Summary of Qualifications

I am a Confidential Project Manager and Agile Coach with over 20 years of experience in the Software Engineering. My primary area of focus has been as a Project manager/Analyst who fixes broken teams, and Software Development Life-Cycle SDLC via method tailoring and coaching toward better methodological use. In total, I have been involved in over 80 projects, where I have helped teams find that sweet spot between process and productivity. In total I have mentored 60 software teams, 42 of which used the Agile Scrum, kanban, XP, or Lean methodology, the remaining 18 used a modified waterfall prototyping SDLC of my own creation. Over the last 10 years, I have acted as Scrum Master for 25 teams, been in the Product Owner role for 15 others, and acted in a Coaching capacity 5 year when it served the org./team to do so. I enjoy solving methodological and team issues, and helping organizations find the development style that allows people to actualize and teams to exceed expectation.

Professional Experience

Confidential Agile Project Manager / Agile Practice Coach

• At Webs.com I helped the organization move from a super regimented form of agile scrum to a hyper-productive entrepreneur model, as a way to enliven the organization toward increased team confidence, autonomy, and overall productivity. To do this, I changed the quarterly planning process to allow intelligent re-teaming prior to the beginning of each quarter. I worked with teams to normalize their estimation practice so story point values could act as common currency across the organization. For the more high functional teams, I encouraged team autonomy and worked with organizational management to make way for team based solution for complex tasks. By giving teams a structure on which to be use their agile approach I inspired novel solutions while encouraging the level of freedom and creativity necessary to spark that entrepreneur fire.
• I also worked with the product organization, teaching product owners how to write better users stories, facilitated the creation of guidelines for story sizing, and taught them how to block function families of requirements into epics, that could be built sprint by sprint toward their quarterly product goals. I held user story and epic review workshops within product , to help new product manager acclimate to basic product owner behavior and interaction with their teams, while encouraging QA/QT interaction to ensure stories were testable. I participated in grooming and planning sessions, to look for couching opportunities with the goal of making sure the product owner and team interaction was serving all involved.
• Finally, I acted as scrum master for two of the five local teams until I had trained the new scrum masters to take over the role. I acted as the swing scrum master --when any other scrum master was on vacation, as well as blocker buster for hard to fix impediments associated with organizational issues. From an organizational perspective, I held Webs Scrum of Scrums, the biweekly Digital organization wide Scrum of Scrums, the monthly scrum master check-in, and the monthly organizational impediments meeting.

Confidential Sr. Tech Project Manager

• At Confidential Health I helped the Engineering organization move from a modified waterfall to an Agile-Scrum base methodology. I held Company wide scrum training to give the organization the basics on scrum and thinking agile. Then, I worked with the Dev leads and senior management, to identify potential scrum masters for training. I worked with the VP of Engineering to come up with an approach he thought would be most likely to succeed.
• He wanted the development organization to go all in, baseline a velocity after 6 sprints, show velocity gains and practice efficacy by 10 sprints, and then work with Product Organization, Quality, Release management, and finally business for Agile Adoption. To achieve this:
• Sprint 0 5 Basic Ceremonies, Stand-up Jira Agile, Estimation /Commitment practices and Scrum of Scrums .
• Sprint 6-12 Introduced tools for monitoring team health, flow - Tracking velocity, cumulative flow, instantiated kaizens, worked with Product Organization on story creation, backlog management and prioritization, worked and QA on Intra- Extra sprint bug prioritization
• Sprint 12 18 Velocity reporting to management, implementation of Quarterly planning by High Level Sizing .
• My greatest achievement with Audax was to instantiate and prove the effectiveness of Agile/Scrum across the entire organization, which doubled the organizations development output within the course of my 8 month tenure.

Confidential Product Owner

• Sr. Technical Analyst/PO responsible for redesign of the Blackman Jones database BJDB application for the Office of Special Education Programs OSEP . In this role, I was responsible for the assessment and remediation of the current BJDB system with the goal of moving it from 37 compliance/use to 90 within the 6 month contract period.
• To do this, I learned how to use the system by reading all docs associated with it, I then sat with the BJDB users and worked as their reporting analyst for a week, after which I started to write user stories and create associated wireframes to build a backlog for the project, I worked with the BJDB users to review the backlog and prioritize stories. Once done, I worked with a contract team of developers as the PO in their scrum team. As the Product Owner, I held grooming sessions with the scrum team, ran the story portion of the estimation/sprint planning sessions, confirming stories were Done during reviews, and provided user docs and training for the BJDB users. Following up with users on feedback to tweak my groom my backlog, and further sharpen the product via its backlog during each sprint cycle.

