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Philip Rogers


Sr. Scrum Master, Evolent Health

Location: Washington, DC


I've been involved with product development, software development, and process improvement in private sector, public sector, and non-profit organizations since the mid-90s. Currently I'm a Scrum Master at Evolent Health in Arlington, VA.

Before joining Evolent, I spent over 20 years working in software/ product development and process improvement for companies and clients that have included National Public Radio (NPR), Intel Corporation, Cisco Systems, Fidelity Investments, Family Health, International, the Department of Homeland Security, and the US Marine Corps. For much of this time, I have been directly involved with the facilitation of teams that employ process improvement and software development approaches such as Scrum, Kanban, ITIL, and Six Sigma/DMAIC.

Earlier in my career (from 19861993), I served as a US Air Force Officer in Operations and Mission Support roles, where my assignments ranged from Chief of Disaster Preparedness at Davis-Monthan Air Force Base in Tucson, Arizona (and on deployment to Riyadh, Saudi Arabia), and Missile Launch Officer at FE Warren Air Force Base in Cheyenne, Wyoming.

Work experience

Evolent Health, Sr. Scrum Master
September 2016 - Present, Arlington, VA, United States
Act as an agile team facilitator with teams, and also act as a coach both on an individual and a team basis.

NPR, ScrumMaster
July 2014 - August 2016, Washington, DC, United States
Work with Scrum teams and other stakeholders to iteratively build digital media products.

Bank of America (Ettain), ScrumMaster
December 2013 - July 2014, Charlotte, NC, US
Acted as a ScrumMaster, facilitating the work of a team that was migrating away from a legacy platform to a solution based on a BPM product (Appian).

Department of Homeland Security (Santeon), Enterprise Agile Coach
January 2013 - November 2013, Washington, DC, US
Worked with two DHS agencies to facilitate the transition from traditional, plan-based (waterfall) software development to Agile software development (Kanban, Scrum, XP). Coached senior management, teams, and individuals in areas such as Continuous Integration, test automation, Agile estimation and planning, Agile portfolio management, release and sprint planning, user story writing, building the product backlog, sprint reviews, and retrospectives. Also led Agile fundamentals courses for private-sector clients.

USAC, ScrumMaster
July 2012 - January 2013, Washington, DC, US
Led Scrum teams (.NET) that focused on re-architecting a key customer-facing application and enhancing other financial systems that process over eight billion dollars in funds as mandated by the Federal Communications Commission (FCC). Worked with teams to write user stories and facilitate the planning, execution, and review of the work for each sprint, utilizing tools such as Microsoft Team Foundation Server and SharePoint. Acted as an Agile coach/mentor, focusing on areas such as technical debt, sprint retrospectives, and Scrum practices.

Fidelity Investments, ScrumMaster
July 2011 - May 2012, Durham, NC, US
Led web development teams and managed additional development teams utilizing the Fidelity Agile Methodology (FAM) in support of a major series of enhancements to Fidelity Plan Sponsor WebStation (PSW). Managed the project backlog and conducted daily stand-up meetings and recurring planning sessions utilizing tools such as IBM Rational Team Concert, IBM Sametime, and Microsoft Excel. Employed SDL Tridion for content management and Microsoft SharePoint, Jive, and HP Quality Center to manage plans, procedures, and presentations and oversee accessibility, usability, and functional testing.

Articles I've written

Agile Emergency Management System
This is a test of the Agile Emergency Management System. This is only a test. If this were an actual Agile emergency, this message would be followed by instructions based on the severity of the actual Agile emergency. This is only a test. . . .

Furthering Scrum Education via Lean Coffee
When we use the term "Lean Coffee," we are not talking about a soy latte. We are talking about a technique that can prove very effective when working with relatively small numbers of people . . .

Why Going from a Shorter Sprint Length to a Longer Sprint Length Is Rarely a Good Idea
If you've worked with a significant number of teams in an Agile context, chances are you've heard something like this many times: "We could get a lot more work done if we had longer sprints." Here are the reasons why we disagree.


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