Catherine (Denise) Ross, Pmp, A-Csm, Cspo, Csm, Icp-Acc, Sp Safe 6 Email & Phone Number

Savannah, Ga, Us

Santa Rosa, California, Us

Most recently, managed a global project to upgrade the telephony system from older technology to a new cloud based system called Talkdesk. This was a third party system which required managing internal project resources as well as vendor resources. It was a large year long project that was rolled out by regions that spanned the globe.Certified Agile coach and Scrum Master working with a team of Scrum Masters to cultivate an Agile culture at the Atlanta Software Design Center of Keysight Technologies. Responsibilities include:• Acting as Scrum Master/Agile Coach to six teams (including three DevOps teams, a Cloud Development team, a Visualization team and a Platform Integration team)• Promoting and supporting Scrum, helping everyone understand Scrum theory, practices and values.• Leading, coaching and training the organization in its Scrum adoption.• Working with other Scrum Masters to increase the effectiveness of the application of Scrum in the organization.• Coaching the Scrum Teams in self-organization and cross-functionality.• Act as servant-leader for Scrum Teams. • Assist with Product Backlog management.• Facilitating Scrum Ceremonies (Sprint Planning, Daily Standup, Sprint Review, Retrospective and other incidental meetings)• Removing impediments to Scrum Team’s progress.

Washington, D.C., Us

Certified Agile coach leading grassroots efforts to transform the Division of Information Technology to an Agile culture by providing training, mentoring and coaching to staff at all levels. Committed to maintaining current knowledge of Agile best practices and trends and working with teams to implement improvements. Responsibilities include:• Training teams on Agile/Scrum principles and best practices.• Advising teams on how to self-organize and maintain strong accountability, decision making and transparency• Coaching teams to break down concepts to create well-constructed user stories and prioritize the backlog• Working with teams and product owners to track and communicate team velocity, burn downs, and sprint release progress. • Leading retrospectives with the Scrum teams to ensure identified improvements are implemented• Mentor project managers and staff transitioning to the Scrum Master role• Facilitate the alignment of Scrum and non-Scrum teams to minimize conflicts with resources and processes

Washington, D.C., Us

Manage IT projects assigned by the PMO for the Division of IT within the university. Responsible for the overall direction, coordination, implementation, execution, control and completion of specific projects considered high priority or critical to the strategic business plan of the university. Projects managed include: • Sun Solaris to Linux Migration Program – The objective of this program is to migrate all systems running on the Sun Solaris platform to the Linux platform as well as migrating them to a VM environment. This includes the two largest Enterprise Systems of record for the university (Banner and Oracle Financials). This is a complex program comprised of a substantial number of sub projects. This project will result in a $1M savings over five years for the university. • ITSM Implementation – The objective of this project is to implement ITIL based business processes for change, release, configuration, incident and problem management and to implement BMC’s Remedy ITSM Suite using the best practice business processes established in the suite.• University Portal Infrastructure Rebuild - The objective of this project was to update the university web portal infrastructure to provide failover capability. This solution provided 24x7 availability for the portal.• eBilling/ePayment Solution - This project provided web-based access to student bills, delivering on-demand access to billing and payment information for third party payers. • Oracle Governance, Reporting & Compliance - The purpose of the project was to implement the Governance Reporting and Compliance Suite for the university comptroller’s office. This application delivered real time monitoring of user security access and the enforcement of access policies to support segregation of duties.• Upgrade of Enterprise Timekeeping System (Kronos) – The goal of the project was to upgrade Kronos v6.0 to v6.3 and included migrating the database platform from Oracle to MS SQL.

San Francisco, California, Us

Vice President, IT Project Manager / IT Team Leader (Legal Division) 1998-2004Managed all technology projects and technology needs for the Legal Division (full lifecycle of projects and support beyond project lifecycle) with 400 employees in six cities, an annual technology expense budget in excess of $1.5 million, and an IT staff of six employees including developers, project coordinator, desktop support, technical trainer, and system administrator. • Case Management System Managed progressive project to select a replacement for retiring case management system that would provide increased flexibility and scalability. Developed project scope, researched potential vendors, and created a formal presentation of the project for corporate executive committee approval due to project size and cost (in excess of $1M). • Led development and implementation of Intranet site for Legal Division which provided a tremendous improvement in communication capabilities between the legal division and corporate employees. Implementation of the Intranet site provided the division with a scalable, highly flexible tool and a definitive space for future in-house development and integration of custom applications.• Planned and built a dedicated corporate legal division technology team to support the legal division in reaching their goals through greater use of technology. Created staffing proposal with supporting market research, job descriptions, proposed salaries, budget impacts, along with associated benefits and risks. Hired diverse staff of developers, technical trainer, system administrator, and desktop support. Saved 50% of developer costs by staffing the developer in-house. Increased user participation in technical training 70%-80% by bringing training in-house. Decreased time spent by users on desktop issues with dedicated desktop support.