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Les Grove


Senior Agile Project Manager, Catalyte

Location: Portland, Oregon



Certified Scrum Professional
Certified ScrumMaster
Certified Scrum Product Owner



Les Grove has over 30 years of experience in project management, software development, and process improvement. He holds a Bachelors of Science in Computer Science from California Polytechnic State University, San Luis Obispo, a Masters degree in Software Engineering from the University of Oregon, and is a Project Management Professional.

Les has been using Scrum since 2010 and holds a CSM and CSPO certifications.

Les has experience with enterprise-wide software process improvement and quality initiatives including ISO 9000, SW-CMM, CMMI, and SEPGs. Activities included leading cross-functional and cross-product teams to improve software practices with a focus on requirements development and management, forming a software engineering council to solve key quality practice issues between product groups, and maintaining policies in accordance with quality management systems.

Les has led training in Agile and Scrum, business analysis, writing user stories, requirements best practices, and software engineering tools.

Les has attended several professional conferences including the North American Global Scrum Conference, the Software Engineering Software Process Group Conference, the Telelogic Users Conference (where he presented and served as a member of the Executive Advisory Board), and the Pacific Northwest Software Quality Conference (where he presented four papers and  served as a Board Member, Program Co-Chair, and volunteer).

Work experience

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.


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