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Christopher Curley

  

Agile Coach, Arca

Location: Mebane, NC


Certifications

Certified ScrumMaster

Credentials

Biography

Christopher Curley is an Agile professional in project delivery and operations management, than fifteen years of experience in R&D, Information Technology, and Business Process Management.

An Agile practitioner since 2004, Christopher has coached small teams, coordinated Scrum of Scrums, and implemented Agile at scale across global enterprises. He has enabled project delivery and DevOps improvements in business ranging from small concerns to Fortune 100 organizations.

Christopher’s professional research focuses on Agile and epistemology, developing and applying meta-languages to improve how teams think to purpose before taking purposeful action. His goal is to continuously advance the understanding of cognition in the practical empiricism of Agile practices.

Christopher is a graduate of the Schreyer Honors College at Penn State, with BAs in Political Science and History. He holds PMP, CSM, SAFe SA certifications, and ICAgile certifications in Agile Foundations, Facilitiation and Coaching. He is an active member of the Research Triangle Park Agile Leadership Network (ALN) and an alumnus of Epsilon Chapter of Delta Sigma Phi. He lives in Durham, North Carolina with his wife, Kelly, and an ever-changing number of dogs they rescue.

Work experience

Arca, Agile Coach
January 2017 - Present, Mebane, North Carolina, US
Coaching, mentoring, teaching, and facilitating R&D team development of requests of change (RAC), new feature request (NFR), new products and intangible work products. Evolving Agile process that deliver working hardware and software and maximize value created by the team. Foster and grow teams with an Agile attitude. Accountabilities: Facilitating the work of the scrum team as a servant-leader. Ensuring team adheres to theory, practices and rules of scrum and agile methodologies. Leveraging scrum tools and techniques to facilitate communication between product management (PM) and product development (R&D). Help product owner translate the vision and strategy into incremental work for the team. Optimizing team’s efficiency and effectiveness and maximize value created by the team. Implementing empirical process control: transparency, inspection, and adaption. Working with functional leaders within GT to ensure that teams are as dedicated and cross-functional as possible. Assisting the product owner by: o Facilitating effective product backlog management to maximize value to the company. o Understanding product planning in an empirical environment. o Facilitating scrum events as needed. Assisting development team by: o Coaching the team to be self-organizing and cross-functional. o Helping the team to create high-value products to through incremental releases of potentially shippable product (releasable functionality). o Removing impediments to the team’s progress. Engaging in rigorous professional development to become a better coach, facilitator, and mentor in the scrum framework and agile methodology. Serving as vanguard for scrum methodology within R&D and across the company.

