0 Bewertungen0% fanden dieses Dokument nützlich (0 Abstimmungen)
43 Ansichten8 Seiten
Brianna has over 15 years of experience working on projects for IBM clients including Sept Global. She has held several roles on the Sept Global project including Development Technical Leader, Development Team Leader, and Project Manager. As Project Manager, she is responsible for the overall daily management of the Sept Global engagement. This document provides evidence of Brianna's experience and skills in areas such as risk management, pricing concepts, proposal development, and financial analysis.
Brianna has over 15 years of experience working on projects for IBM clients including Sept Global. She has held several roles on the Sept Global project including Development Technical Leader, Development Team Leader, and Project Manager. As Project Manager, she is responsible for the overall daily management of the Sept Global engagement. This document provides evidence of Brianna's experience and skills in areas such as risk management, pricing concepts, proposal development, and financial analysis.
Brianna has over 15 years of experience working on projects for IBM clients including Sept Global. She has held several roles on the Sept Global project including Development Technical Leader, Development Team Leader, and Project Manager. As Project Manager, she is responsible for the overall daily management of the Sept Global engagement. This document provides evidence of Brianna's experience and skills in areas such as risk management, pricing concepts, proposal development, and financial analysis.
Core Capabilities Advanced Level Manager approves proposed level in this dimension. Criteria Practitioner Evidence Background Brianna has worked for IBM since January 1997. In that time Brianna has worked on projects for the following clients: Bennetts !rants "M" #$%J& Mills '() *I+, and 'ept !lo-al. Brianna has -een on the 'ept !lo-al project full.time since July /00/ and all of the following e1idence relates to that project. Engagement Details Client: 'ept !lo-al Project: 'ept !lo-al Management #ontract Project Manager: 'e1ina 'ay Project Partner: $illiam Butler Roles: 'e1elopment )echnical *eader 2Jul 1999 to 'ec /0003 'e1elopment )eam *eader 2Jan /001 to 4ct /0053 "roject Manager 24ct /005 to "resent3 Role Description In Brianna6s role as 'e1elopment )echnical *eader she was responsi-le for the 7uality of technical deli1era-les of the de1elopment team and reported to her )eam *eader 8am )ower. )he team consisted of -etween 9.10 resources during Brianna6s role as )ech *ead. Brianna6s primary goal was to ensure all deli1era-les met project 7uality standards and -usiness re7uirements and to ensure the correct outcome for -oth IBM and 'ept !lo-al in terms of system functionality and supporta-ility. Brianna was also re7uired to aid in the de1elopment of the technical skills of her team mem-ers. :s 'e1elopment )eam *eader Brianna was responsi-le for the deli1ery of work products from the de1elopment team. 'uring her tenure as )eam *ead the team generally consisted of -etween 9 and 10 resources and reached a peak of 1;. Brianna6s primary role was to ensure all work products were deli1ered to agreed milestones and -udget and to ensure the cost -ene<ts were realised. Brianna was responsi-le for the formal e1aluation and o1erall de1elopment of the mem-ers of the team. :s "roject Manager Brianna was responsi-le for the o1erall day.to.day management of the 'ept !lo-al engagement. )his included management of the IBM='ept !lo-al relationship reporting to key IBM and 'ept !lo-al personnel project resource management and the identi<cation and de1elopment of on.sell opportunities. Business Risk Management Pricing Concepts Proposal Development Financial Analsis !BM !n"rastructure #trategic Business $hemes %. Risk Management In her role as )ech=)eam *ead Brianna identi<ed risks and de1eloped appropriate mitigations for numerous 'ept !lo-al projects of 1arying si>e and comple,ity. Brianna did this -oth independently and as part of a wider team e?ort. Brianna also assisted other team mem-ers to de1elop and assess project risks and mitigations. @isks were raised through speci<c +otes data-ases status reports or informal means as part of regular project status reporting or on an ad hoc -asis as re7uired. 