Melisa Brown - Business Analyst

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Where the Denver Airport went wrong

Case Study: The Sky High Price of Technical Baggage at Denver Airport The opening of the Denver International Airport was delayed by sixteen months because of technical difficulties experienced in the baggage handling system (de Neufville, 1994). The project exceeded $5 billion to build, and the delays in opening the airport resulting from the baggage handling system was estimated to cost the taxpayers $271 million per year. This figure did not include the investment costs to stakeholders like United Airlines at $261 million, Continental $73 million, and opportunity costs to the airlines of around $50 million. Conspiracy theorists deem that the failed baggage system is merely a government cover-up of underground bunkers created for the protection of the Illuminati inside the depths of the Rocky Mountains (Hoeller, 2015). In the case study of the failure of the project, there is far more to the catastrophe than a conspiracy. This paper will e

Meg Whitman

Meg Whitman is the President and CEO of Hewlett Packard Enterprises, but she was previously the CEO of eBay (Forbes 2015). At eBay, she took the company from $5 million to $8 billion in annual revenues. She was born in Cold Springs Harbor, New York on August 4, 1956. She received her Bachelors from Princeton and her MBA from Harvard, dispelling any myths about dumb blondes. From hardware and software at HP to websites at eBay, this stunning computer nerd has made her mark in the Information Technologies field. She is #10 on Forbes List of America’s Self-Made Women (2015). Not only is she involved in Information Technologies, but she also made a run (albeit failed) for Governor of California in 2010. Click here to see an article on Meg in Business Insider. “Do what you love and success will follow. Passion is the fuel behind a successful career.” ~Meg Whitman~

Successful Software Conversions

Today our team at work celebrated a successful and smooth conversion to Oracle software. Part of the reason I believe the conversion was so successful is that we had many practice conversions before we officially converted. We performed data quality analysis, examined the performance of the conversion processes, and audited the financial trail. We consulted with experts, software vendors, internal departments, and end users. We made improvements, ran the processes again, and evaluated the results. This process continued for months until we were absolutely certain that we would be converting the cleanest, most accurate data to our new software. It's always a big win when a team comes together with focused effort to give our internal and external customers the best possible results from a major undertaking like this conversion. At the end of the day, it reminds me that we are all cogs in the same wheel: from the Conversion Team to the Accounting Department, from the e

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