Ashok Singh

  

Agile Coach, Strong-Bridge

Location: Seattle


Certifications

Certified Scrum Professional
Certified Scrum Product Owner

Biography

  • Agile coach with over 7 years of Scrum experience, PMI-ACP certified, Scrum Certified
  • Led the team driving strategic and tactical agile transformation at Microsoft, ATT, GCI
    Transformation engagement involved:

    • Agile adoption strategy

    • Short and long term roadmap

    • Key Performance Indicators

    • Agile Maturity Model

    • Communication Model

    • Executive engagement model

    • Agile Estimation Model

    • Agile Requirements Model

    • Kanban for Architecture Team

Establish best practices for Agile at Microsoft, ATT and GCI in the following areas

  • Product Roadmap planning
  • Release planning and tracking

  • Ensure consistency of practice across the organization

  • Coach Management to understand the value of the framework and derive business benefit

  • Expand the body of knowledge at the ITPMO

  • Established and championed communities of practice for different roles across the organization

Work experience

Strong-Bridge LLC, Agile Consultant
March 2011 - Present, Seattle, WA, United States

  • Agile Coach for machine to machine product development team of GCI (Cycle30) leading a team of over 110 resources all over the world. Set up the transformation process and best practices for the entire group using scaled agile framework.

  • Assisted ATT with the adoption and implementation of Agile software development processes and methodologies; primarily focused on enterprise-scale applications of Scrum and Lean Product Development; and providing training and coaching to all levels of the organization.

  • In ATT, GCI, T-Mobile Worked across the entire technology organization, including business ownership, product management, release planning, architecture, UX, and development. Primary responsibilities have been the definition and adoption of processes, roles, and responsibilities, while providing guidance and coaching on all of these aspect with the intent of creating organizational alignment.

  • Expert in using Jira+Greenhopper, VersionOne, Rally Dev and Mingle

Microsoft, Lead Senior PM/Scrum Master
April 2004 - February 2011, Redmond, WA, United States

  • Established and successfully implemented agile practices across geographies.

  • Scaled software agility inlarge enterprise at team, program & portfolio level

  • Enabled organizations to implement Agile Release Train (ARTs) at program level

  • Led agile adoption and transformation, agile project management, coaching & training

  • Established continuous build process

  • Created high performing Scrum teams and increased their velocity

  • Established estimation solutions, agile estimation

  • Solidified agile project management solution using Scrum, Kanban, hybrid agile.

  • Scaled software agility using lean agile practice

  • Performed agile readiness assessments

Sprint, Project Manager
August 1999 - April 2004, Overland Park, KS, United States

  • Prepared overall IT strategy and successfully led the WLNP implementation

  • Managed project budget, allocated tasks to teams of up to 400 people, developed and managed multiple project budgets of up to $30M.

  • Sourced hardware, developed business continuity and disaster recovery plan

  • Effectively negotiated significant price savings to win Top Performance Award.

  • Key subject matter expert during critical outage; led OSI upgrade for entire Hitachi storage system involving over 130 servers and over 80 applications.

  • Reduced hardware procurement timeline from 25 to only three days.

  • Cut hardware build time from 4 to 2 weeks by developing effective production process.

Articles I've written

Why Do Companies Fail in Adopting Agile Practices?
More and more companies are adopting Agile to realize the benefits of quicker delivery and better-quality products that reflect user needs. However, other companies become disenchanted with Agile practices. Let’s analyze some of the key reasons why some companies fail in adopting Agile practices -- and what we can do to fix that. . . .

Do We Really Need a Defect Tracking System in Agile?
Defects are synonymous with software development, even though they do not rhyme well with quality assurance. Probably software engineers are the only professionals in the world who love to keep a list of their failures. . . .