Radtac Ltd, Agile Coach & Trainer / ScrumMaster
March 2013 - Present, London, London, GB
At radtac I am an Agile Coach, Trainer and ScrumMaster, radtac offer training, consulting, delivery, and cultural transformation for agile. At radtac I have run multiple training courses in Scrum(unaccredited), Agile principles(certified by BCS), and Agile PM(certified by APMG a), and Kanban. I have provided consulting services for multiple clients and I have been a ScrumMaster for clients.
William Hill, ScrumMaster
July 2013 - September 2014, London, London, GB
ScrumMaster and office agile lead. ScrumMaster for a project team consisting of internal and external developer/testers, the project was part of a programme of work to deliver a new product integrated to the existing backend systems.
Coached the team in their adoption of Agile, and guided the Business Analyst / Product owners to develop a suitably organised product backlog for the team.
Engaged with the programme to produce a delivery roadmap for the product.
Took part in office meetups with talks on Agile principles.
Additionally I covered project management activities such as progress reporting and RAID management.
P&O Ferries Ltd, Agile PM / ScrumMaster
January 2004 - February 2013, Dover, Kent, GB
P&O Ferries Limited January 1999 to February 2013
ScrumMaster / Project Manager / Team Coach - Jul 06 to present
Responsibilities: ScrumMaster of software development projects and Project management of many projects including software development, package implementation and infrastructure improvements. From 2009 Alex also took on the responsibility of coaching internal and external development teams in P&O development methodologies, which include Prince 2, DSDM and Scrum.
VMS Virtualisation (Mar 12 – Nov 12)
A datacentre migration required migration a VMS system from older DEC Alpha infrastructure to Intel based systems by using a virtual hypervisor. Comprehensive testing was required to prove the system to be functionally correct, that the solution performs at least as well as the current solution and will be a suitable platform for the core business services.
Package Selection (Aug 11 – Feb 12)
A package selection project within a legacy replacement programme. This project partnered Cap Gemini to work with P&O Ferries. The project involved requirements analysis for the systems to be replaced, definition of the business drivers, evaluation of potential package suppliers, detailed request for proposal, package vendors demonstrations, evaluation of proposals and demonstrations, analysis of functional gaps, proposals to the executive board. Business changes identified and a Business Change plan were produced. Completed in a demanding 16 week programme.
Freight Systems web service development (Jan 11 – Aug 11)
Development to create a pilot for a market leading Web service to enable Freight Customers to integrate their system with. This project involved engaging with a major Freight Customer to define their requirements, whilst constraining development to only make use of existing web services. This project used scrum. Business processes redefined to support the new gateway. Implementation planned in an incremental approach to reduce the risk to the customer.
Safe sea Ireland development (Jan 11 – Aug 11)
An interface with the Irish Department of Transports solution for the European Safe Seas Net legislation. Multiple complex EU legislation documents and Irish Marine Notices compiled the requirements that had to be met. Developed in a legacy system that connected to an external facing Web Service. Required extensive change to business process, approved with the business and training material produced. Implementation plan ensured data populated in the legacy systems in a specific order to ensure no impact to current operational functionality. This project was delivered in a incremental fashion using Scrum.
Legacy Replacement Programme (Oct 09 – Jan 11)
A very large enterprise wide change programme to replace all legacy systems, outsourcing the design and development to offshore development companies in India and Sri Lanka. Alex’s roles in this project were varied and extensive, including team training in Scrum/Agile, implement P&O Methodologies, Programme management, change control, ‘as is’ and ‘to be’ business process mapping, Executive reporting and more.
Website refresh (Dec 08 – Oct 09)
P&O Ferries tourist website required a technological and user experience refresh. Homepage user experience was completely redesigned and booking engine user experience underwent a re-skin. Technological changes were migration from Oracle OC4J to Tomcat. The project was run using core scrum.
Legacy Replacement Analysis (Apr 08 – Dec 08)
To produce designs for each module of the legacy replacement system. Work involved engagement of the business to define and elaborate the future requirements of their business systems with third party development teams from Sri Lanka. As subject matter expertise I was tasked with project management and subject matter expertise input into requirements elaboration of Finance, Account Management and Cash management modules.
Port Optimisation (Jan 07 – Apr 08)
A refresh of IT infrastructure in the port, replacement of the existing network and equipment, and implementation of new technologies. New technologies included ANPR cameras and systems, development of a self-service ‘Customer assistance screen’, integration of Home Office passport scanners and transmission of passport data to the Home Office, and new ticket and hanging label printers. All new technologies allowed customer check in to be processed in under ten seconds. A very complex implementation was planned and executed, which require communication to and training of a distributed multilingual user base. This project was developed using agile methodologies (scrum), producing an initial product and incrementally added functionality.
Coda financials system upgrade (Jul 06 – Jan 07)
Upgrade of the Coda Financials system (by several versions) to the latest version, and a database migration from Oracle to MSSQL Server. Changes in the system required extensive business process re-engineering. Due to migration of database technology, the upgrade of hardware and software, the implementation had to be planned, rehearsed and executed meticulously validating financial values throughout.