Roughly 80 percent went to the current project and 20 percent to the next. He got us to start thinking about our move to Windows 95, to be proactive in our project sequencing. On the projects that have been implemented thus far, CSC has engaged one or two additional Microsoft consultants to do development work and transfer working knowledge about Microsoft products. Our people learn quite a lot from him. Hothi, who has acted as Beauclair's manager over the past year, says he appreciates the EPM's ability to proactively identify issues that have the potential to sideline a project, even if they are not technical.
Red lights have to be dealt with right away.
Yellow issues have to be watched closely. Greens are not a big deal, but I need to be aware of them. Most of the time these aren't technical issues, which Beauclair can resolve on his own. But they're critical to resolve nonetheless, because they have the potential to affect projects in a significant way. They might be funding problems, vendor problems, personnel issues, even office-space issues.