Gene Gendel

  

Agile Practice Leader & Coach, Global Investment Bank

Location: New York City, NY, USA

Biography

I am agile practice leader and transformation agent. My primary focus is on helping organizations and teams with adopting agile practices and minimizing waste in software product development.  My specialty is mid-organizational and team-level agile coaching/mentoring. My coaching style combines training, mentoring and leading by example.  Currently, I help the global invstment bank with enterprise-wide (global), multi-team, agile transformation efforts.

I am an active member of NYC agile community where I am known as a big proponent of community-wide, cost effective agile education. I attempt delivering such education "to crowds" via my personal presentations, organizing open-space agile collaboration workshops, group meetings and other community activities. I strongly emphasize the importance and abide to 'ethics of agile coaching’.

I started my professional journey about 16 years ago in the area of analysis and management and transitioned into agile area about 7 years ago: 
 
Here is the list of my main focus areas: 

  • Converting Corporate Culture to Kaizen
  • Economics of Product Development
  • Agile Product Ownership and Management
  • Mentoring, Coaching, ScrumMastering
  • Scrum, Kanban

 
Below, are some highlights of my community contributions:

  • Founder, manager and supporter of Agile Program for PMINYC
  • Facilitator, Speaker  and Panelist at Agile events:
    • IIBA NYC Chapter, Agile NYC Group, SPIN Group, PMINYC
  • Agile Community Servant

My professional certifications are: 

  • Certified Project Manager (PMP)
  • Certified Scrum Professional (CSP)
  • Certified Scrum Master (SCM)
  • 2011 CSC applicant (not approved).  2014 Beta Team CSC applicant

Here is my small personal page and library

Articles I've written

Scrum and Kanban at the Enterprise and Team Levels
This post describes two practical examples of how, by combining Scrum and Kanban processes, improvements can achieved at two levels: the individual team level and the enterprise level. . . .

Motivation 3.0 Is Required to Transition from Tribe Stage 3 to Tribe Stage 4
Our current business operating system that is built around external, carrot-and-stick motivators -- which don't work and often do more harm than good. We need a system upgrade. And the science shows the way. . . .

Be an Educated Consumer
You just bought a house and decided to renovate. You brought in a contractor to estimate the work that you want done. What is your biggest fear? Here are a few possibilities. . . .

Bad Smells: Appraisals and Performance Reviews Influenced by Agile Coaches
In his book The Culture Game, Daniel Mezick very well describes the do's and don'ts of an Agile coach (Chapter 17). This philosophy neatly applies to Agile coaches who operate as consultants. How about coaches who are no longer consultants?

Unspoken Agile Topics
This paper brings to light some of the least-discussed topics and consequences of "broadband agilization" that currently take place in the industry. . . .

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