SUMMARY:

• 12+ years’ IT PM experience/ 7 years’ Scrum Master/Agile Coach experience
• Led end - to-end PMLC/SDLC activities of large and small multiple, simultaneous projects budgets
• 15-75+/scrum teams 2-5 (on-shore/off-shore) Project Management Methodologies: Agile/Scrum, Waterfall Agile/Scrum Transition Change Coaching Waterfall/Agile Hybrid Project Management DevOps Earned Value Performance Metrics (CPI, SPI, ETC, EAC, etc.)
• Envisioning, Product Road Mapping, Release/Sprint Planning User Story Development Estimating Product Backlog Grooming TDD CI ATDD Pair Programming Kanban Requirements Gathering/Analysis
• Project Governance, Project Charter, Project Plan, federal Advanced Planning Document (APD) funding request, Communication Plan, Statement of Work, Scope Statement, WBS Project Prioritization: NPV/IRR analysis MS Project Schedule Development, Status/Progress Tracking, Reporting Critical Path Methodology Resource/Utilization Management Change Control Management Risks/Issues Management Budget Estimating/Development/Mgt.
• Meeting Facilitation: Sr. Leadership, Stakeholder, Customer
• Administration, Development Communications: Internal/External Stakeholders/ Customers /Vendors/ Contractors Manage Customer/Stakeholder Relations/Communications/ Expectations Conflict Mgt./ Resolution Customer/Market Survey Development Web development Cloud Platforms: IaaS SaaS Data Centers Database Development ETL data migration Process Data Analysis Data Normalization UI/UX development UAT Test Case Development Process Improvement/Process Mapping
• Excellent Written and Oral Communication Skills
• Effective Interpersonal Skills Matrix Mgt. model experience
• Advanced Computer Skills: Jira, Rally, Jenkins (CI tool), MS Project, Excel, PowerPoint, Visio, SharePoint, Access, Word, Google Docs., Lotus Notes, Outlook, Skype for Business, WebEx, Trello, Box, Slack; Aha - product roadmap development tool; Survey Monkey.

PROFESSIONAL EXPERIENCE:

Confidential, Oakland, CA

Senior IT Project Manager

Responsibilities:

• Provided end-of-project leadership and guidance to development teams in requirements gathering, architecture and design process.
• Collaborated with development teams, to identify process improvement steps, utilizing use cases to develop end-to-end database build process and data migration process maps via Confidential Cognos, Health Engagement Platform (HEP), and vendor’s WebMD data tool, using ETL process, to migrate to Confidential web service, culminating in customer (employee) health management reports.
• Developed end-to-end project plans/schedules (MS Project) based on progressive development framework in collaboration with development and data teams.
• Coached team to implement change management protocol, implemented risk/issues/action items management framework using MS SharePoint. Provided guidance in SQL code version control/management preparatory to deployment to Confidential Cognos Business Intelligence, web-based, integrated suite. Implemented Agile Scrum framework to create an iterative (empirical) development process to improve “requirements” discovery methodology, system design, project planning, risk management (mitigation/contingency planning) team collaboration and communication, and to provide guidance to nurture and enhance team cohesion.

Confidential, San Francisco, CA

Scrum Master/Agile Coach/ IT Project Manager

Responsibilities:

