- Experienced and dynamic Agile leader who is passionate about coaching agile teams by adopting tools and techniques from different agile methodologies including: Scrum, LEAN, Kanban, TDD, XP, FDD, Crystal along with SAFe, DevOps and CI/CD practice for better automation practice.
- 6+ years of Servant Leadership experience as a Scrum Master and Release Train Engineer in enterprise - level environments, driving and enforcement of Scrum best practices, removing impediments and fostering self-management.
- Strategic-minded, yet hands on Agile Business Delivery Lead with 5 years of extensive experience in leading full life-cycle end-to end activities, including Proof of Concept/vision setting, Discovery efforts, leadership/sponsor engagement, stakeholder analysis, impact identification, Budget controls, scope of work analysis and metrics adoption through weekly cadences.
- Certified Scrum Master (CSM), Agile Certified Practitioner (ACP), and SAFe 4 Practitioner (SP) through SAFe.
- Industrial knowledge of Webservices Redesign, Interface Applications, ERP systems, Re-engineering of Integrated Applications, Financial and Insurance models.
- Strong experience SQL queries for application interface data integration and for data warehouse report requests.
- Drove product discovery with team leads and/or stakeholders to define scope (through story mapping) and slicing out work in smaller chunks (journeys) to determine launch line for rapid learning.
- Demonstrated Experience in showing TDD, ATDD, BDD and GIVEN-WHEN-THEN format for scenario based examples when refining the product and sprint backlog.
- Exhibit servant leadership style in coaching new scrum teams within the Tuckman Model -Forming, Storming, Norming, Performing and Adjourning Phases of the initial iterations or sprints.
- Lead multiple scrum teams at PI events to review the ART program backlog and align, encourage collaboration, estimate, elaborate FEATURES and STORIES of the backlog.
- Establish and communicate the annual calendars for Iterations and Program Increments (PI) and aggregate Team PI Objectives into Program PI Objectives and publish them for visibility and transparency.
- Drive multiple teams to deliver the system demo or sprint demo for INSPECT and ADAPT phase and analyze the actual/planned business values during retrospectives.
- Coach the concepts of prioritizing features, epics, estimating user stories(JIRA, RALLY, TFS) in alignment with product vision during PI planning events for various Agile Release Trains (ART).
- Develop user story/EPIC sizing using T-size /Fibonacci series and Poker games and facilitate definition of acceptance criteria, minimal viable product (MVP) and Definition of Done(DOD).
- Lead continuous refinement and prioritization of product backlogs in partnership with the product manager/owner, scrum teams.
- Facilitate daily stand-up, sprint planning, backlog grooming, retrospective and scrum after scrum ceremonies
- Contribute to overall program governance & management, including identification of right value-focused agile metrics & measures.
- Identify and work to eliminate problems, roadblocks, bottlenecks and waste within development teams, program teams and across the product portfolio.
Front-End Tools: MS Office MS Visio, MS Query, MS Project 2000 Programming
Data Bases: Microsoft Access, MS-SQL Server, Sybase, and DB2
Modeling: UML, Use Cases, Pega, BPMN, VISIO, PFD
Tools: Rational Suite (Requisite Pro, Clear Case Clear Quest), JIRA, TFS, Rally, ALM and Confluence
Environment: ASP.NET, MS SQL Server 08, Web Service, SOA, IBM Curam V6.05, JAVA, API
SAMPLE S AND SUCCESFUL DELIVERABLES:
Senior Scrum Master/Release Train Engineer
- Cached and transformed team by adopting “real Scrum” or “real Agile” practices and to find the Courage to have the crucial conversations, and see if they can help change the way work is done in their past reality .
- Enacted change & continuous improvement as per SAFe 4.5 to increase the productivity of the team, quality of deliverables and value delivered.
- Lead agile teams through product framing and discovery, including defining business KPIs, product vision, user story mapping, and other framing activities.
- Established and lead the collaborative effort between Product Owner and team to re-balance and re-prioritize work within a sprint.
