My employer since June of 1978 has been CTG.
I once had a strong interest in quantitative methods for software project management. See Walker Royce’s book on the subject. Additional links include
Recently, I tracked down all of the open source UML tools for Linux.
Since mid-2002, I’ve been architecting web and data warehouse applications.
In 2002, I went back to selling almost anything that made sense. This included web development, and data warehouse development.
For 2001, I lead an effort to create an Enterprise Application Integration practice.
For 2000, I worked for Zenius, CTG’s e-business solution. I was manager of Zenius Labs, the R&D organization. I was also the Director of Internet Strategy and Solution Architectures.
Prior working for Zenius, I was part of the ERP Services team, where I started to create a CRM (Customer Relationship Management) offering. This included partnerships with the two premier products, Vantive and Siebel.
Prior to doing CRM, I was a member of the Client/Server (later the Enabling Technology) virtual team. I was an Oracle DBA, and an CA/OpenIngres DBA. I learned a lot about data warehousing. I spent a little time working with the Y2K competency at CTG.
Before I was a DBA, I was an “Account Manager”. Nowadays, they call them Principle Consultants. Before that I was just your average high-powered programmer- analyst type. I worked in business data processing, military real-time systems, and everything in between.
I have my complete resume on line.
Starting in 2006 or so, I eased into software development for HealthCare Serices. That is, the insurance (or payer) side of healthcare.
In 2001, I created the Application Integration Services practice within CTG.
At the end of 1999, CTG launched an e-business initiative, branded Zenius. A core team of four worked with the CEO to define the business. They added a dozen people, including me, to form the nucleus of Zenius.
I defined the R&D role for identifying the key e-business packages, techniques, methodologies, partners, etc. I had a very small team. My objective was to take the “new technology” activities out of an ivory tower and delegate the investigation to staff members who were either new hires or between assignments.
I was assigned leadership over internet strategists. We worked with business consultants and customers to articulate what was possible. Later I was assigned leadership of solution architecture. I was a kind of not-quite-chief technology officer for e-business solutions.
I was a member of CTG’s Enterprise Resource Planning (ERP) Services team at the end of ‘99. Why ERP? It’s the biggest deal our key clients are tackling – for some it’s part of their Y2K strategy, others will tackle it after the Y2K rush is over.
Within the ERP services team, I worked to create a Customer Relationship Management practice. How does Customer Relationship Management (CRM) fit? It’s strategic, like ERP systems. And CRM supports one of the three pillars of the organization: clients, staff and suppliers.
The ERP team evolved out of the Enabling Technologies virtual Team.
I was a member of a C/S Virtual team from ‘92 to ‘99. The Client/Server virtual team evolved into the Enabling Technologies virtual team (ETVT). The objective was the same: to share information on these critical technologies.
I helped to organize the ETv Team’s 1996 meeting.
In 1998, I gave a presentation on lessons learned doing OO development, using patterns.
Within the ETvTeam, I participated actively in the Information Management Architectures SIG. This group covers Decision-Support, Executive Information Systems, Data Warehouse solutions, etc.
In August of 1998, I became resposible for the Object-Oriented SIG. I’m tempted to change the name to Object Technology SIG.
Prior to being associated with the ETvT, I did technical consulting from ‘87 to ‘92.
For a few years, from ‘84 to ‘87, I was an account manager. I had a small staff, and we did Engineering, Scientific and Process Control applications.
From ‘78 to ‘84, I was a garden-variety developer.