Confidential Technical Project Manager-

• In my role, I was responsible for developing software used to play recorded books titles, via a desktop player, web, Apple Player IPad, IPhone, and IPod player , Smart Phones/Tablets Android, kindle , and compatible flash drives/ebook players. I was also responsible for development associated with the 400 Library web sites, that served RB s 16k audio book titles.
• Helped the CTO determine IT organizational structure, team composition number of developers, product owners, and QA necessary for Platform Teams , provided justification for staffing proposal as well as budget to run team for the next fiscal year.
• Once budget was approved, I hired necessary team members, established development rigor as Agile Scrum. As the Scrum master for each of the three teams, I trained the teams on scrum. Worked with the VP of Business to identify and train his Sr. Business managers to be product owners. I trained product managers, QA, and developers on using Jira with Greenhopper Agile boards. I worked two days a week at the home office, helping train and manage Product Development, and the remaining time, acting as scrum master for the teams.
• From beginning this job to effective development of product took less than 4 month to stand-up, by the end of the 5th month Business/Sales and Marketing were selling the redesigned MVP with fast follows on player apps for all devices.

Confidential SETA Tech Analyst/Product Owner BI- Framework,

Systems Engineering Technical Assistance SETA Contractor, at National Science Foundation NSF . At NSF I worked as a senior technology advisor for Division of Information Systems. In this role, I was responsible for performing an analysis on how reporting was used within NSF, and to recommend ways NSF could become more organizationally effective via their use of date for Reporting, Analytic and eventual use of Business Analytics. During this project I acted qas the Technical analyst as well as the Product Owner for the proof of concept / prototype.

To this end:

• I perform technological analysis, across technologies and vendors, to identify potential services to be launched within the NSF. Once presented and accepted. I worked with the five affected organizations within NSF to identify stakeholders to be involved in scoping the project.
• I worked with the five stakeholder organizations and NSF's COO/CTO to negotiate the scope of a Reporting Prototype, as well as, technology necessary to create a Business Intelligence Framework for the more formal and larger project to follow.
• I was given an infrastructure team to work with on the prototype. We worked using scrum, Tech lead created the data warehouse and ETL effort, where I translated my analytic documents into user stories associated creation of the web based reporting interface for the different user roles associated.
• Once prototype was finished, I demonstrated the prototype to NSF Senior Tech. Management, and gave presentations and demonstrations' to NSF Tech Board and the Senate oversight committee responsible for sponsoring and funding the business intelligence framework.
• Two years later, the Oracle Business Intelligence Framework I proposed had been build fulfilling its goal of helping the NSF to better represent grant investment, best evidenced by the 19 increase in funding because they can now account for the return on investment with the Senate. NSF is currently funded at 6.8 Billion.

Confidential IT Project Manager:

• Project Manager for all AT T Interactive AT Ti mobile products including products for iPhone, J2MEE, and Android platforms, as well as website redesign for AT T interactive'sYP.com, and m.yp.com's mobile web interface, to steward each project from inception to product launch.
• I formalized the scrum methodology across engineering. I attended all stand-ups, facilitated organizational meetings such as the Scrum of scrums, Master schedule Meetings, and represented Engineer for larger corporate meetings.
• I acted as Scrum Master for Project Sherpa AT T App ad monetization project, as well as for the YP Yahoo Rebranding of the Yahoo homepage.
• Represented Consumer Products project needs by manage 6 cross-functional project teams across the AT T Interactive Engineering organization.
• I was responsible for all Senior and C-Level Reporting Weekly 3P's Progress, Problems, and People report, Scrum deliverable/release round-up, Stop light reporting, as well as maintaining the Master schedule - Quarterly plan..
• AT Ti was the first place I implemented Agile on a division wide level. During my time at AT Ti I trained new hires, worked with each of the 6 newly formed teams, and institutionalized both the scrum practice and the ideas that became foundation for SDLC governance for AT Ti, making it my go to methodology of choice.
• AT Ti Leadership also put Engineering thru Test Driven Development TDD training as a way help developers test their understanding of requirement, to increase code quality, and make their code more modular and thus extensible. This idea was new to me but worked well within the context of XP as well as Scrum. And helped improve quality and time to market, beyond any build test methodology I have experienced.

