Chuck Kroll Email & Phone Number

 Conducted Discovery Interviews and compiled a report on the results. Conducted initial Agile Team Agility Assessments to establish a baseline for the Teams and Enterprise. Compiled a Gap Analysis itemizing the fundamental requirements of DoJ/EOIR’s Agile Transformation. Designed a roadmap for Agile process alignment and implementation, including Agile Objectives, Guiding Principles, Agile Knowledge Summary, and SAFe Courses. Coaches 4 Teams through their initial transformation and through their first PI.

Jackson, Michigan, Us

 Successfully brought a high-profile and very RED $5M waterfall project under control and to implementation and completion.

Glen Allen, Va, Us

 Facilitated an Agile Transformation at Wells Fargo Commercial Banking Unit. Following a thorough assessment of Wells Fargo’s current development documentation and project management approaches, I utilized a context- and progress-based approach to develop customized training materials, including: Developed and delivered the Engagement Communication Plan. Developed and delivered the Implementation Roadmap. Developed and delivered the 90-Day plan. Established Agile best practices Roadmap to drive maturity aligned with future vision. Designed, documented, and implemented a customized Agile Operating Model. Leveraged existing CBT-based training to move the Teams from Foundational to Intermediate to Practicing level of maturity. Created a Team-level workshop to bridge the CBT ‘textbook’ learning gap to the practical application with the Delivery Team, Product Owner, and Scrum Master. Developed Leading Agile Change training for the Wells Fargo Executives. Conducted Discovery Interviews and compiled a report on the results. Compiled a Gap Analysis itemizing the fundamental requirements of Wells Fargo’s Agile Transformation. Designed a roadmap for Agile process alignment and implementation, including Agile Objectives, Guiding Principles, Agile Knowledge Summary, and OKRs. Reviewed the Wells Fargo Agile Playbook to expand the content to include Product Journey focus and Scaling Agile and Scrum utilizing the LeSS approach.

Glen Allen, Va, Us

Facilitated an Agile Transformation at Cable One Business Intelligence Unit. Following a thorough assessment of Cable One’s current Business Intelligence development documentation and project management approaches, I utilized a context- and progress-based approach to develop customized training materials, including: Defined the scope of services for the Business Intelligence organization Established Agile best practices Roadmap to drive maturity aligned with future vision Built customized training program to fit the needs of the Business Intelligence organization in support of the new Agile Operating Model and Agile mindset Created all workshop materials, including a facilitator’s presentation, reference guide, and facilitator’s notes Delivered 2 training workshops (“Vision and Values” and “User Story Writing”) and 10 coaching sessions Coached through day-to-day scenarios following trained concepts to include attending team ceremonies/meetings and fine-tuning best practices over time Developed and delivered the Engagement Communication Plan Developed and delivered Implementation Roadmap Developed and delivered the context-driven Agile Playbook Developed and delivered Business Intelligence Scope of Services Charter Created and maintained the Risks, Issues, and Decisions Log Monitored the design and development of customized Agile/Scrum/Kanban training materials and developed a training schedule for the Cable One BI staff. Conducted Discovery Interviews and compiled a report on the results. Compiled a Gap Analysis itemizing the fundamental requirements of Ally’s Agile Transformation. Designed a roadmap for Agile process alignment and implementation, including Agile Objectives and Guiding Principles, Agile Knowledge Summary. Numerous practical training sessions of Agile, Scrum, Kanban, Release Planning, and Role-based training, daily team-level coaching, and gathering feedback surveys.

We were released for the Ally Finance contract due to COVID-19 restrictions and economic factors.

Glen Allen, Va, Us

Facilitated and led the Agile Transformation at Ally Advantage after two failed by other vendors who had used a prescriptive, directive and scripted approach. Following a thorough assessment of Ally's current systems development documentation and project management approaches, I utilized a context- and progress-based approach to develop customized training materials. I conducted several stakeholder interviews and compiled a report on the results. I compiled a Gap Analysis itemizing the fundamental requirements of Ally’s Agile Transformation.Achievements: I designed a roadmap for Agile process alignment and implementation, including Agile Objectives and Guiding Principles, Agile Knowledge Summary. Consequently, Facilitated numerous practical training sessions of Agile, Scrum, Kanban, Release Planning, and Role-based training, daily team-level coaching, and gathering feedback surveys. Compared various aspects of the Waterfall mindset during each training session to instill an Agile mindset not only among the team, but also the leadership.

