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Maurice Hagar

  

President, Maurice Hagar & Associates

Location: Research Triangle Park, NC


Certifications

Certified Scrum Professional
Certified ScrumMaster
Registered Education Provider

Credentials


My Courses

Certified Scrum Developer® Track
14-16 September, 2016
Location: New York, NY, United States

Biography

30 years proven experience using Scrum and other Agile techniques from software engineer to program manager to CIO: - Coaching and training since 2005 - Quantifiable business results for Fortune 100-level companies, startups, non-profits, government agencies, and the US military - Delivered global leadership training for a Fortune 100 company - Led numerous enterprise-wide Agile transformations - Conducted hundreds of seminars around the world - Authored the world's best-selling project management course - Launched a corporate innovation initiative - Built a multi-million dollar project management office Areas of Expertise: - Agile Methodologies - Leadership Development - Organizational Change - Project Management

Organizations I Train Through

Approved Courses

CSD

  • Agile Fundamentals: Scrum, Kanban, Lean and XP (Course 918) (Intro)
  • Accelerating Agile Development for Scrum Teams (Course 1812) (Technical)
  • Agile Test-Driven Development (Course 1815) (Technical)
  • Agile Business Analysis (Course 3511) (Intro)
  • Agile Software Development and Modeling (Course 933) (Elective, Intro)
  • UI & UX Optimized Software Design (Course 1802) (Elective)
  • Agile Software Development with Team Foundation Server (Course 1816) (Elective)

Work experience

Learning Tree International, Agile Instructor & Course Developer
April 2010 - April 2012, Reston, Virginia, United States
(Currently employed by Learning Tree but didn't see how to indicated this.) 4/2010 - Present: Customized 21 courses for Learning Tree clients using the Scrum framework. I played the role of ScrumMaster / lead developer, and my clients played Product Owner. Other members of the teams included Learning Tree editors, marketing, and publications personnel. 21 courses x average 10 hours customization per course = 210 6/2010 - Present: Taught 23 three-day Scrum Project Management courses around the world for companies such as General Motors and Citigroup. 23 events x 25 hours each = 575 hours 11/2010 - 5/2011: Developed a new Agile course called Complex Project Management. To manage the project I used the Scrum framework. I played the role of ScrumMaster / lead developer, and my Learning Tree client played Product Owner. Other members of the team included editors, marketing, and publications personnel. I now maintain the course in an Agile way as change requests are added to the product backlog for prioritization and work. 620 hours 8/2010 - 12/2010: Developed a new course called Project Leadership. To manage the project I used the Scrum framework. I played the role of ScrumMaster / lead developer, and my Learning Tree client played Product Owner. Other members of the team included editors, marketing, and publications personnel. I now maintain the course in an Agile way as change requests are added to the product backlog for prioritization and work. 670 hours

Health Decisions, Head of IT & Agile Coach
October 2008 - January 2010, Durham, North Carolina, United States
I was asked to lead an IT organization in their transition to Agile. I served as Agile Coach to several project managers. Half my time was spent on one large project, HD360. This was a new clinical trial data management system. Traditional estimates were 3-5 years, and the project had failed twice before due to complexities. We delivered 2/3 of the features in 16 months, and the remaining work was deemed unnecessary. The product was successfully delivered in 3 releases. See http://bit.ly/IkK0zK for press coverage. The Scrum framework was followed. I initially recruited a business analyst to play Product Owner and hired an accomplished project manager interested in learning Agile to play ScrumMaster. We spent a couple of sprints preparing the product backlog before a full team was assigned. Each sprint consisted of sprint planning, execution including daily scrums, review, and retrospective. The project was tracked using low-fidelity task boards and burn down charts, plus high-level Gantt charts. My role was formal and informal training plus ongoing coaching.

 

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