• As SCRUM MASTER/AGILE COACH provided Agile/Scrum teams (5-7) 3W sprints, new to Scrum framework, transition/change coaching to baseline, clarify, and align teams’ knowledge and understanding of the Scrum framework. Used a three phase Agile/Scrum transition in DevOps model: teaching, coaching, advising.
• Addressed Agile/Scrum transition challenges of team and organizational resistance, learning gaps.
• Guided teams to create the initial product backlog through product planning/envisioning, quarterly product roadmaps, high-level business case/business requirements development, features lists, coached teams in release planning to determine scope and fixed-date delivery target, culminated in a product backlog, and used as basis for sprint planning, based on velocity.
• Provided Product Owner and development team coaching to understand better, various techniques for improved product backlog grooming (e.g., categorize, disaggregate by: higher level functional/feature groupings/business value/risks/dependencies/constraints).
• Coached development teams and product owner to analyze features/epics/ user stories, and use of user story development/estimation and splitting techniques to create more manageable story size for sprint planning and sprint execution (e.g., vertical vs. horizontal splitting, acceptance tests, closed stories, single actions/operations, business rules, simplification of business processes or workflow, etc.).
• Clarified for teams the importance and purpose of the Daily Scrum: de-emphasizing “status reporting and judgement” mentality, emphasizing daily task coordination, collaboration, incorporating a task board/ Kanban technique to manage and visualize “work in progress”, team swarming to expedite workflow, and developing a improved “just-in-time” issues and impediments management.
• Coached team and Product Owner in Sprint Planning key elements: sprint goal as stated by the Product Owner, Product backlog items (PBIs) that meet team’s “definition of ready,” defined acceptance criteria/”definition of done”, constraints, risks, appropriately sized items, estimated, prioritized, consideration of team composition and capacity, iterative/progressive task development.
• Established Sprint Retrospective atmosphere of trust, honesty and safety to promote open and honest discussions of current and historical sprint challenges.
• Coached teams on the importance of the Sprint Retrospective focusing on: processes, practices, communication, environment, artifacts, tools, team collaboration, rather than solely on subjective individual commentary. Taught teams about various Retrospective inputs, focal points to better frame, motivate, and drive team discussions.
• Emphasized the importance of the Retrospective for team continuous (process) improvement.
• Guided teams, Product Owner in the conduct of Sprint Reviews, including the value of an agenda of prospective PBIs to be demonstrated, as well as suggestions to the Product Owner as to how to lead the review, in terms of relevant points: sprint goal, summary of done and not done, and stories/functionality to be reviewed.
• Coach team and Product Owner on the value of a preliminary software demo to ensure a smooth review.
• As scrum master, I engage the stakeholders with final questions to target specific likes/dislikes, product enhancements.
• Initiated and coached teams on value of Test-Driven Development-TDD for design validation, and the potential efficiencies and quality gains from Continuous Integration-CI.
• Coached Chief of Staff in implementation of Waterfall/Agile Hybrid project environment with predictive performance metrics conversion via EVM.
• Scrum teams were globally dispersed (EMEA, APAC, N. AMER, and L. AMER).
• Led teams to develop/ implement stakeholder management plan. Developed and implemented Risk/Issues and Change Management framework. As PROJECT MANAGER for Confidential team with Confidential partners in migration of Skype for Business to vNext ( Confidential cloud), as well as providing PM oversight for an Confidential data center (Equinix) move project in WA.
• Worked with IaaS Director and team (3) to strategize and plan quarterly infrastructure Engineering/IaaS project prioritization-business value, initiated project governance framework. Provided management, oversight and reconciliation of planned vs. actual contractor quarterly budgets FY2016.

Confidential, Oakland, CA

Database Developer

Responsibilities:

• Worked with Director of Department of Quality, Safety, and Resource Management, Business Analysts, and DBAs to perform data normalization and develop MS Access database for patient quality data migration.
• Collaborated with teams in ETL data transfer process.

Confidential, Oakland, CA

IT Project Manager/Scrum Master

Responsibilities:

• As PMO PROJECT MANAGER, collaborated with 7 regional teams to manage master project MS Project schedule. Managed all project Risk/Issues/Action Items and Change Control processes through the project ICD -10 SharePoint site; conducted weekly RAID review with ICD-10 project teams (75+ team members), working to update and reconcile changes in project RAID items with operational project plan and compliance requirements.
• Worked with Steering Committee to maintain and update project governance structure document. Collaborated with regional teams to facilitate the upgrade of 180+ applications, verify federal mandated compliance criteria for successful completion. Worked with Regional Team Leads (RTLs) in compliance verification related to Reporting & Analytics: Critical Reports.
• Collaborated with project managers, leadership in Community of Practice for Reporting & Analytics and Organizational Readiness monthly meetings prior to ICD-10 go-live. Extensive use of MS Project to build and manage project schedules, resource allocation, dependencies. As PMO Project Manager/SharePoint administrator responsible for ICD-10 SharePoint 2007 - 2013 migration, and developed ICD-10 SharePoint archive strategy.
• As a SCRUM MASTER, introduced a formalized presentation of the Scrum framework to baseline and guide team learning, observed a three phase Agile/Scrum transition in DevOps model: teaching, coaching, advising. Provided Scrum teams (4-5) 3W sprints, guidance to develop product backlog through high-level business case/business requirements analysis/development, features lists, through “envisioning,” quarterly product road map updates to drive more relevant initial epic/feature/user story creation, with greater awareness as to business value and drive sprint planning.
• Coached developers in feature/ functionality development through use of Scrum user story technique, guiding that development with iterative functionality analysis and user story creation and splitting methods (e.g., vertical vs. horizontal splitting, single actions/operations, business rules, simplification of business processes or workflow, etc.). Provided oversight and coaching for user story estimation techniques.
• Coached teams to conduct effective Daily Standups, de-emphasizing “status reporting and judgement” mentality, emphasizing daily task coordination, collaboration, incorporating a task board/ Kanban technique to manage and visualize “work in progress”, team swarming to expedite workflow, and developing a “just-in-time” strategy to self-organize around current issues and impediments management. Teams used burndown chart to track and visualize progress toward sprint goal.
• Coached product manager (i.e., Product Owner) and scrum teams in Product Backlog grooming methods (e.g., categorize, disaggregate by: features/user stories/epics/risks/dependencies). Coached team and Product Owner in Sprint Planning and its key elements: sprint goal as stated by the Product Owner, Product backlog items that meet team’s “definition of ready,” defined acceptance criteria, appropriately sized items, estimated, prioritized, additional attention as to team composition and capacity, iterative/progressive task development.
• Coached Product Owner in the conduct of Sprint Reviews, including the use of agenda of prospective PBIs to be demonstrated, as well as Review structure to the Product Owner in terms of relevant points: sprint goal, summary of done and not done, and stories/functionality to be reviewed. Coach team and Product Owner on the value of a preliminary software demo to ensure a smooth review. As scrum master, I engage the stakeholders with final questions to target specific likes/dislikes, product enhancements.
• Laid foundation to create Sprint Retrospective atmosphere of trust, honesty and safety to promote open and honest discussions. Coached teams on the importance of the Sprint Retrospective focusing on processes, practices, communication, environment, artifacts, tools, team collaboration, rather than solely on subjective individual issues. Provided guidance to manage risk in Agile environment.
• Coached team on change order management and created change management documentation for leadership.

Confidential, Redmond, WA

Project Manager/Procurement Analyst

Responsibilities:

• In preparation for Confidential conducted procurement cost analysis: data research, collection, aggregation and analysis to re-evaluate end-to-end, corporate-wide procurement processes based on analysis of current contracts, SOWs.
• This analysis used to narrow rate card variability within similar job classifications to reduce future aggregate rate thresholds.
• Engaged globally dispersed procurement managers, business segment managers and stakeholders toidentifyopportunities for effective cost management of external resources and supplier performance.
• Analyzed Supplier PO spends among similar job classifications, performed data normalization and ETL data migration among several databases, as well as with MS Excel. Evaluated procurement contracts/agreements, SOWs and processes related to suppliers, contingent workers, as well as supplier quality, total cost evaluation, and multiple sourcing to reduce or eliminate expenses related to inefficient or obsolete engagements.
• Provided data analysis as to validity and accuracy of Confidential ’s rate card variability.
• Developed graphical dashboards and reporting documentation to effectively present current cost inefficiencies and planned cost containment strategies as they pertain to contingent labor rates for presentation to Confidential budget committee.