Confidential IT/Web Project Manager

• Worked as a Web Project Manager/scrum master for Embark Corporation. My responsibilities involve managing all tasking and change associated with product Roll-out for embark.com v2 Web sites. In this role, I was the scrum master for a .Net / Java development team, coaching the development team in the use of Agile/Scrum to reach project goals which included the launch the web site and its applications on time and within project expected parameters.
• This job was challenging because Embarks management had implemented a homegrown version of scrum, which was really waterfall. To fix this, I had to start from scratch with the team.. Scrum training, prioritization and estimation of backlog, and then sprinted to the finish line. All the while, I had to justify every methodological change with senior management and their understand of the methodology

Confidential SDLC Consultant /Business Process Analyst-

• Hired to establish a Software Development Lifecycle that would kick start the organizations ability to implement a Software rigor and Program Management Office PMO within Home Depot Supply. Assessed the development process, reviewed documentation, interviewed all involved roles, held Lessons Learned meetings for all major software development in the past 2 years using this information. I recommended the use of Kanban to work through confirmed backlog, I recommended Scrum Training for all Development team members, and a reorganization of Dev according to Scrum roles
• Home Depot Supply was the first large organization, to adopt a Scrum based methodology based on my recommendation, and in the industrial/consumer marker.

Confidential Sr. Tech Analyst/

Act as systems analyst for the U.S. Coast Guard's National Pollution Fund Center NPFC . NPFC is the first responding organization for catastrophic oceanic spills, activating governmental and military organizations to expedite clean up and containment. Achievement: Upgraded and refined the NPFC's business process and thus their software offerings to better serve both the NPFC user and other inter-governmental organizations that work with the NPFC. Identified and implemented change on two of the six primary software applications used by NPFC. These two applications were re-engineered as proof of concept apps which allowed NPFCs leadership to approve re-engineering efforts for the remaining four applications according to the rigor and development methods established. Instantiated Agile/Scrum methods to create a development rigor, and Project management that allowed for the team to prove their success at developing effective software according to documented requirement, and within acceptable turn times.

Confidential Sr. Requirements Manager /

• Act as a senior requirements engineer working for the Office of Software Product Assurance OSPA of the United States Patent and Trademark Office USPTO . OSPA is responsible for IV V of all software products being built for use on the USPTO environment. I was responsible for the Electronic Filing Service EFS Web 1.0 which was the umbrella project to bring the Patent Process to the web. I created the requirements documents broke this down into use cases, and then stories or functional families once done, acted as the PM as well as the PO for the interfacing Web GUI that tied the EFS project together.
• The completed project launched November 2005 and has since touted as one of the best client facing products developed by the USPTO.

Confidential Systems/Business Analyst /

• Consulted with Fannie Mae for their Mortgage Insurance Intelligent Allocation Project Product released Jan. 2005 . In this position, I acted as both Systems/Business Analyst and Project Manager for development of a Business Intelligence solution, integrated into the Momentum Mortgage product set.
• In the analyst role my responsibilities included documenting current and change process for the implementation of the Intelligent Allocation project. I used UML/RUP diagramming techniques to document process flow, collaborative and aggregate models, and physical and logical database models to demonstrate current system behaviors. After consensus was reached on functionality/features , I was responsible for creating and managing a project plan for the development and rollout of the BI product. Upon approval, I acted as the Scrum Master /PM for the prototype I worked with my Fannie client to help him prioritize and manage the product backlog, while I scrum mastered and sprinted toward development of the Momentum Prototype.
• Fannie Mae certified me in scrum and as an Agile PM, making this the first project I ran as an actual scrum master, I had my doubts, but was amazed at the simplicity as well as common themes between my own modified waterfall model and scrum. After which I realized I had found my preferred SDLC.

Confidential

Configuration Manager

Responsible for managing, tracking, reporting and documenting all requirement and function changes to applications built by Northrop Grumman for Army Medical Surveillance Activity AMSA group at Walter Reed Army Medical client site. In this job I documented functional requirement changes and reported status of these changes to the team lead at weekly management meetings.

Confidential Project Manager

• Hired to design, re-engineer, implement and manage information technology and web projects for the largest health and Fitness Company in the world with 431 stores and over 2 million members world-wide. I revamped and completely redesigned company web sites dramatically improving look and feel, ease of use and infrastructure efficiency while reducing man hours needed to maintain web site. I improved customer service response time by introducing a web-based CRM for managing customer support requests.
• In this position, I worked with three development teams, acting as the project manager, and following a lean waterfall methodology, focused on discovery, Prototype / refinement until MVP was reached, and the released via the web

Confidential Web Technical Project Manager- Health Contracts

• Supervised a staff of 24 developers charged with moving Health based government contract clients from their client server based technology to web based interaction with the public
• Aspen Systems is where I tried out and proved my version of Modified Waterfall/Prototype SDLC, which included cycles for prototype / requirement refinement, short iterative turns on minimum viable product while working in teams that had Business Analyst as Product Owners Developers, and QA baked in. from team formation thru project completion . I believe this development style was why my division was the most effective within its space at Aspen Systems

Confidential Senior Webmaster/Web Project Manager

Confidential Associate Programmer/Analyst

Confidential Graphic Artist

Confidential Managing Editor