- Facilitate the daily stand up, backlog grooming, sprint planning, sprint review, sprint retrospective and other ceremonies.
- Work with the Product Management team to develop release plans and ensure product backlog is groomed to achieve PI objectives, prioritized and visible to all stakeholders.
- Help team resolve and track impediments by finding the right personnel to resolve them, escalate when necessary and protect team from external interferences.
- Experimented TDD, ATDD and BDD techniques like writing unit tests pass/failure and code development.
- Reinforced the rules of Scrum, Built-In Quality practices from Extreme Programming (XP), Work in Process (WIP) limits from Kanban through which developers are now empowered to manage their own work and stopped doing excessive documentation and other unproductive practices.
- Developers now give more accurate estimates, and the outcomes have become more predictable.
- Previously, the person who shouted the loudest could get their work done faster. Now, with visibility taken to the extreme, decisions are based on real necessity.
- A 40% decrease in critical and major defects and a 16% decrease in DRR (Defect Rejected Ratio).
- A 14% improvement in DRE (Defect Removal Efficiency) - thanks to Continuous Integrity (CI) and Continuous Delivery (CD) practices to help the teams strive to integrate at least daily and perhaps multiple times per day and delivery accordingly.
- There is no more huge overtime, and the product increment is delivered on time.
- Worked closely with end users, business unit stakeholders, Information System resources and others in all stages of the project life-cycle including discovery, design, construction, transition, implementation, and support various integration models.
- Facilitate GO/NO-GO sessions post deploy for risk evaluation and bug prioritization with ALL HANDS ON DECK.
Senior Scrum Master
- Facilitating preparation and readiness for Agile Release Train (ART) ceremonies.
- Used tools like TFS and JIRA for estimating, prioritizing user stories, tasks and dependencies.
- Applied a wide variety of well documented patterns and techniques for filling in the intentional gaps left in the Scrum approach (example: numerous Burndown techniques, Retrospective formats, handling bugs, etc.)
- Organized and facilitated effective Scrum meetings: backlog grooming, Sprint planning, daily Scrum, Sprint review and Sprint retrospective Encourage your teams to routinely inspect and adapt.
- Responsible for the elicitation and analysis of business requirements in collaboration with various stakeholders and effectively translates these into functional requirements of the target solution.
- The delivery cycle went from 12 months to 6 months. It now starts with a three-day company-wide meeting, at which shareholders are also present.
- Everyone involved has agreed to set strict priorities and focus only on stories that drive business value.
- At the end of each cycle, the program is evaluated against a set of success markers. This improved developer morale and motivation.
- Nothing beats face-to-face communication and the positive effect it has on team morale. Teams now understand the importance of comprehensive communication that occurs during big room events.
- Visual, almost gamified planning helped focus, made things obvious and easier to resolve. This enabled team’s independence and made them more motivated, and deliver better work.
- Worked closely with product owner, end-users, and other stakeholders via working sessions, interviews, and surveys to discover, document and maintain a set of comprehensive requirements via user stories/epics and roadmaps.
Agile Delivery Lead
- Decided to differentiate between high-risk and low-risk stories. Low-risk stories do not require approvals, and teams can figure them out on their own.
- Plan and direct the program from inception to implementation and provide ongoing updates to senior management and stakeholders.
- Worked with Business Executives, Business Process Owners, Risk Partners and other stakeholders on the high-level scoping of the processes and their linkages to the various elements of the enterprise (process, risk, control, application etc.).
- Facilitate the daily stand up, backlog grooming, sprint planning, sprint review, sprint retrospective and other meeting as required by the team.
- Established an Elaboration team to continually work on gathering features from customers/shareholders.. which helped eliminate pauses between sprints.
- To prevent work spillover, I figured my teams needed to do better planning and grooming. We also set aside time in every transition and included tackling technical debt into the planned work.
- Decided to have 2 levels of DoD, where each team would have its DoD, but also there would be a Train level DoD to help maintain a common quality.