4n the :pparel *egislation 2"hase 53 project Brianna raised and assessed risks on an ongoing -asis. Brianna de1eloped and implemented mitigations for these risks. :s )eam *eader Brianna managed these risks or escalated them to the appropriate le1el. Aor IBM Global Business Services Page 1 of 8 at the "ollo&ing level: Advanced e,ample in relation to the risk of increased team si>e Brianna recommended and implemented a new team structure that increased the num-er of )ech *ead resources. :pparel *egislation "hase 5 was a B1.;M project for IBM in1ol1ing up to /0 IBM resources numerous 'ept !lo-al resources from I) and the general -usiness and 5 other 5rd party 1endors 2e8ign $heels and J':3. )he project was re7uired to -e deli1ered in an e,tremely short time frame gi1en the amount of e?ort and CnaturalC team si>e. !i1en these factors risk management was e,tremely important to ensure the success of this project. Brianna was ultimately responsi-le for this risk management and the project was deli1ered on time and -udget to the satisfaction of the client. )he :pparel *egislation "hase / was of medium.high comple,ity as it contained the following factors: IBM was responsi-le for the e?orts of 5rd party 1endors $heels and e8ign. )he technical 7uality of the work produced -y these / 1endors was re1iewed -y IBM practitioners and in some cases the approach to issues with the 1endorsC work products was directed -y IBM. )he milestones for deli1ery of 1endor work products were set -y IBM in consideration of the o1erall IBM de1elopment plan for the project. IBM also directed J': resources in the modi<cation of the system as part of this project. IBM practitioners re1iewed and tested the technical deli1era-les from J': and pro1ided the design documents from which the system changes were constructed. )he project a?ected and in1ol1ed many -usiness units of 'ept !lo-al . Buying 8tores *egal. )he changes had a -ig impact on the -usiness processes of :pparel Buyers and store sta? in the 'ept !lo-al :pparel Dalls and :pparel #hain. )he project in1ol1ed a high degree of integration -etween e,isting and new systems. )he main data repository for the project was constructed in 'ept !lo-al main merchandise transaction system and the e7ui1alent system for the :pparel #hain -usiness. : new front end system was created to capture legislati1e characteristics at a single point for -oth -usinesses and -ack.end systems. Both these -ack.end systems send data to $heels scales 21ia the $edge utility3 for la-el printing and to e8ign for the printing of tickets range sheets and product detail sheets. )he changes to the food legislation had a signi<cant impact on suppliers of food for 'ept !lo-al. 8uppliers were re7uired to answer a 7uestionnaire for all products sourced -y 'ept !lo-al. )his information was entered into A*8 and used -y 'ept !lo-al to comply with the legislation. )hese suppliers must pro1ide this information for all food products on an ongoing -asis. )he project directly in1ol1ed /0 IBM practitioners and /0E client sta? in the o1erall effort from concept to implementation.
'. Pricing Concepts Brianna has -een in1ol1ed in the pricing of numerous su-.projects of 1arying si>e and comple,ity under the um-rella of the ongoing 'ept !lo-al Management #ontract. Brianna has used the project speci<c pricing tools 28#@ data-ase costing spreadsheets3 to determine the appropriate price for each piece of work. Brianna led the e?ort to price the :pparel *egislation "hase / project. Brianna factored the speci<c risks of tight timeframes additional resources new team structure and management of 5rd party 1endors into the price. Brianna managed the project -udget and scope raising 8#@s when re7uired to secure additional -udget. )he project was deli1ered under -udget. Brianna led the e?ort to price the Fpgrade project. Brianna produced a pricing solution that was accepta-le to 'ept !lo-al and pro<ta-le for IBM. Brianna used !8@isk and IBM Global Business Services Page 2 of 8 $$!"( to determine an appropriate price -ased on the risk factors. Brianna initiated a credit check and e,port regulations check. Brianna compiled the -idpack and had it re1iewed -y G@M and IBM "ricing and gained appro1al from the project partner. 'ept !lo-al appro1ed the proposal for B/.HM and Brianna registered the new piece of work with the IBM 'istri-ution "M4. Brianna has followed the pricing guidelines and used the appropriate tools 2!8@isk $$!"(3 to create numerous other -idpacks for new projects at 'ept !lo-al as well as change re7uests for e,isting projects. Brianna has followed the G: process for pricing of numerous new projects and change re7uests at 'ept !lo-al. Brianna in1ol1ed G@M on the Fpgrade pricing 2B/.HM3 to ensure risk factors and pricing were appropriate. Brianna has independently followed the G: process where G@M in1ol1ement was not re7uired to produce -idpacks for new work at 'ept !lo-al. Brianna has applied the pricing rules such as minimum !"I to all these -idpacks. (. Proposal Development Brianna has -een in1ol1ed in the de1elopment of numerous proposals for additional work at 'ept !lo-al. Brianna led the e?ort to scope and cost the :pparel *egislation "hase / project. Brianna created a new format 8tatement of $ork for this proposal that captured the scope deli1era-les risks issues assumptions costs and resource re7uirements. )he format of this document was well recei1ed -y the client. )he scope schedule and cost were discussed se1eral times with the client sta? -efore a <nal 1ersion of the proposal was produced and appro1ed. )he project was successfully deli1ered on time and -udget. Brianna led the e?ort to create the proposal for the Fpgrade project. Brianna created the 8tatement of $ork using her own template to detail the scope deli1era-les risks issues assumptions costs milestones and resource re7uirements. Brianna gained appro1al from the project partner and 'ept !lo-al appro1ed the proposal for B/.HM. Brianna has followed the same process to create numerous smaller proposals at 'ept !lo-al. )he Fpgrade project proposal followed the IBM G: process. G@M re1iewed the risk assessment pricing and project plan. IBM "ricing re1iewed the -idpack. +umerous smaller proposals at 'ept !lo-al ha1e not re7uired the in1ol1ement of G@M and Brianna has followed the G: process independently. ). Financial Analsis 'ept !lo-al focus on cost eJciencies has re7uired Brianna to present sound -usiness cases for proposed work. #oncepts that do not reach a certain @4I threshold are generally not appro1ed -y the client. (ach -usiness case re7uired consideration of capital e,pense operating e,pense depreciation interest rates and inKation. Brianna has produced numerous costings for project work where it was necessary to con1ince the client the e,pense was justi<ed in consideration of the total cost of ownership. In her role as the IBM 8er1ice Manager Brianna was responsi-le for the o1erall <nancial management of the IBM engagement at 'ept !lo-al. Brianna created numerous pricing cases and -ecame familiar with the <nancial management process of IBM. Brianna produced the monthly <nancial reconciliation report for "@). Brianna was responsi-le for ensuring the planned resource mi, was suita-le to deli1er the project and produce the right <nancial outcome for IBM. Brianna managed the impact of o1ertime o1errun and delays on the project <nancials. Brianna managed the 'ept !lo-al engagement to the gross pro<t targets. IBM Global Business Services Page 3 of 8 Brianna created the monthly in1oice for IBM ser1ices at 'ept !lo-al. *. !BM !n"rastructure Brianna pro1ided assistance and direction to practitioners in the use of 1arious IBM tools. Brianna ensured timesheets were su-mitted on time and re1iewed to ensure correctness. Brianna pro1ided assistance to other practitioners on the use of I*#. Brianna directed other practitioners to meet 1arious career admin re7uirements 2in regard to content and deadlines3 such as ": "B# and "'A. Brianna has directly coached se1eral practitioners and re1iewed their su-missions for the "'A. Brianna has used :" )44*8 and the data-ase to create in1oices for the 'ept !lo-al project. Brianna had a small amount of in1ol1ement with the Digh Alyer -id team pro1iding information to assist in the proposal de1elopment. Brianna has -een in1ol1ed in discussions with ,.*4B including 8%' partners=e,ecuti1es in regard to -usiness opportunities at 'ept !lo-al. +. #trategic Business $hemes Brianna le1eraged the IBM 1alue proposition in negotiations with client sta? on proposals for additional work under the um-rella of the ongoing 'ept !lo-al Management #ontract. Brianna argued the e,perience capa-ilities and G: processes of IBM resources added 1alue to 'ept !lo-al in spite of the percei1ed high cost of such resources. )he 1alue of our work is e1ident -y our a-ility to successfully deli1er large comple, projects on time and -udget like !8) :pparel *egislation and :8@. :dding further weight to this 'ept !lo-al called on IBM to help deli1er projects that internal resources and other 5rd party 1endors could not like :pparel #hain systems :8@. Brianna used IBM6s track record to argue the need and e,tent of IBM6s in1ol1ement in de1elopment projects at 'ept !lo-al. Brianna discussed IBMCs capa-ilities in retail application de1elopment testing hardware and software with 'ept !lo-al sta? when making a case for IBM in1ol1ement in new work. IBM has recently e,panded its o?ering to 'ept !lo-al to include hardware 2700 new "#s and / F+IL ser1ers sold . appro, B/.MM3 and software 2'B/3 while continuing to supply skilled custom software de1elopment and support resources. Brianna has -een in1ol1ed in discussions with ,.