Brett Ferguson

  

Owner, Rebel Consulting Services

Location: Kansas City, MO / USA

816-777-6721

Certifications

Certified ScrumMaster

Groups I belong to

Kansas City Agile & Scrum Group

Biography

Brett Ferguson.

2007 H&R Block (Fortune 500) - Implemented Scrum in my development team across the digital tax segment of the enterprise tools (tools development) and content management teams.  Attended Product Manager and Development Manager training provided by Bob Schatz @ http://agileinfusion.com/, and implemented in a distributed team of developers (US and Russia) and QA staff (India).  Product owner (Product Mangager back then!) colocated with the team in US.

2008 - 2012 DST Systems (Fortune 500) -

A)  Co-developed a RUP/Scrum shared methodology with Brian Levy @ http://romemethodologies.com/.  Brian represented American Funds, a DST customer, who was implementing RUP and I (an agile afficianado) wanted to implement scrum in my team, so we worked together and found taht the two approaches fit very well together - especially for an organization who is interested in 'easing' their way from waterfall.  Was a great experience, and I still use some RUP tools today (especially the risk meeting!).  

B)  Implemented KanBan in Support and Implementation group, used prioritization techniques with client teams to manage and prioritize client-reported tickets from 30+ clients; used KanBan to manage significant effort to rollout largescale tax regulatory changes across dozens of client websites.

C)  Implemented Scrum in Brokerage Solutions, Subaccounting business across 6 development teams (2 in Bangkok, 2 in India, 2 domestically), with BAs co-located with all teams, and Product Owners here domestically.  Used KanBan to track internal "departmental improvements and organizational impediments", but not so much for the develoment efforts.  This (and the H&R Block effort) were terrific organizational change efforts and I learned a lot of valuable lessons through these two grueling experiences.  DST is a mainframe/legacy/nightly batch shop, and the culture was difficult to change.

2013 Wadell & Reed (Fortune 500) - Managed 2 notable efforts for this client:  the first, a large decomssion project of an old and unsupported Sieble instance impacting 1800 sales people, had a build component which was managed services arrangement where I was scrum master for the vendor dev team.  Used Chris Sims' business value game to gain buy-in and priorities across competing business units and had great success;  the second, a port of home office and field recruiting functionality from that same Siebel instance over to MS Dynamics (hosted/cloud) - which turned into an upgrade mid-project, too).  I served as scrum master on this effort as well, although the dev team was another managed services/vendor arrangement.  

2014 DineEquity (Applebee's/iHop) - Just recently started a project here to plan for the rollout of support for EMV in locations for both brands (3000+ restaurants).  During this planning phase, I am running under KanBan and will determine the best approach for delivery as we learn more about the implementation effort(s).

Work experience

Rebel Consulting Services, Owner/Consultant
April 2013 - Present, Kansas City, Missouri, United States
Performing in ScrumMaster (and Project Manager) role on three large-scale projects for a large mutual fund company. The first effort is a transformational effort, which impacts the compensation, structure, and general business model for a field organization of 1,700 financial advisors in a 75 year old company. Although the work is mostly definitive, given the complexity and critical nature, I am running this as a SCRUM effort. The second of these efforts is aimed at decommissioning a legacy, highly customized Siebel instance where data and functionality are being ported over to other systems while interim UI's may have to be built to fill gaps. Currently, I am running this as Kanban for there haven't been any new-build needs identified to-date. The third effort, related to retiring the Siebel instance, moves all recruiting functions (data, workflow, artifacts, reporting, etc.) into Microsoft Dynamics xRM in the cloud, and again impacts the larger field organization as the new advisor recruitment workflow touches the field organization as well. This is a SCRUM effort given the need to clarify priority and need, and to respond to changes. There are also some outstanding issues from the first phase of this longer-term effort which are being folded into the backlog/prioritization effort. These efforts are comprised of large, complex teams of both internal and external resources, navigating complex (and bureaucratic) organizational structures, and dealing with predominantly legacy systems. These three efforts comprise approximately $3M of the portfolio spend on IT work.

DST Systems, Development Manager
March 2008 - August 2012, Kansas City, Missouri, United States
Responsible for implementing SCRUM in DST Brokerage Solutions/Subaccounting vertical. Built standalone teams in the US(2) and Bangkok(2) and co-dependent teams in India(2). Mainframe, Java, Flex environment. Rolled out daily email SCRUM tips to keep the practice components, ceremonies, principals, and stories in front of everyone the organization. It was during the implementation here at DST that I finally realized SCRUM is more than a development practice change, it is an organizational change and deserves to be treated as such.

H&R Block, Development Manager
August 2006 - February 2008, Kansas City, Missouri, United States
Implemented SCRUM in Architecture & Engineering/Tools team and across the Digital Tax organization. Microsoft .NET stack (XAML, Visual Studio extensibility, WCF, TFS, etc.). Built co-located environment with Tech Leads/Architects in US, developers in Russia, QA in India.