Hanover, Md, Us

Taught, trained, and coached Teams in SAFe practices, ARTS (Agile Release Trains), certified SAFe Scrum Masters, SAFe Product Owners, and SAFE Release Train Engineers. Implemented sustainable methods to ensure an improved tracking of the training session to include not just the participants of the same, but also those who had taken and passed the corresponding SAFe certification exams.Achievements: I effectively set up, established, and coached four ARTs from PI Planning through completion and delivery of the Release content, including all ART events. While overcoming the Labor versus Management mindset was as tricky as it was to get control of Training and certification progress, I modified the spreadsheet to account for the multiple certification classes per individual and certification dates. I also created a metrics focused training associated with each level of reporting to distinguish what the Team and Scrum Master use versus what the Manager needs to ensure the Managers do not abuse the metrics. It effectively helped reduce the Labor versus Management conflict.

Toronto, On, Ca

• 12-week engagement to evaluate and coach 3 Delivery Teams, Scrum Masters, Product Owners, and Executives in Agile/Scrum/Kanban practices and approach.• Design and Develop Agile Transformation approach for the Enterprise based on SAFe principles and practices.

Claremont, Nh, Us

Taught, trained, and coached 25+ Teams to the required level of Agile/Scrum/Kanban. Created a customized 7-Eleven Scrum Solution Delivery Guide (173 pages). To preserve the autonomy of each team, Mind-mapped the Guide's content and outline and drafted the full content through several iterations and reviews. Achievement: Invited to be the keynote speaker at the 28th Annual DFW-ASEE Symposium on Software Engineering Process Improvement.

Mumbai, Maharashtra, In

Administered the streamlined (from 75+ questions to a 12-dimension assessment conducted in less than 1 hour) Agile Maturity Assessments for each team's baseline and quarterly follow-up AMAs to identify areas for improvement and track progress. It helped reach a clear, concise, and consistent assessment of each Team's Agile Maturity throughout the Enterprise. Taught, trained, and Coached SAFe structure, principles, and approaches at the Team, Program, Release, Portfolio, and Enterprise levels. I initiated the discussions with the WIIFM (What’s In It For Me) approach from the receiver’s viewpoint. I conducted all facets of training and coaching delivery teams to make the rigorous transition from Waterfall to Agile utilizing either Scrum or Kanban in Employee Benefits, Finance Moving Forward (FMF), Application Obsolescence, and EAD divisions. I concentrated on the CTO SCOPE survey results to laser-focus efforts on correcting the behaviors Agile was uncovering at AXA.Achievements: Successfully trained the middle managers on Agile, the benefits of Agile, How's and Why's of Agile, and how to get teams to be hyper-productive without abandoning the SDLC and CMMI investments AXA has made. Worked with the existing PMO to meld the SDLC Governance Artifacts into the SAFe Scrum framework and establish the Agile Guild within the existing PMO in the highly regulated insurance and investment marketplace. Besides successfully refining the Agile Onboarding Suitability and Readiness Assessment for teams wanting to transition into the Agile space, I served as a User Administrator for TFS then VSTS ALM tool. Authored and published, “The Agile Evolution, It’s More than a Process” in the April-June 2018 issue of Workforce Solutions Review.

Tarrytown, New York, Us

• Collaborated with Citibank to facilitate the training and transition of the FCT and Debit Card Reissuance teams from waterfall to Agile. • Recognized for maximizing the utilization of automated test and build tools (Jenkins and Subversion) for TDD and Sprint tracking application (RTC) for virtual card wall. • Prepared training materials for Scrum Master, User Story Writing, and Product Owner workshops also introduced developing hyper-performing teams to Citibank.

Reading, Ma, Us

I designed customized role-based product owner training based on Scrum Alliance CSPO course objectives. Working with the APMaaS team, we transitioned to the Kanban framework and quickly improved their ticket Throughput from 50 tickets per week to 289 cards per week (6-fold increase) with no increase in hours or head-count. Achievements: I trained three RTEs and established three ARTs using SAFe. Consequently, I was assigned to serve as the JIRA (by Atlassian) User Administrator. As an Agile coach and mentor, I worked with the Transfer of Assets (TOA) deliveries team to develop and implement new business process software. The focus was to reduce the amount on manual data keying and to switch from Mainframe to Web Services applications and back again to streamline and solidify the TOA Deliveries process. I harvested various artifacts of Intellectual Property and organized for Fidelity Investment's Global Delivery Guide. The organization's efforts included standardizing content and format for consistency within Fidelity presentation standards. The artifacts included presentations, documents, articles, book summaries, and development and metrics tools for topics such as Cost of Delay, Weighted Shortest Job First, Kanban simulator, Virtual Kanban card wall, and Hyper-productivity Metrics.I worked with Planned Sponsor Analytics (PSA) team to develop and implement complicated historical and projected values for corporate investment programs. I applied a multi-track approach based on Dean Leffingwell's Scaled Agile Framework (SAFe) to focus on constant backlog refining, another on feature development, and the last track focused on small enhancements. I facilitated the training and transition of the existing IT department from Waterfall to Agile on the Fund Reference application. I maximized the utilization of automated tests and build tools (Jenkins and Subversion) for TDD and Iteration tracking applications (Jira with Greenhopper) for the virtual card wall.

