Mark Tallman

This was a project to create single, golden-records from three companies that merged, but had duplicate Customer records.

We leveraged Informatica and a HADOOP Data Lake.

This program management work led three teams across three projects in the Merchandise organization of Walgreens. Each team had a Project Manager that reported to me.

Project 1 - Cosmetic Reset Automation

This project was a seven-month project to automate the annual reset of the Cosmetic Wall in Walgreens stores, which until now had been an entirely manual process. This automation effort decreased the duration of the annual cosmetic wall reset, lowered costs, reduced errors, and… Show more

This program management work led three teams across three projects in the Merchandise organization of Walgreens. Each team had a Project Manager that reported to me.

Project 1 - Cosmetic Reset Automation

This project was a seven-month project to automate the annual reset of the Cosmetic Wall in Walgreens stores, which until now had been an entirely manual process. This automation effort decreased the duration of the annual cosmetic wall reset, lowered costs, reduced errors, and introduced an optimization tool that better controls the flow of the Cosmetic Wall, increasing revenue.

Project 2 - Seasonal, Promotional, and Floor Plan Execution Enhancement

This project had two tracks, each in two releases.

The first track was an upgrade of the software that drives Seasonal and Promotional product placement. The second track enhanced the Floor Plan Execution software, both for office users and store users via a tablet. This was key in driving Planograms to tools that optimize efforts by store personnel.

Project 3 - BDM, Extraction & FPM, and Micro Space Planning

This project had three tracks, each in two releases.

Track One was an upgrade to the BDM tool. Track Two was an upgrade to the Extraction & FPM tool. The third track was an upgrade to the Micro Space automation tool that helps drive Planograms.
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This project has three phases:

1. Upgrade TRIRIGA Platform to 3.5.2 and TRIRIGA Application to version 10.5.2, which is necessary to support Financial Accounting Standards Board (FASB) requirements by January 1, 2019 deadline. Bring all TRIRIGA 10.1 functionality as-is, with exception of enhancements to Payments and CAM. Also moving from highly configured in current TRIRIGA 10.1 to as much Out-of-Box (OOB) as possible.

2. Possible upgrade to TRIRIGA Application 10.5.3. Add… Show more

This project has three phases:

1. Upgrade TRIRIGA Platform to 3.5.2 and TRIRIGA Application to version 10.5.2, which is necessary to support Financial Accounting Standards Board (FASB) requirements by January 1, 2019 deadline. Bring all TRIRIGA 10.1 functionality as-is, with exception of enhancements to Payments and CAM. Also moving from highly configured in current TRIRIGA 10.1 to as much Out-of-Box (OOB) as possible.

2. Possible upgrade to TRIRIGA Application 10.5.3. Add significant functionality enhancements captured in Business Requirements Document (BRD). Continue effort to move to as much OOB as possible.

3. Lease Accounting implementation to support FASB. First effort to make TRIRIGA available to international divisions in 12 different markets. Move entire TRIRIGA production environment from on-premises to a cloud-based Software-as-a-Service (SaaS). Show less

This was a project to create both the business warehouse and business intelligence engine to support the business of the newly combined Tyson Foods and Hillshire Brands organizations for the business functions of Finance, Sales & Trade, Supply Chain, and Business Intelligence. This was an SAP project, using both HANA and HADOOP.

The Mark Tallman Group worked with the Information Technology Division on a Continuity of Business Program.

The purpose of the project was to ensure the resilience of data centers in both Atlanta, GA and Minneapolis, MN. The scope included mainframes, Sun/Oracle servers, AIX servers, Linux, servers, Windows servers, cloud, and all infrastructure for the data centers.

The work included mapping production environments by documenting all system dependencies, then mapping this data… Show more

The Mark Tallman Group worked with the Information Technology Division on a Continuity of Business Program.

The purpose of the project was to ensure the resilience of data centers in both Atlanta, GA and Minneapolis, MN. The scope included mainframes, Sun/Oracle servers, AIX servers, Linux, servers, Windows servers, cloud, and all infrastructure for the data centers.

The work included mapping production environments by documenting all system dependencies, then mapping this data to each data center, to better understand the true operational impact following an unplanned IT outage.

Collaborated with multiple systems subject-matter-experts to ensure all necessary resilience artifacts reflected accurate data.

Supported creation of a budget for a truly resilient data center environment. Show less

This project is to provide resilience (disaster recovery, business continuity, pandemic planning) for the Minnesota Eligibility Technology System (METS), which serves as the foundation for the State Exchange for the Affordable Care Act, Medical Assistance, and Medicare. I serve in the role as Architect and Team Lead for a direct Team of three SME's and a virtual Team of more than 50.

This is a disaster project to ensure each of Walmart's 16 global Markets successfully design, implement, test, and maintain their disaster recovery solutions.

This project was to replatform a Visual BASIC application to C#.net. This also involved building multiple environments; development, development test, production test, and production environment. The combination of infrastructure and software development became a hybrid of Waterfall (for infrastructure) and Agile (software). This leveraged the correct methodology for the appropriate outcome.

A 20-month, $8.3 million project to reduce the width of newsprint rolls by two inches, or 1/2" on each side of a page. The savings was in excess of $3 million/year. By leveraging the Theory of Constraints, a focus on bottleneck tasks while delay non-bottleneck tasks when possible, it was possible to complete the project in 18 months at a cost of $8.1 million.