Confidential, Olympia, WA

IT Project Manager/ Scrum Master/Agile Coach

Responsibilities:

• Due to the high degree of public visibility and WA state government accountability, and the immediate impact of weekly releases to production of ACES legacy web portal functionality, it was urgent to more fully embrace an agile development approach. Worked with UI/ UX designers to design a specific user experiences to accommodate a state-wide demographic to effectively engage a critical Web portal (i.e., ACES system) to access critical public assistance/welfare/healthcare/unemployment benefits. Front-end development utilized: CSS, HTML, and JavaScript. Back-end development utilized: Perl, SQL for database development/access.
• As a Project Manager, involved in management of $36M budget tracking variances, burn rates, budget-task allocation. Led interdepartmental/interagency weekly ACES legacy Maintenance & Operation (M&O), change request (CRs) management process and risk/issues meetings with project staff, IV&V group, and WA state officials, via (MS Access/SharePoint) to evaluate and strategize risk/issue dynamics.
• Extensive use of MS Project/Jira to build and manage project schedules, iteration development, resource allocation, dependencies, performance; monitored: features, issues, estimate/re-prioritize user stories and bugs, manage velocity, track and report story points. Monitored/forecasted project resource allocation/utilization.Coordinated efforts with internal and external partners to develop and manage MS Project tool and to unify multiple schedules into a master schedule. Incorporated the use of Earned Value Management (EVM) metrics to better align Agile/Scrum performance with the Waterfall predictive elements of this hybrid project management model.
• Led team to develop/ implement/maintain stakeholder management plan. Collaborated with stakeholders, development team, and other PMs, to develop/revise various project artifacts (charters, budgets, status reports/dashboards, SOWs), and to manage expectations. Worked with project managers and state and federal health agencies (HBE, HCA, and CMS) to estimate and develop the federal Advanced Planning Document (APD), $52M budget package for phase 2/3 of ESAR.
• Managed project - related functionality and maintenance of MS SharePoint site/sub-sites. Utilized MS PowerPoint, MS Visio, Excel to present weekly project status and daily ACES web portal operations presentations to WA state officials and PMO. Directed internal teams of 15-45 members. Worked with UI designers (and UX designers) to design and shape unique, user product experiences.
• As SCRUM MASTER/Agile Coach, project necessitated a rapid adoption of Agile/Scrum framework in DevOps model. Presented PowerPoint of Scrum framework to the Scrum teams (3-5 scrum teams), 2W sprints, to teach, coach and baseline team learning on the framework. Observed a three phase Agile/Scrum transition model: teaching, coaching, advising. Critical issues for these teams were: enhancing team cohesion, collaboration, communication, trust, and transparency, release/sprint planning, user story development and splitting, collaboration with product managers (i.e., Product Owner), Product Backlog development and grooming.
• Provided guidance to manage risk in Agile environment. Coached team on change order management and created change management documentation for IV& V group and leadership. Collaborated with PMO to coach and implement Test Driven Development-TDD and Continuous Integration-CI (Jenkins-CI tool), as well as pair programming to improve quality of releases, and mitigating public and state criticism.
• Coached teams to create the initial product backlog through high-level business case/business requirements analysis/development, product planning/envisioning, the creation of a product roadmap, high-level features list, coached teams in release planning, culminated in a product backlog, used as basis for sprint planning.
• Coached teams to conduct effective Daily Standups, de-emphasizing “status reporting and judgement” mentality, emphasizing daily task coordination, collaboration, incorporating a task board/ Kanban technique to manage and visualize “work in progress”, team swarming to enhance workflow, and developing a “just-in-time” strategy to self-organize around current issues and impediments management.
• Teams used combination burndown/burnup chart to track and visualize progress toward sprint goal.
• Coached development teams and product owner to analyze features/epics/ user stories and use effective techniques to split user stories into more manageable story size, suitable for sprint planning and sprint execution (e.g., vertical vs. horizontal splitting, single actions/operations, business rules, simplification of business processes or workflow, etc.). Provided oversight and coaching for user story estimation techniques.
• Coached teams and Product Owner in Sprint Planning and its key elements: sprint goal as stated by the Product Owner, Product backlog items that meet team’s “definition of ready,” defined acceptance criteria, appropriately sized items, estimated, prioritized, additional attention as to team composition and capacity, iterative/progressive task development. Team Scrum performance was urgent, critical and a high priority.
• Coached Product Owner in the conduct of Sprint Reviews, including the use of agenda of prospective PBIs, as well as suggestions to the Product Owner as to how to lead the review, in terms of relevant focal points: sprint goal, summary of what has and has not been accomplished, and what stories/functionality will be reviewed.
• Emphasized to scrum teams the importance of the Sprint Retrospective for team continuous improvement.
• Facilitated and nurtured a Retrospective atmosphere of trust, honesty and safety to promote open and honest discussions of sprint challenges.
• Coached teams on the importance of the Sprint Retrospective focusing on processes, practices, communication, environment, artifacts, tools, team collaboration, rather than solely on subjective individual issues.
• Taught teams about various Retrospective inputs to better frame, drive and motivate team discussions. Worked with PMO to implement Waterfall/Agile Hybrid project environment with performance metrics conversion via EVM.

