Lloyds Banking Group, Scrum Master
August 2016 - Present, Halifax, West Yorkshire, GB
At Lloyds Banking I am working within the Mortgage Transformation Programme as a Scrum Master with the Mortgage Intermediaries team.
I joined a team relatively new to Agile and Scrum part way through a delivery. I worked with the Product Owner and the team to refine the Product Backlog and identify when the 'must have' items could be delivered and how this aligned with the release schedule.
I have coached the team in Agile practices, including Scrum ceremonies, writing user stories and working agreements.
Sky Betting and Gaming, Scrum Master
March 2015 - June 2016, Leeds, GB
Sky Betting and Gaming used the Spotify model of Tribes, Chapters, Guilds and Squads to scale their Agile processes. As a Scrum Master within the Bet Tribe, I am a member of the Trading Squad, part of a Chapter of Scrum Masters as well as being in the Lean and Agile Guild. Using a blend of Scrum and Kanban methodologies, I work with the Squad to help them visualise their processes while encouraging the inspection and adaption of these. This enables the Squad to identify areas where improvements are possible before conducting small experiments to identify and implement process improvements in order to reduce cycle time, increase flow efficiency and increase velocity.
I have been creative in my use of both on-site and off-site retrospective, including the creation of a 10-pin bowling retrospective. I have used interactive games in order to aid in the identification of areas where the Squad continue to improve, while also holding sessions that include evidence based metric reviews. I have also been part of a team of Scrum Masters who have created an Introduction to Kanban for new starters and existing Tribe members.
Equifax, IT Project Manager
July 2014 - February 2015, Bradford, GB
As an IT Project Manager at Equifax I performed both traditional project management and Scrum Master activities.
Leading multiple projects with distributed team across multiple time zones ensured that I remained creative when facilitating Scrum events to ensure that everyone remained involved and engaged. Events utilised conference calls, instant messaging, screen sharing and video chat/conferencing. I coached/mentored my team in Scrum practices, which helped to increase the velocity of those teams. I reported project progress against scope and cost and proactively identified, monitored, and controlled risks, assumptions, and constraints so that the project outcomes were not impacted.
I chaired the Equifax UK&I Agile Practice Group. Meeting every fortnight, this group discussed the challenges being faced implementing Agile as well as discussing areas of best practice. I ran sessions to identify the areas that the group want to discuss before preparing and delivering presentations on topics such as writing user stories and the role of the Product Owner.
Health and Social Care Information Centre, IT Development Project Manager
April 2013 - June 2014, Leeds, GB
In the role of IT Development Project Manager I managed and was accountable for the delivery of multiple IT software development projects.
As a Scrum Master, I ensured that Scrum is understood and enacted by the members of the Scrum team in order to help them perform to the highest level possible. This involved removing any impediments preventing progression, facilitating meetings and working with the Product Owner to ensure that the Product Backlog was maintained and prioritised. I also worked with the Product Owner (and Business Analyst where applicable) to write user stories with appropriate acceptance criteria. I orchestrated and facilitated development activities including all Scrum events (daily stand-ups, Sprint reviews, retrospective and planning sessions). Visibility of the project was maintained through the use of physical and electronic task/Kanban boards. I also reported on progress of the projects to the IT Development Managers/Project Boards.
I prepared a Product Owner Role Overview document based upon my training and experience and delivered presentations on this to current/future Product Owners as well as the IT Development management team. I also mentored and provided advice and guidance to Product Owners or those who may be taking up the role.
I have also wrotea Scrum Master Role Overview document, prepared and delivered a presentation on the Role of the Business Analyst in Scrum and wrote the Agile Training Strategy for the organisation.
Health and Social Care Information Centre, Senior Information Analyst
October 2009 - March 2013, Leeds, GB
During my time as a Senior Information Analyst I fulfiled the role of Product Owner on the PROMs Expansion project, dealing specifically with the production and prioritisation of the product backlog which developed the PROMs Clearing House. I represented all stakeholders and led the development effort by conveying their vision to the team, outlining work in the backlog and prioritising it based on business value. This included undertaking requirements analysis in order to create acceptance criteria for each story. This project was run using the Agile project management and iterative planning methodologies.
Prior to the PROMs Expansion project I led work on the Patient Reported Outcome Measures (PROMs) publication, producing monthly headline figures and quarterly tables including a score comparison spreadsheet where users are able to select their own or another organisation for comparison against the national scores. I produced ad hoc and annual refresh reports and tables. Data was continually monitored and queried in order to identify any data quality issues or areas of interest. This also allowed for the format of the current published data to be developed with updates to the data tables and score comparison spreadsheet incorporated as and when appropriate and feasible.
I also led the Adult Critical Care (ACC) publications for 2008/09 and 2009/10. This involved pre-publication planning, process mapping, data extraction and querying to produce data tables for inclusion within a written report. I also liaised with partner organisations to agree Data Sharing Agreements which allow for the comparison of the ACC data set with other external data sets. I also attended and contribute to meetings held by the Acute and Critical Care Information Advisory Group (ACCIAG).
I provided support and guidance on both topics through e-mail and telephone queries and facilitated requests for access to raw and aggregated data from these data sets.