SUMMARY:

• Industry - leading goal oriented IT professional with over 30 years overall total experience in Software Engineering. Tony’s last 20 years of experience has been guiding companies toward improving current process and/or implement new process solutions resulting in changes to the organization culture and the quality of work performed across business and IT groups. Work environments include Real-time, e-solutions, Portal development, Legacy, Batch, and Data Warehousing. Vertical Markets that include such work environments are Healthcare, Mortgage, Finance, Pharmaceutical, Advertising, Insurance and Gov’t Systems, Automobile, Truck, and DoD defense systems.
• Provide expertise tutoring using a “hands on approach” to include mentoring, coaching, and training. Main focus is on process and practice implementation to include Agile’s Scaled Frameworks (SAFe, DAD “Disciplined Agile Delivery”), Product/Project Frameworks (Scrum, Kanban, and FDD) as well as XP practices (such as ATDD) as well as variations of the Unified Process (RUP, OpenUP, EssUP, EUP). The concentration of the practices surround the four primary disciplines Project Management, Requirements, A&D (Analysis and Design), and Testing.
• Techniques include “just in time training” as the teams progress through the lifecycle, creating customized training material specifically for the organization, sitting with teams constructing “just in time just enough” artifacts and work products throughout the software development lifecycle.
• Created Adoption kits that includes mentor action plans and maturity development cases for teams at various levels utilizing the principles, and guidelines of the book “Implementing the IBM Rational Unified Process and Solutions - A Guide to Improving Your Software Development Capability and Maturity, IBM Press 2007” authored by Joshua Barnes. This is the book on how to implement and adopt RUP that was written at the request of IBM Rational and is based on more than a decade of real life practical experiences implementing and mentoring on RUP. These artifacts, principles, and guidelines were modified to help organizations Adopt Agile at the team, program, and portfolio level with much success. Organizations have been able to see where they started and what it means to strive towards a higher maturity level.
• Skill set includes in depth knowledge and practice of technical software engineering methodologies such as Object Oriented Analysis and Design, Structured Analysis and Design, and Information Modeling. These skills are used primarily to help create use case, domain, architecture, design models by software engineers throughout the development lifecycle.

TECHNICAL SKILLS:

Process: Rational Unified Process (RUP), Unified Process (UP), Open Unified Process (OpenUP), Enterprise Unified Process (Enterprise UP), Agile Practices, Rapid Application Development (RAD), Feature Driven Development (FDD), Scale Agile for Enterprise (SAFe), and Disciplined Agile Delivery (DAD)

Structured Methods: Tom DeMarco notation, Hatley Pirbhai notation

Object Oriented Methods: Unified Modeling Language (UML), Object Modeling Technique (OMT), Shlaer/Mellor(SM)

Information Modeling: Chen notation, RequisitePro, RSA, RSM, ClearQuest, ClearCase, TestManager, Enterprise Architect, MS Project, MS Word, MS Excel, MS PowerPoint, MS Visio, Eclipse Process Framework OpenUp, Rally, and VersionOne

PROFESSIONAL EXPERIENCE:

Confidential

Dir/Agile Coach

Responsibilities:

• As the lead Consultant Agile Coach, representing the “business”, helping the organization create a strategy from “piloting to see if there is an appetite” to “Transforming to a SAFe Framework within 3 years”
• This adoption started the beginning of 2016 and is still in the “Pilot to see if there is an appetite” to transform
• Took existing 2016 Program/Projects in Motion and created a WSJF matrix (Economic View) so the Organization can learn “those things in motion versus the value”
• Educated the Middle and Upper Management on the Framework regarding Portfolio and Program level emphasizing Strategic versus Tactical thinking
• Taking 2017, setting up Portfolios (5), creating cross-business functional acumen teams to create and evaluate Epic Value Statements. This is to setup a more effective approach of limit work in progress and working on the “right thing” at the “right time”.
• Piloting at the Program level to better understand the gaps between Prescribed SAFe and the Confidential /Vendor environment (2 trains of approximately 75 to 100 each)
• Caveat: Confidential has a collection of Applications, this is quite unique in that they may only have to design and develop “APIs and/or Plug-ins” to satisfy the integration of applications. All other work is done by Vendor Applications
• Established new fundamental habits to help support Empirical Data which was lacking in past attempts within a past agile implementation. Established the foundation so each Vertical unit can easily scale to SAFe (Scale Agile Framework). This approach allows organic, immediate strategic planning to have one Product Backlog made up of traditional projects broken down into Capabilities, Features, and stories that are easily assigned to different Features teams.

