PMI-Agile Certified Practitioner in current work position of the Agile ambassadeur in Nordea Baltic Countries. Apart from managing multinational projects in banking sector acts as an internal PM department coach.
Plans to become CST in coming 2 years after applying agile to the organisation and facilitating the mindset changeover.
December 2011 - Present, , Poland
Responsible for establishing a Nordea PL&BC Agile PM Framework that serves as a guideline for any project that considers being managed and ran more adaptive/iterative way.
The document is intended for the Bank’s project team that aims at delivering software solution in an agile way. It covers the subject of agile project setup, its lifecycle and possible alignment with existing RUP methodology that should result in establishment of agile mindset the organisation of Nordea PL&BC.
This paper explains the most popular approach using Scrum, which focuses on the management and control aspects of the project life cycle and seems to fit well on demanding development projects where fast customer responsiveness is paramount.
The work on the framework is assisted by a set of lectures and workshops on writing requirements with use of User Stories, developing PM Competences, applying lessons learned from other projects or introducing agile path of PM to PMI Gdansk Branch volunteers
Nordea, Scrum Master
May 2012 - June 2013, Gdynia, Estonia
Acting as a Scrum Master in a genuine Nordea Polska project run in an agile manner, with Scrum roles, ceremonies and artifacts.
Due to the project complexity and ambitious timeplan I decided to proceed in an agile approach where requriements and solutions will be worked out iteratively in a time-boxed approach. Such approach leaves space for requirements to evolve and mature and also gives more flexibility for response to changes. In each time-box almost full system development cycle was performed from Requirements & UI preparation to Development & Test. Deployment of the solutions though will take place only in the end of the project due to direct impact on other operational systems like CMS and BPSS.