Sometimes we do merely a feasibility or a cost justification study, as when we evaluated the feasibility of implementing a project-wide control system for a large county project. Alternatives were evaluated and costs determined for potential strategies. 

Often we develop a strategic or action plan to guide our clients in future acquisitions and decisions. For example, a document management strategy evaluation where we were responsible for determining a strategy for retention of documents over the 25 year projected life of a public sector program. Current methods and requirements were evaluated, and program-wide committees were formed. Alternatives were presented and a strategy was recommended and accepted. 

Or, a recent strategic communications and information systems strategic plan was designed for a major California Port District. Including airport, maritime, and real estate operations, the District's multi-location offices required integrated communications and processing systems. 44 strategic projects were identified to satisfy the Port's growing needs for the millennium. The plan was approved by the Port Commissioners and is now being implemented. 

We have a record of successful management of a variety of software projects and programs over the years.  In some cases we have been responsible for the development as well.  In others, we have managed other contractors and in-house staff.  Projects have been in both private and public sectors.  

As program managers for a multi-project program for a major California Port District, we are determining requirements, soliciting proposals and managing implementations of this multi-year, multi-divisional program. 

We provided computer related support to the prime contractor responsible for contract and detailed designs for the US Navy Battleship Program, USS Missouri and USS Wisconsin. At all times, meeting tight delivery schedules was vital, since the automated support systems had to be ready at the appropriate production milestone in the ship repair cycle. Systems were designed and implemented to satisfy users at each stage of two projects, which were conducted on two coasts - in Long Beach and in Mississippi. In the absence of other internal capabilities, these systems became prototypes for subsequent construction support systems used by the various US Navy commands.  Challenges overcome to successfully implement the systems included: wide range of technological sophistication among the thousands of users; large distance over which the systems were supported; wide variety of hardware and software on which the systems ran, due to their acquisition under different programs and contracts. Training, testing, user participation and fast response and implementation time contributed to the system success -- and to the overhaul within budget and on-time of these ships.

For example, MDLA recently reengineered the traditional construction process for a Southern California county hospital replacement project. An innovative system, recognized as such in its selection as a finalist in the Windows World Open competition, was designed and implemented to support the construction effort -- and provide data for subsequent use in claims processing. The Construction Project Management Information System (CPMIS) was a comprehensive, proactive, multimedia application for the management of large construction projects. All types of construction documents were transmitted electronically between the management and design staff of the owner, construction manager, architects, consultants, general contractor and subcontractors -- and tracked. The system integrate activity scheduling, document management, workflow, manpower tracking, site access, cost control, and office automation through the use of custom scripting and the best available software packages. The construction was completed ahead of schedule and claims were less than would normally have been anticipated.