Confidential

Assoc. Dir/Agile Coach

Responsibilities:

• As the lead Consultant Agile Coach, helping the organization with standing up an Agile Program Office. Additional duties include asset creation; mentoring “pilot teams” and helping the organization establish a strategy to successfully adopt SAFe.
• This adoption started the 1st of the year 2015 and is still in the “Pilot” phase.
• The APO itself is established by end of June with a strategy in place to move from the “Pilot” phase to the “Adoption Phase Wave 1” (of 4 Waves)
• The engagement currently affects approximately 500 to 900 people with Product Owners and Key Developers and Testers, onshore, offshore, Business and IT personnel. Utilized the concept of an Integration Team to review and coordinate Program level dependencies, while using Features Teams to construct Features.
• Established new fundamental habits to help support Empirical Data which was lacking in past attempts within a past agile implementation. Established the foundation so each Vertical unit can easily scale to SAFe (Scale Agile Framework). This approach allows organic, immediate strategic planning to have one Product Backlog made up of traditional projects broken down into Capabilities, Features, and stories that are easily assigned to different Features teams.
• Work with “Upper” Management to understand the benefits of SAFe, to consider Centralizing Strategies at the Portfolio level and Decentralizing tactics at the Program Level.
• Phase 1 started in October “standing up” 2 Portfolios total $90 Million, including 8 programs and approximately 10 trains.
• Provide Practice Training on Portfolio Activities to include writing Epic Value Statements, Business Cases, Identifying and Defining Features, COD (Cost of Delay) and WSJF (Weighted Shortest Job First) exercises.
• First Portfolio Launching 4 programs concurrently, never been done before (not sure the best idea)
• Facilitated, as an Agile Coach, highly profile business capabilities for a 2013 Fortune #97 Global Health Service Company. Mentored, Coach, and worked with team to establish an Agile environment adopting Scrum framework, Use Case writing and XP Practices to include Behavior Driven Development. Special attention mentoring the Product Owners/Story Authors authoring Requirements writing Use Cases and writing stories as a tactical approach to chunk down the work into business valued deliverable increments. This was a successful launch of Agile practices that spanned 2 distinct internal organizations both consistent of highly distributed teams to include locations in India, The East Coast, Central Plains and West Coast. These highly distributed teams utilized technologies to create virtual rooms to maximize collaboration across a 10 - 14 hour time difference.
• The engagement affected approximately 200 to 300 people with Product Owners and Key Developers and Testers, onshore, offshore, Business and IT personnel. Utilized the concept of an Integration Team to review and coordinate Program level dependencies, while using Features Teams to construct Features.
• Established new fundamental habits to help support Empirical Data which was lacking in past attempts within a past Agile implementation. Established the foundation so each organization can easily scale to either SAFe (Scale Agile Framework) or DAD (Discipline Agile Delivery). This approach allows organic, immediate strategic planning to have one Product Backlog made up of traditional projects broken down into Capabilities, Features, and stories that are easily assigned to different Features teams.
• Facilitated, as an Agile Coach, a highly profile Single Sign-on Consolidated Product View Portal program/project for a 2012 Fortune #34 Global Insurance Employee Benefits Company/Client. Mentored, Coach, and worked with team to establish an Agile environment adopting Scrum framework, Use Case writing and XP Practices to include Behavior Driven Development. Special attention mentoring the Product Owners authoring Requirements writing Use Cases and writing stories as a tactical approach to chunk down the work into business valued deliverable increments. This was a successful launch of Agile practices that spanned 4 distinct Companies, 3 distinct locations in India, 2 distinct locations East Coast USA. This was highly distributed team that utilized technologies to create virtual rooms to maximize collaboration across a 10 - 14 hour time difference.
• The engaged team consisted of 40 to 50 people with Product Owners and Key Developers and Testers onshore with the rest of the team offshore. Utilized the concept of an Integration Team to review and coordinate Program level dependencies, while using Teamlets to construct Features.
• Utilized A Systems team to manage the Program backlog and Feature teams to support the creation of the Features…Concepts taken from SAFe without having the group realize they were setting up for scaling of agile. Additionally, the Systems team orchestrated work across Feature Teams, handled and removed impediments.

Confidential

Agile, EssUP and RUP Practices Mentor & Coach

Responsibilities:

• Assist organizations making change utilizing assessments as the key to understand the current situation and creating a strategy to move to a new status quo of the Software Development Lifecycle (SDLC). Help organizations to scale to the Program level (using techniques of SAFe) creating holistic views, creating Feature Teams and System Teams as first level of scaling. Provide expertise tutoring using a “hands on approach” to include mentoring, coaching, and training. Main focus is on the primary practices Scrum, Iterative Development, and Use Case Essentials

Confidential, Pittsburgh, PA

Senior RUP Trainer and Mentor

Responsibilities:

