DataLan assisted in defining the business and regulatory requirements, developing the SLA’s, and planned and deployed a DR/BC system.

They wanted to leverage their investment in Microsoft technology to centralize management of collaboration and web content management (intranet, internet, and extranet) as well as act as a more productive platform for solution development.

The company wanted to leverage their investment in Microsoft technology to centralize management of collaboration and web content management (intranet, internet, and Extranet) as well as act as a more productive platform for solution development.

The company wanted to leverage SharePoint as a strategic platform for managing websites, enterprise content management, and application development. Regulatory and business requirements demanded comprehensive monitoring and data protection.

The company wanted to centralize management of collaboration and web content management (intranet, internet, and extranet) and to provide their Board of Trustees a better way to get visibility and insight into the activities of the organization.

In preparation for an enterprise implementation of SharePoint, the company wanted a robust environment for piloting and testing that could also meet the demands of the IT group in a production capacity.

As the system began to grow, additions, modifications, and enhancements were developed and deployed with no coordination or greater planning. As result, performance and stability were often compromised and the IT group was constantly “fire-fighting”.

The customer is the US subsidiary of a global leader in the development and manufacture of hair care, hair color, skincare, color cosmetics, and fragrances for the consumer and professional markets. The organization employs nearly 8,000...

The company wanted to increase the number and quality of ideas for organizational improvement and growth, make better decisions about which to develop, and to reduce development cycle and implementation time...

Each of the customer’s R&D centers ran its own product development structure to support regional product launches. There was little collaboration or visibility across the centers. In addition to the geographic challenges...

The customer defined a new product development process to replace their manual, meeting-based process. This new phase-gated process encompassed product development from concept to launch. To ensure a successful launch of the new process...

After making heavy investments in SharePoint customization and development, they found that any changes or modification would break the look and feel, requiring additional development time on every page to maintain a consistent look and feel.

The company wanted to be able to graphically represent the status of various business processes supported by SharePoint-based applications.

The institution needed to manage the loan application process across multiple departments and geographies, assembling complex and in some cases, multi-lingual, compound documents...

The customer had begun an initiative to centralize its co-packing merchandizing operations, using vertically integrated teams to rapidly develop custom packaged goods for retailers, such as product bundles...

The Portfolio Valuation group is responsible for the quarterly valuation of clients’ investment portfolios. This group lacked the ability to effectively manage their process with enforceable standards...