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The Tennessee Department of Transportation is a cash-flow positive organization.  Their single largest money-making tool is TOOPS - Tennessee Over-Weight Over-Dimension Permit System.

TOOPS is the application that charges trucking companies for loads that are either over weight or over sized.  The revenue throughput is staggering, yet no resilience existed for this system.

In 2009, it was decided to rectify this situation.  An in-depth analysis was completed on the business functions that made up TOOPS, as well as the work-flow.  The technology was mapped and a completely resilient system was created, capable of running in multiple sites around the state, thus protecting a revenue stream.

State of Tennessee Department of Transportation Disaster Recovery Project

delta airlines

The Mark Tallman Group worked with the Information Technology Division on a Continuity of Business Program.

The purpose of the project was to ensure the resilience of data centers in both Atlanta, GA and Minneapolis, MN.  The scope included mainframes, Sun/Oracle servers, AIX servers, Linux, servers, Windows servers, cloud, and all infrastructure for the data centers.

The work included mapping production environments by documenting all system dependencies, then mapping this data to each data center, to better understand the true operational impact following an unplanned IT outage.

Collaborated with multiple systems subject-matter-experts to ensure all necessary resilience artifacts reflected accurate data. 

Supported creation of a budget for  a truly resilient data center environment.

The Mark Tallman Group, LLC disaster recovery DR business continuity BC resilience  risk management assessment project management pmo

 spectrum Enterprise

Converting strategy into action! 

Some of our projects...

Minnesota Department of Human Services (DHS)

security benefit

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AON Risk Services​

AON Risk Services engages in what is referred to as "Wrap-Up Insurance."  This is a method by which a prime-contractor purchases then extends insurance to sub-contractors at a price far less than they could otherwise obtain.

The Wrap-Up software was written in Visual BASIC 6.0, a very old technology.  Acting as the Project Manager, we led the Team through requirements, followed by several user-interface proofs-of-concept using a tool called iRise.  Usability testing was done.  During this time, a Development Test environment, a Production Test environment, and a Production environment were implemented.  

The product was completely re-platformed using C#.net, in a co-shoring effort of both on-shore and off-shore contractors.

To accomplish this task, a hybrid project management approach of Waterfall and Agile was successfully deployed.


Walgreens operates more than 8,000 stores in the Americas.

Lease Accounting TRIRIGA implementation upgrade upgrade to support FASB compliance.

Cosmetic Reset Automation was a seven-month project to automate the annual reset of the Cosmetic Wall in Walgreens stores, which until now had been an entirely manual process.  This automation effort decreased the duration of the annual cosmetic wall reset, lowered costs, reduced errors, and introduced an optimization tool that better controls the flow of the Cosmetic Wall, increasing revenue.

Seasonal, Promotional, and Floor Plan Execution Enhancement was a project to upgrade Seasonal & Promotional Placement software and Floor Plan Execution software, both for PC’s and tablets.

 BDM, Extraction & FPM, and Micro Space Planning included upgrades to all three products.

The State of Minnesota ç this project to ensure resilience of Minnesota Eligibility Technology System (METS), the eligibility system for MNsure; the Affordable Care Act state exchange.

The Mark Tallman Group serves as the Resilience Architect; overseeing disaster recovery, business continuity, pandemic planning, and risk assessment for METS.

Project outcomes include a Business Impact Analysis document, a Risk Assessment document, a Resilience Strategy, a Business Continuity Plan, a Disaster Recovery Plan and a Pandemic Plan.  This project will cease at the end of Design and will not implement the final solution.

The overall Team is also made up of a Business Continuity Subject-Matter Expert and a Project Manager. 

Spectrum Enterprise began this project to resolve the  challenges faced following the three-company merger and the issues surrounding  combining disparate data.

The Mark Tallman Group served as the project management function for this project.

The methods of this project were to undergo a Master Data Management solution.  The objective was to  transform the data from three  companies into a single "golden record" for every client touched by the three companies.

The team included Master Data Management SME's, Business Analysts, and an Enterprise Architect.

This project was successful, using an Informatica tool to filter and combine clean data.  The first implemented solution was SalesForce.

Walmart Stores, Inc.

This retailer operates approximately 11,000 stores in 28 countries across five continents.  It has more than 50 data centers on five continents, in 16 countries, in which six different languages are spoken.

Over a four-year period of time, a comprehensive project plan was developed to ensure 100% resilience in all International data centers for all critical solutions.

During this four-year period, a comprehensive Global Disaster Recovery Strategy was written to provide focus and clarity for all International Stakeholders as well as a the creation of a Global Data Center Portfolio including all hardware and all applications divided by criticality, which serves as the framework to a global lights-out resilience.

Working with the PMO, we created a Global PMO Strategy with provided the first international PMO framework as well as a project prioritization scoring model to ensure the projects that drove corporate objectives received proper funding in an objective manner.

The Mark Tallman Group served as the Disaster Recovery/Business Continuity Manager for this project.

Although Security Benefit had enterprise backup, they had no disaster recovery for either ON PREM systems or those solutions residing in Amazon Web Services.

The first step was to develop a disaster recovery strategy.  Once approved, this strategy served as the blueprint to move from the AS-IS state to the TO-BE state.

A disaster recovery schedule as created and implementation then began.

Additional work involved Business Continuity Plans and Business Impact Analysis.  Although manual spreadsheets existed to track these artifacts, we leveraged Pivot Tables to allow for more robust analysis.