• Confidential ’s RUP adoption covers approximately 2,600 people, some of whom have been developing software at this organization for over 30 continuous years. The resulting strategy encompassed both tactical and strategic goals to move the organization progressively through an adoption maturity model that set meaningful goals the organization could clearly relate to and measure. Knowledge transfer was accomplished via a combination of agile training techniques, hand-to-hand mentoring workshops, one-on-one mentoring sessions and a review and feedback process of work products.
• Created “Just in time” Training Material to include translating Use Case information to Analysis Class Models, Establish Architecture Outlines and Models using RSA/RSM the primary tool of choice.
• Establish a Use Case/Scenario Matrix to help teams with the concept of prioritizing Use Cases/Scenarios based on Technical Risk. This Matrix Work Product helped teams to understand the concepts behind iterative development, distinguishing types of Risk during Elaboration and Construction phases.
• Trained and Mentored teams through the A&D discipline
• Co-Created the A&D Framework, an expansion of the 4+1 view to include: Perspectives and Viewpoints as described in the book Software Systems Architecture by Woods and Rozanski. These views are Scenario, Functional, Information, Development, Deployment, and Presentation,
• Helped bring different technologies such as SOA and Datamarts into adapting RUP. This helped enforce one process framework for the entire organization while exploring different architecture decisions.
• Instrumental in helping the Information Modeling team create a strategy to capture logical models from project class models.
• Instrumental in helping the Architecture group with Enterprise Assets such as Reference Architectures and Reference Implementations and how to distribute them to projects.

Confidential, East Norriton, PA

Senior Process Architect

Responsibilities:

• As a Senior Process Architect my major responsibility included consulting, mentoring, and teaching teams the disciplines and practices of RUP utilizing WayPointer to help with mass adoption of best practices. Mentor and teach project teams in creating Use Case models, Use Cases, Analysis and Architecture Models, Test Cases, and Test Scripts

Confidential, Philadelphia, PA

Project Manager/ Business Analyst

Responsibilities:

• Develop Enterprise Logistic real-time distributed product including COTS Logistic Products GLOGs/GC3 and Yantra. Logistic products to include Supply Chain subject areas Transportation, Order, Inventory, and Warehouse Management Systems
• Lead, Define, and Manage the Integration of Supply Chain/Logistic systems with Accounting Management Systems (Great Plains)
• Lead and Manage projects to include launching into Production environment

Confidential, Fort Washington, PA

Director of Product Management

Responsibilities:

• Moved to this position to be sure that the work in the R&D group progresses into development
• Develop business plan for each product and market.
• Plan and prioritize development of software product features.
• Lead organization through product development and delivery life cycle utilizing SEI/CMM and Rational Unified Process (RUP), Rapid Application Development (RAD) techniques.
• Continual process improvement affects bug de-escalation by 25%.
• Coordinated activities between engineering, tech support, sales, and marketing.
• Manage and direct expectations externally and internally including executive committees.

Confidential, West Chester, PA

Process and Method Practices Mentor & Coach

Responsibilities:

• As a consultant worked with clients in helping them establish or improve current software development processes as well as the methods. Expertise in delivering consulting services to include Hatley/Pirbhai notation for SASD real-time development, OMT and UML, Shlaer/Mellor for Objected Oriented development with surrounding processes to include Waterfall, Spiral and Objectory (iterative approach). System types included embedded real-time, process control, and batch driven applications.
• Lead large system/software groups through the entire project lifecycle
• Scope and create schedules for multiple deliveries of systems, track results and ensure timely delivery
• Assessments of current processes and practices, with advised plans to improve/implement new processes
• Convert client systems from Structured Methods to Object Oriented Methods
• Facilitate meetings across multiple companies on single project
• Automobile/Truck Clients, Department of Defense, Others to include McNeil Pharmaceutical, Wyeth- Ayerst, and Kmart

Confidential, St. Petersburg, FL

Software Engineer

Responsibilities:

• The Cooperative Engagement Capability/Data Distribution System (CEC/DDS) program was developed for the U.S. Navy utilizing Radio Frequencies ((RF) to disseminate information between ships/fleets. This new technology is a real-time embedded weaponry system that may deployed on any surface/air ship. My work was concentrated on the Acquisition Network Manager. I was responsible to analyze the requirements, Design, Implement, Unit Test, Debug, Integrate and help with Deployment of the system.

Confidential, Moorestown, NJ

Programmer/ Analyst

Responsibilities:

• Responsible for the analysis and mapping of system requirements into software design through Structured Design, Ada Design, and programming techniques
• Develop the design of a Relational Database (RDB) utilizing Information Modeling Techniques

Confidential, Philadelphia, PA

Programmer

Responsibilities:

• ARAServe (ARAMARK) is a leader in professional services, providing award-winning food services, facilities management, and uniform and career apparel to health care institutions, universities and school districts, stadiums and arenas, and businesses around the world. Developed a standalone inventory system and enhanced existing financial systems. Systems were built in a PC environment using COBOL and DB2 consisting of many reporting and GUI functions.

Confidential, Ivyland, PA

Programmer/Analyst

Responsibilities:

• Performed analysis and design of systems creating necessary documentation for the organization as a representative of the company in the Direct Mail market met with clients to understand their requirements and problems. Programs were written utilizing COBOL, JCL, and CICS.