Cisco Systems., Program Manager
March 2000 - October 2016, Morrisville, North Carolina, US
Program and project manager in both Agile and command-in-control roles, in an evolution from a fixed-scope project culture to an Agile stance to software delivery. Oversaw strategy management, formulation and implementation for Cloud Computing and Data Center Services in the Global IT Systems organization. Aligned the Architecture & Design (A&D) and the Implementation & Deployment (IDO) functional organization goals with Cloud Computing services key business outcomes. Coordinated CapEx and OpEx fiscal year and quarter planning. Partnered with the Project Management Office to prioritize changes aligned to strategy and the Services Management Office to measure service quality and outcomes to defined objectives. - $8M CapEx and $24M annual budget - Cloud Computing Data Center Management - DevOps and Continuous Improvement transition - Virtual Machine and Bare Metal Service Consumption Planning - Fleet Management and Optimization Goal Setting - Service Cost Modeling and Recovery Planning. - Operating Model Definition and Implementation - Offsite planning, facilitation and follow up. Operated the Customer Care Project Management Office. Facilitated the transition from waterfall to Agile delivery processes. Drove standardization of project and product processes, supporting approximately 150 projects annually. Coordinated with release management, quality assurance, performance management, and infrastructure transition teams to align processes, manage costs, and improve execution. Coordinated the execution of the project portfolio, aligning project execution to strategic planning and ITaaS service reviews. - Agile Transformation to a Scaled Agile and DevOps organization in a consumption-based model - Standard project and product owner release train, architectural epic, scrum team operations - Evaluate and report on execution value across the entire portfolio - Weekly project governance and value-case review - Scrum master and product owner coaching - Interfacing with enterprise process owners ensuring architecture, budgeting, security, quality, and release readiness processes are well-managed and executed - Strategic alignment of project execution with Customer Care services roadmaps and life-cycle management excellence. Program chartered by the Global Data Center Program to migrate the 25TB customer care platform from data centers in California to Texas, transitioning from legacy to a Cisco UCS platform. Oversaw boundary management of +40 integrated applications, spanning customer registry, product registry, human resources registry, legal, tax, finance, and foundation/middleware integration. Ensured architectural assessment and identification of all upstream and downstream dependencies. Oversaw quality assurance testing and risk management. Coordinated cross-functional budget, identifying, optimizing and managing multiple budgets across multiple dependent organizations. Maintained management stakeholder alignment and support for the migration and ensuring minimal impact to partner organization roadmaps. - Program office leadership and coordination of multiple cross-functional teams - Stakeholder identification, communication, and management - Metrics & quality control reporting - Risk, issue & change management - Estimating costs, optimizing, budgeting Migration was completed with zero incidents due to change. Identified cost savings from boundary of approximately $1M in test cost reduction and cost avoidance of support costs during post go-live normalization. Chartered by the Go-To-Market Organization to optimize the services business 2-Tier distribution channel with the goal of improving attach and renewal rates, revenue recognition cycle time and operating costs. Managed multiple, concurrent projects defining business process and transaction improvement opportunities. Key focus on managing stakeholders, developing elevator pitches and building a sense of urgency to support change. Focus on standard project processes, implementing a Program Management Office and common processes for managing, measuring, and communicating project results. Focus on standard project process, defining common architectural approach to business process documentation (BPMN) and technology solution (BPEL), enabling traceability on business need to solution design. Long-term focus on documenting business process and technology interdependencies for improve life-cycle management on business process and transaction flows. - Best practices and program/project control systems - End-to-end delivery across multiple project teams - Portfolio management of scheduled Q&O improvements - BPMN standard process models in Telelogic System Architect. Reduced the complexity, cost, and operational risk of business risks of support sales attach and renewals. Simplified attach and renewal opportunity and identification. Improved sales forecast and goal development. Chartered by the CIO to redesign enterprise server and network monitoring & management services, with the goal of a more stable IT Service with a standard cost model and provision process. Focus on IT as a service, w/ ITIL v3 foundation. * ITaaS * ITIL v3 Service Management * APDEX quality scoring * Root cause of operational failures and authorized projects to correct them * Agile releases Project and Product lead for enterprise management solutions supporting hardware and software platform monitoring and management. Oversaw the transition of the change management software from change scheduling to a change assessment and impact approval tool. Aligned change management with CMDB and application profile databases and Operational Change Management Review Boards. Oversaw the transformation of platform monitoring to determine platform availability to monitor also business effectiveness of the available service. Monitored transaction performance against business SLA. Implemented the service manager role for monitoring and management solutions. Defined service management metrics and measured client satisfaction and addressed client needs with frequent, iterative releases of new or improved functionality. Shifted focus on the monitoring and management as a lever for operational cost savings for clients and lowered the total cost of ownership of services, reducing organizational cross charges with departments consuming management on monitoring solutions. Project manager initiating, planning, executing, monitoring & controlling and closing information technology projects delivering hardware and software solutions to the Cisco Enterprise. Managed teams of five to ten members. Chartered by the Application Foundation Services to implement enterprise middleware infrastructure providing a reliable and secure application to application integration platform. - Tibco MMX and Business Works platforms, management tools and provision systems. - Horizontally scalable architecture - Monitoring and alarming, focused on alarming production faults on dev and stage environment to reduce production incidents - Standardized release cadence and scalable support model Drove adoption of middleware platform from a single customer with a niche solution need to a mission-critical platform supporting all Cisco revenue transactions. Key focus on building and maintain stakeholder relationships and addressing stakeholder requirements. Awarded commendation from the CIO for accomplishments in managing team, stakeholder and business value in the middleware platform development. Chartered by the HR Comm. Team to implement a standard platform for intranet content management for +28K individual contributors and millions of information objects. - Requirements elicitation & management - Iterative delivery, quarterly releases - Interwoven & Documentum Stakeholder community spanned +10K impacted content contributors and content owners. Adopted Agile development methodology to rapidly deliver frequent improvements, transforming the content publishing system into a content management system. Focus on lifecycle management of information assets.

 

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