*4B including 8%' partners=e,ecuti1es in regard to -usiness opportunities at 'ept !lo-al. Brianna has pro1ided work products and ad1ice for numerous proposals to 'ept !lo-al including: )ime % :ttendance 8er1er )erminal @eplacement F+IL 8er1er #onsolidation 4racle Ainancials Fpgrade Information Management and Fpgrade. ,eadership -no&ledge Management Per"ormance Management Pro"essional .italit $eam Building Project Management at the "ollo&ing level: Advanced %. -no&ledge Management Brianna de1eloped work products that ha1e -een reused -y other practitioners on the 'ept !lo-al project. Brianna modi<ed the costing template to pro1ide a comprehensi1e list possi-le work items and created a new 8o$ type document that captures scope risks issues assumptions and costs. Brianna modi<ed the de1elopment team time=-udget management spreadsheet and team mem-er status reports to pro1ide a higher le1el of integration and more granular reporting capa-ilities. )hese work products ha1e -een passed on to the current de1elopment team leader. Brianna shared knowledge and worked together with other areas of the IBM -usiness on -id and proposal work. Brianna pro1ided information and re1iewed client presentations = proposals for their suita-ility for the intended audience at 'ept !lo-al. )he proposals Brianna assisted with included: 4racle Ainancials Fpgrade 2IBM win3 Information Management 2data warehouse3 data-ase 2IBM win . B/00& software and ser1ices3 8er1er IBM Global Business Services Page 4 of 8 #onsolidation 2IBM win . B1.MM hardware and B1M0& ser1ices3 terminal replacement 2IBM win . 700 "#s purchased -y 'ept !lo-al appro, B1M3. 4n the 8er1er #onsolidation -id Brianna had signi<cant in1ol1ement in IBMCs response to the 'ept !lo-al @A". Brianna re1iewed the hardware proposal and pro1ided technical input. Brianna co.authored the ser1ices proposal to migrate e,isting applications to the new platform which was a key di?erentiator in the IBM -id and a -ig factor in our ultimate success. '. Per"ormance Management Brianna managed the de1elopment team at 'ept !lo-al and pro1ided clear e,pectations to all team mem-ers. )his took many forms including informal one.on.one discussions of e,pectations and areas for impro1ement formal group presentations of e,pectations and formal e,pectations as part of ":s. )he de1elopment team successfully deli1ered many projects during Brianna6s tenure including :pparel *egislation "hase /. Brianna created and managed the project plan for the de1elopment team. Brianna assigned appropriate resources to tasks set and adjusted priorities set and monitored milestones and set and tracked task -udgets. Brianna monitored and adjusted project plans in response to risks scope creep slippage and changing milestones. Brianna created and deli1ered formal ":s for mem-ers of the de1elopment team. Brianna wrote a-out and discussed the areas of good and unsatisfactory performance and de1elopment opportunities for many practitioners. (. Pro"essional .italit Brianna has -een "eople Manager to a num-er of practitioners. Brianna pro1ided guidance assistance and instruction in the completion of the "B# I'" and "'A as well as general career counselling. Brianna initiated and implemented a new team structure in the de1elopment team during the :pparel *egislation "hase / project in response to the need to meet a <,ed deadline in a reducing timeframe and the su-se7uent increase in o1erall team si>e. )wo additional )ech *ead roles were created and <lled -y resources Brianna determined were appropriate for those roles. ). $eam Building Brianna was responsi-le for analysing and re1iewing the capa-ilities of the de1elopment team. Brianna discussed this with her "M and was in1ol1ed in the decision making process in regards to team and project resource re7uirements and mo1ements within project teams. Brianna on se1eral occasions raised concerns a-out the performance of speci<c practitioners with the "M and discussed=recommended ways of impro1ing the situation for the practitioner and the project. $hen assigning work items to practitioners Brianna considered the relati1e aptitude and e,perience of the practitioners to ensure a -alance -etween project goals and indi1idual de1elopment. )hrough weekly team meetings post.implementation re1iews and other forums Brianna led the discussion of project outcomes and learnings. In one.on.one meetings and group presentations Brianna instructed practitioners on the e,pected -eha1iour in regard to the opinions and di?erences of others. Brianna encouraged team mem-ers to e,press their opinions and concerns on all matters and to -e considerate of the ideas of other practitioners. In relation to client sta? Brianna discussed and recommended ways of getting the desired outcome in regard to 7uality=deli1ery while fostering positi1e ongoing working relationships. IBM Global Business Services Page 5 of 8 *. Project Management Brianna applied the C7 keysC to all de1elopment team project work at 'ept !lo-al. Brianna assessed -usiness -ene<ts stakeholder commitment scope risks team performance work % schedule and deli1ery organisation -ene<ts on a day.to.day -asis as part of her role as )eam *ead. Brianna produced weekly status reports to this e?ect and also identi<ed and managed these fundamentals through other means eg. meetings with client sta? escalation of areas of concern to the "M and during the de1elopment of proposals. Brianna applied the "M fundamentals to the o1erall 'ept !lo-al engagement in order to produce the monthly "roject 8tatus report which is -ased on the C7 keysC. Brianna used the project management tools de<ned -y the "M on the 'ept !lo-al project. Brianna created and maintained project plans team status reports costings=proposals and risk mitigation plans. Brianna created a new costings=proposals template that captured the scope deli1era-les risks issues assumptions costs and resource re7uirements. )he format of this document was well recei1ed -y the client. Relationship Engagement Management Communication /egotiation Managing 0rgani1ation Change 2inning Business at the "ollo&ing level: Advanced %. Engagement Management In her role as )ech=)eam *ead Brianna was continuously in1ol1ed in issue resolution. Brianna raised escalated and mitigated technical and -usiness issues. Brianna considered the needs of IBM and the client. 4n the :pparel *egislation "hase / project Brianna kept track of all scope creep throughout the project while monitoring the project -udget and ()#. Brianna raised 8#@s when additional -udget was re7uired. )his pro1ided an outcome satisfactory to -oth the client and her "M. Brianna had a clear understanding of the organisational hierarchy at 'ept !lo-al. Brianna de1eloped relationships with key personnel in I) and the wider -usiness. Brianna was aware of the key stakeholders in all project work and how -est to present ideas and work products to particular personnel in order to o-tain the re7uired decision or appro1al. 4n the "urchasers :utomation project Brianna recommended including a prototype phase in the de1elopment phase in order to pro1ide the key -usiness stakeholder with the le1el of comfort re7uired to appro1e the o1erall approach and e,pedite the appro1al of the greater de1elopment e?ort. In her role as )eam *eader Brianna had weekly meetings with the 'ept !lo-al "roject 'eli1ery Manager to discuss the status of all project work and e,plain changes to milestones and -udget when necessary. Brianna monitored all project work and noti<ed the rele1ant I) and=or -usiness stakeholders of any potential slippage=-udget o1errun risks issues and scope creep. Brianna worked with the client to resol1e these matters to their satisfaction. Brianna included contingency plans in the project plans and estimates of e?ort at the start of work in order gi1e her team the -est chance of meeting the e,pectations of the client. '. Communication Brianna de1eloped strong working relationships with key middle.management sta? at 'ept !lo-al. Brianna listened to suggestions and criticism from personnel and discussed options for implementation=resolution. Brianna presented ideas and recommendations and defended her point of 1iew with sound reasoning. Der focus on deli1ering 7uality cost e?ecti1e solutions and articulation of these principles has -uilt strong relationships with the (nterprise )est Manager :pplications 8upport Manager and "roject 'eli1ery Manager. IBM6s reputation and strong relationship with 'ept !lo-al has allowed IBM to win signi<cant additional work o1er a num-er of years. Brianna pro1ided IBM -id teams with references to successful implementations at 'ept !lo-al. IBM Global Business Services Page 6 of 8 Brianna applied critical communication considerations in her day.to.day acti1ities at 'ept !lo-al. Brianna was responsi-le for the initiation and deli1ery of numerous su-.projects at 'ept !lo-al. 4n such projects Brianna le1eraged her knowledge of the client to dri1e the scope to meet the re7uirements of the -usiness. 4ften this re7uired con1incing I) and -usiness representati1es what they were asking for was not actually what they needed and recommending a more appropriate solution. Brianna discussed a source code migration tool with representati1es of a 5rd party 1endor in relation to a proposal to upgrade the data-ase and toolset of the 'ept !lo-al merchandise system. (. /egotiation Brianna was re7uired to make numerous recommendations=decisions on project work at 'ept !lo-al. In her role as )ech *ead Brianna has led the de1elopment e?ort on many projects. Brianna determined the approach to system solutions and directed other practitioners in de1elopment. Brianna often had to weigh.up the competing goals of producing high 7uality work and deli1ering to -udget=milestones. Brianna in1ol1ed the de1elopers and team leaders in discussions regarding technical issues=approaches and made recommendations in consideration of all 1iewpoints. Brianna presented these recommendations to client sta?. :s )eam *eader Brianna made recommendations=decisions concerning the approach to project work issues risks -udget and scope. Brianna de1eloped many costings=proposals in conjunction with her )ech *ead and other team mem-ers -alancing cost and re7uired e?ort to produce outcomes accepta-le to the client and project manager. Brianna defended her recommendations with sound logic -ased on the relati1e risks of particular projects in discussions with -oth the "M and client sta?. Brianna was responsi-le for the resolution of issues related to numerous issues on project work at 'ept !lo-al. 4n the :pparel *egislation project Brianna raised managed and resol1ed risks and reported=escalated these to the project manager as appropriate. Brianna created a project plan for :pparel *egislation that ena-led IBM to successfully deli1er the project on time and -udget despite the tight timeframe and the rapid ramp.up of resources. 4ur a-ility to deli1er 7uality work products in the timeframe was due in large part to her recommendations and implementation of a new team structure to facilitate greater capacity in regard to 7uality re1iews. 4n the #lassi<ed project Brianna recommended and enforced the G: process to minimise the impact on production systems and production support resources. ). Managing 0rganisational Change Brianna considered the impacts of projects on the 'ept !lo-al organisation. $hen preparing the scope=proposals for su-.projects Brianna determined=recommended the need for=e,tent of user noti<cation=training. 4n the :pparel *egislation project Brianna recognised the need for e,tensi1e user training and clear detailed timely communication of the new solution and processes. 4n the #lassi<ed project Brianna identi<ed the di?erent work practices 2particularly in regard to G:3 of IBM and 'ept !lo-al and assisted 'ept !lo-al in planning and e,ecuting appropriate 7uality management processes. Brianna initiated discussion and made recommendations a-out a change in the structure of the IBM team at 'ept !lo-al to -etter ser1e the changed needs=direction of the client. *. 2inning Business Brianna gained an understanding of 'ept !lo-al 5 Near "rogramme "lan and applied this in discussions with key I) sta?. Brianna worked with these sta? mem-ers and assisted in IBM Global Business Services Page 7 of 8 the resource planning process aimed at ensuring the timely deli1ery of the programme. Brianna6s understanding of the 'ept !lo-al -usiness I) systems and key -usiness resources ena-led her to make credi-le recommendations on tactical and strategic projects. 4n the :ged In1entory @eporting project Brianna criticised the approach recommended -y 'ept !lo-al and her sound argument resulted in the systems analysis work -eing gi1en to an IBM resource instead of an internal one. )he new approach de1eloped in the systems analysis was appro1ed -y the client and the de1elopment proceeded smoothly. Brianna proacti1ely recommended the in1ol1ement of a key IBM resource on a num-er of strategic projects. Brianna held discussions with the !roup !eneral Manager of I) the :pplications 8upport Manager and 1arious project managers on this matter. Brianna made a case for the IBM resources6 continued presence at 'ept !lo-al -ased on their capa-ilities and her knowledge of the clientCs strengths and weaknesses in relation to the deli1ery of large I) projects. Brianna has -een asked to pro1ide a risk assessment of these projects. In June /00H after months of her in1ol1ement -usiness case and proposal Brianna was a-le to o-tain 'ept !lo-al appro1al of the Fpgrade project. )his project represents a B/M win for IBM. Brianna initiated weekly meetings with key I) sta? at 'ept !lo-al to keep a-reast of their goals and to -uild rapport. Brianna attended the @etail (,po where Brianna met with 1arious 1endors and clients. Brianna proacti1ely discussed and promoted IBMCs capa-ilities and o?erings with 'ept !lo-al. In particular Brianna promoted IBMCs hardware -usiness and the ad1antages of dealing with a single 1endor across multiple I) o?erings. 41er the last year IBM has had se1eral important wins in the hardware space. 4n the 8er1er #onsole -id Brianna had signi<cant in1ol1ement in IBMCs response to the 'ept !lo-al @A". Brianna re1iewed the hardware proposal and pro1ided technical input. Brianna co.authored the ser1ices proposal to migrate e,isting applications to the new platform which was a key di?erentiator in the IBM -id and a -ig factor in our ultimate success. IBM Global Business Services Page 8 of 8