploy software drawn from Open Source Electronic Health Record Agent (OSEHRA). The Firm Fixed Price for the contract for the base and option period is $3.99M over a 24 month period.
"We are thrilled to be a part of this vital initiative. OSEHRA is the future of innovation in this area and VA Innovation Initiative is leading the way. Together with our partner, the VistA Expertise Network, we are confident that our team will add significant value to this ongoing effort."
-
GSA CPI QP
On January 24, 2013, T3 TigerTech (http://www.t3-tigertech.com) received a one-year contract under MOBIS in support of the General Services Administration (GSA) Federal Acquisition Service (FAS) Office of Strategy Management for Continuous Process Improvement (CPI) support. T3 TigerTech will provide CPI support services, including training and coaching FAS employees in virtual and onsite environments, in order to equip FAS employees with performance management and process improvement tools. Support is to the GSA Central Office in Crystal City, VA with initial projects in the Central Office, Region 2, Region 8, and the National Capital Region.
"We are very excited about this great opportunity to work with GSA! We see this engagement as a great opportunity to continue the good work already accomplished by GSA and a wonderful validation of our past successes providing CPI services to the federal government” says Don Zacherl, CEO. “It is also a great opportunity to extend our presence to New York and Colorado, as well as other areas of the United States, and to work with the leading experts in federal government CPI and Lean Six Sigma."
-
USDA FNS WIC

