November 2011 - Present, Beaverton, Oregon, US
Notable Internal Responsibilities
Organizing and leading Agile Coaching and Training Community of Practice. Capturing common assets and making reusable templates for Scrum Team Assessments, Agile/Scrum Training Materials, and Agile Coaching Reports. Leading effort to compile Scrum Master Guide and Coaching Guide for internal use.
Mentoring junior analysts and agile project managers. Manage “bench” resources to ensure they are ready for next client assignments.
Hold regular client check-in meetings, oversee Scrum Ceremonies, facilitate sprint and project retrospectives.
Developed and delivered Agile Business Analysis training to 15 people.
Helped build and leverage Agile project delivery framework to have consistent and tailorable processes and templates from project initiation through project closing.
Assist and advise clients and client teams regarding Agile and Scrum as needed.
Notable Client Projects
TravelClick (11/16-2/17) Led Scrum team of 7 during successful proof of concept phase to update and enhance pricing rules engine user interface.
$2B Company (8/16-12/16) Provided Scrum coaching to team of 10 that had received training over a year previous and was looking for coaching for performance improvement.
Choice Hotels (2/15-7/16) Led as many as 3 Scrum project teams (18 people) simultaneously for client-assigned projects: adding vacation rentals to client offering, enhancing property management system, portions of rewrite of central reservation system. Managed statements of work, personnel changes, team performance, and risks/issues.
Starwood (1/14-4/14) Developed and delivered 2-day Agile and Scrum training to 50. Followed up training with coaching of two newly formed Scrum teams getting their first product backlogs together, planning and executing first sprints, and overseeing the facilitation of sprint reviews and retrospectives. Acted as ScrumMaster for one team. Advised Design Department on how to incorporate design activities into Scrum framework
Nike (11/11-7/13) Led and managed 4 person development for middleware desktop application for Nike+ wearable devices including FuelBand, and SportWatch. Took on product owner role by managing backlog against diverse Nike stakeholder needs as well as managing development, QA, and localization efforts with four third-party vendors. Selected common tools (JIRA, Confluence) and defined processes for working with development and QA vendors. Managed vendor relationship, performance, and contracted statements of work. Ensured staffing resource levels met work requirements. Solved situation where there was no process and moved to a more defined process, transitioned to a Kanban process during maintenance phase, then transitioned into a coordinated agile process with new product development phase.