Confidential, Irvine, CA

Project Manager/Data Analyst

Responsibilities:

• Solely responsible for corporate revenue/ customer call center data aggregation/analysis; developed revenue data analysis by geographic sales region and product family; aggregated/analyzed call center performance metrics, performed Web analytics for Confidential web site, and full graphical data reporting to senior management through dashboards and PowerPoint presentation materials .
• Used advanced MS Excel functionality to identify revenue data trends, anomalies, and performed discovery to determine cause and effect of anomalies for analysis and reporting. Sophisticated use of MS PowerPoint functionality to present status, project team performance and revenue data analysis.
• Used web-based Survey Monkey tool to create customer surveys/ extract data drive call center performance metrics reporting documents.
• Developed MS Access database to capture specific customer/product/revenue data.

Confidential, Irvine, CA

IT Project Manager/ Scrum Master/Agile Coach

Responsibilities:

• Led team to develop/ implement stakeholder management plan. Joined with stakeholders, project managers, development team in requirements gathering/ analysis.
• Extensive use of MS Project/JIRA to build and manage project schedules, sprint development, budgets, resource allocation, dependencies, performance (EVM); Monitor: features, issues, estimate/re-prioritize user stories and bugs, manage velocity, track and report story points. Provided guidance and oversight for 35+ project team members.
• As SCRUM MASTER/Agile Coach for (3) scrum teams, 3W sprints, coached and facilitated team adoption of Scrum framework. Transitioned (3) teams to agile in a progressive 3-phase model. Worked with Sr. PMs to implement Waterfall/Agile Hybrid project environment with performance metrics conversion via EVM.
• Coached teams to create the initial product backlog through product planning/envisioning, quarterly product roadmaps, high-level business case/business requirements development, features lists, coached teams in release planning to determine scope and fixed-date delivery target, culminated in a product backlog, and used as basis for sprint planning, based on velocity.
• Coached teams to conduct effective Daily Standups, de-emphasizing “status reporting and judgement” mentality, emphasizing task coordination and collaboration of the day’s work, incorporating a task board/ Kanban technique.
• Coached development teams and product owner how to analyze features/epics/ user stories and use effective techniques to split user stories into more manageable story size, suitable for sprint planning and sprint execution (e.g., vertical vs. horizontal splitting, single actions/operations, business rules, simplification of business processes or workflow, etc.). Provided oversight and coaching for user story estimation techniques.
• Coached team and Product Owner in Sprint Planning and its key elements: sprint goal as stated by the Product Owner, Product backlog items that meet team’s “definition of ready,” defined acceptance criteria, appropriately sized items, estimated, prioritized, additional suggestions as to team composition and capacity, task development.
• Emphasized to scrum teams the importance of the Sprint Retrospective for team continuous improvement.
• Facilitated and nurtured a Retrospective atmosphere of trust, honesty and safety to promote free, open and honest discussions of sprint challenges.
• Coached teams on the importance of the Sprint Retrospective focusing on processes, practices, communication, environment, artifacts, tools, team collaboration, rather than solely on subjective individual issues. Collaborated with Sr. PM staff to coach and implement Test Driven Development-TDD and Continuous Integration-CI (Jenkins-CI tool), as well as pair programming to improve quality of releases.