Jacksonville, Florida, Us

• Worked with the existing PMO to meld the SDLC Governance Artifacts into the Scrum framework and establish a Scrum Center of Excellence within the existing PMO.

Worldwide, Fr

• Served as one of two Scrum Masters and as Agile Coach from the initiation of Agile and through the completion of Release 2, when internal Scrum Masters were available to take over.

• Orchestrated and taught Agile training, Executive training and Scrum Master training. • Worked with Lean Six Sigma Master Black Belt to train staff in the synergies of Agile - Lean fusion. Short-term Agile transformation limited to 30-day project funding.

Served as Secretary for the Agile Local Interest Group of the Alamo PMI Chapter

Fairfax, Va, Us

• Managed, motivated, and led a team of 130 resources, with full profit-and-loss, forecasting, and Wall Street guidance for the Veteran Affairs Business Unit (VABU).

Reston, Va, Us

Led team of 36 contract/sub-contract resources in installation, maintenance, and support of Base Telcom System for 26k user base on Robins AFBAccepted and completed government backlog of 485 Work Orders in addition to 3,400+ current Work Orders. Raised SLA response rate from 33% (2 months) to 99% (3 days)Responsible for developing, reporting, and correcting program performance metricsDeveloped, Delivered, and Trained the Quality Control Plan and Security PlanResponsible for timely delivery of Monthly Performance Plan and Lessons Learned

Led team of resources in creating, maintaining the AFSAS mishap repository JAVA/J2ee Web-based applicationDirected team in implementation of Agile/SCRUM development methodology in CMMi Level 3 environmentReported project progress and health via monthly Internal Project Review (IPR) presentations to Government peers, Government project stakeholders and SAIC Executive Leadership

ROBINS AIR FORCE BASE, WARNER ROBINS, GA• Led team of 36 contracted/subcontracted personnel for installation, maintenance, and support of base telecom system with a 26k user community. • Defined projects objectives and oversaw quality control throughout the projects life cycle with Robins BTS program where the Service Level Agreements (SLAs) were a Key Performance Indicator and revenue driver.• Recognized for raising SLA response rate to 99% (3 days), a 33% improvement over the previous standard, 2 months by coaching the SAIC teams and sub-contractor teams in Agile/Kanban methodology.EESOH-MIS ($50M) / AFSAS ($5.7M)• Prepared staffing organization approach and created basis of estimate for cost and pricing volume of proposals. • Devised “Program Management Approach” section and supported the proposal projects through development of WBS, RLN, and QRAM.• Developed, trained and administrated proposal Sharepoint sites for proposal efforts and artifact tracking.PFIZER GLOBAL RESEARCH & DEVELOPMENT, GROTON, CT• Led 25 local contractors to retire 85+ applications from service on a variety of architecture platforms utilizing a Kanban approach. • Simultaneously managed 45+ dispersed contract resources while migrating 93 applications from obsolete technology to advanced Technical and Reference Architecture Platforms.AIR FORCE SAFETY CENTER, KIRTLAND AIR FORCE BASE, ALBUQUERQUE, NM• Led team to institute and maintain the JAVA/J2EE web-based AFSAS Mishap Repository. • Directed implementation of Agile/SCRUM methodologies in CCMI Level 3 environment as a pure Agile project in the role of Scrum Master. • Reported progress in monthly Internal Project Review (IPR) presentation to government peers, project stakeholders, and SAIC executive leadership. .

Successfully recovered the $1.3M GTX project from Red/Yellow status in the Feasibility/Definition phases to Green by the end of the Construction phase within budget and scheduleLed team to conform to Capital One's Solutions Delivery Methodology (SDM) 1.2

Tasked with trouble shooting and salvaging endangered accountsImplemented policies, procedures and training of 40+ resources and successfully salvaged the company's largest ($20M/year) and longest (22+ years) account

Lead member of team assigned to develop, implement and manage the infrastructure for Sprint's Vendor Alliance Management Project Management Office with an annual budget of $110 million. Developed, implemented and trained the IT Infrastructure Processes to executives, managers and staff of nearly 200 Sub-Contractors at diverse locationsDeveloped and implemented Earned Value Management System. Familiar with ANSI.EIA 748-98A EVMS Guidelines

Responsible for conversion to metric system, customization and installation of Distribution Center/Warehouse Inventory Control software at two Australian customer sites.

Houston, Texas, Us

Performed maintenance enhancements and testing of the CHAMPUS Medicaid accountDeveloped division wide Project Management System Tracking Database for internal use by Administrative AssistantsImplemented the Commercial Drivers License Information System (CDLIS) from customer requirements gathering to construction, testing and implementationImplemented the Connecticut Title XIX Medicaid Management and Reporting System

Spc, Scaled Agile Framework

Masters Certificate, Project Management

B.S, Business Administration; Finance

Diploma, College Prep

Education record

Education record