Dane Auensen, Mba, Msis, Pmp, Acp, Csm, Rte, Icp-Acc Email & Phone Number

Atlanta, Georgia, Us

Enterprise Data and Analytics- Managing Oracle Exadata to Google Cloud migration. Multi-year project involving three vendors. Requires ingestion and integration of twenty source systems using IICS.- Managing project to migrate QLIK reports to PowerBI.- Held request for proposal sessions with four vendors (Infosys, Axis, Cognizant, TCS) to elicit bids to award contracts. Compared cost, timelines, accelerator technologies, team composition and previous working experience to choose partners.- Establish relationships with business stakeholders to understand data and Power BI data analytics needs. Create user stories and Epics. Work with business stakeholders to prioritize work items and develop roadmaps. Work with engineering teams to determine hour estimates.- Define and sequence SDLC Engineering, QA, CICD, and Support activities. Assign roles to activities and establish review gates (design review, code review, qa sign-off, UAT / business sign-off, support handoff, CAB approval). Create CR's in ServiceNow. Approve CICD production deployments in Github.- Establish Jira roadmaps for multiple Scrum teams. Tracking deliverables, reporting on progress. Tracking Capex and Opex spend against budgets. Generating forecasts. Single point of contact for multiple Clarity projects (calculating ETC's per task per resource, creating and assigning tasks, generating biweekly reports, briefing executives on progress). - Program Management- driving creation of business performance metrics (KPI's) across multiple domains (Supply Chain, Store Ops, Commercial Sales, Pricing, Catalog, Merchandising, Finance, HR, . Tracking program status in Jira and Confluence. Creating reports for executives.- Running RCA calls for production incidents to capture lessons learned and improvement opportunities.

Bellevue, Wa, Us

Hosted a Scrum Master Sync series with six Scrum Masters. Discussed challenges and offered guidance for improvement opportunities. Joined weekly Agile Lounge sessions with Agile Coaches to align on best practices and improve team performance. Joined Behavior-Driven Design and Development (BDD) coaching team.• Met with engineers from three Scrum teams to identify pain points in our SDLC process. Identified top pain points as dependencies on Infrastructure team for branch and deploying issues. Led discussions with Engineering and Infrastructure teams to determine solutions. Implemented Slackbots to create new repos in Gitlab and to restart microservices using automation. Elevated Gitlab permissions for Sr Developers to maintain branches. Made engineers' ability to maintain branches easier.• Presented a lunch-and-learn on Scaled Agile Framework (SAFe).• Presented a lunch-and-learn on the book “Project to Product” by Dr. Mik Kersten. Included the identification of Customers, Value, Products, Tools Network (Integration Model), Artifact Networks (Activity Model), and Product Model (Value Stream Network). Described the evolution of management styles including Taylorism, Fordism, Total Quality Management, Lean, and Six Sigma. Based on the Flow Framework.• Prepared and presented a lunch-and-learn on Theory of Constraints and Drum Buffer Rope Schedule Optimization Methodology.• Scheduled and hosted Scrum-of-Scrums (SOS), System Demos, and Retrospective events with Agile Release Train (ART). Documented dependencies, blockers, and risks. Followed up with multiple teams to clear blockers and to resolve dependency issues. Captured and distributed detailed meeting notes.• Interviewed Scrum Master candidates. Sought to gauge candidates’ understanding of Agile and Scrum concepts, work experience and competencies.

Bellevue, Wa, Us

Established and enforced Team Working Agreements, Definitions of Ready and Definitions of Done for multiple international Scrum teams. Coached teams in Agile mindset and Scrum framework. Coached teams to understand delivery commitments and escalation processes. Create a collaboration environment; shielded the team from interference. Identified improvement opportunities during retrospectives; implemented changes to improve performance. Identified risks and issues, determined owners and action plans. Escalated impediments. Assumed ownership of impediments and blockers. Adopted a servant-leader mindset.• Upon joining T-Mobile, met with out-going managed-services providers, DevOps, Product, and QA to understand processes, duties, and responsibilities. Documented processes. Discussed with other Scrum Masters, Engineers, and Product team. Made improvements. Created responsibility matrices for distinct workflows. Socialized with DLM team. Had the effect of standardizing key processes so that everyone was operating from the same playbook and knew which roles were responsible for which actions.• Worked with other Scrum Masters to craft work intake process to handle unplanned work.• Led effort to capture and transfer knowledge from key outgoing managed-services provider teams. Systematically identified key stakeholders, scheduled knowledge transfer sessions, collected LLD and project documentation and runbooks. Aggregated and organized materials into SharePoint for new-hires. Helped to build an onboarding Confluence page.• Built Supply Chain Device SharePoint site. Coached team to save artifacts to SharePoint and share links instead of emailing files as per MSP practices.• Established lunch-and-learn meeting series. Presented on Test-Driven Development (TDD).• Met with development teams to determine Root Cause Analyses (RCA’s) for deployment issues. Created RCA’s and shared with Management.• Crafted Agile Center of Excellence (ACOE) Confluence page.

Atlanta, Georgia, Us

Transforming the Maxex organization to follow Agile Scrum. Implemented and facilitated Scrum ceremonies for two Scrum teams creating audit and loan processing application software hosted in AWS cloud. Implemented a meeting cadence with Architecture, Product, and Engineering to review new feature and product enhancement ideas, elicit Architectural solutions, create user stories, and then refine and estimate with the teams. Implemented Change Advisory Board, and Production Cutover meeting schedules. Tracking the team's progress toward releases, milestones, and Epics. Assuming ownership of blockers, clearing them as quickly as possible. Identifying risks and issues encountered and foreseen. Determining remediation plans, impact, ownership, and action items. Facilitating retrospectives to identify lessons learned, challenges, pain points, etc. and facilitating to determine improvement opportunities. Driving those improvements in future sprints to continuously improve. Collecting sprint metrics. Producing and distributing mid-sprint and end-of-sprint reports to Engineering, Product, and Business stakeholders. Determining Definitions of Ready and Definitions of Done for three Scrum teams. Building Agile Center of Excellence Confluence page that provides background information on Scrum, explains the purpose of each Scrum ceremony, has the teams' meeting schedules, identifies meeting inputs & outputs and roles & responsibilities.

Atlanta, Ga, Us

Scrum Master and Project Manager - Cloud Engineering, Google Cloud PlatformInfrastructure as a Service (Iaas) - Core Infrastructure AutomationLed two Infrastructure as a Service (Iaas) cloud engineering teams. Implemented a lean approach to service; identified the most commonly-occurring types of infrastructure requests, i.e. new project creation, subnet allocations, API’s and services enablement, firewall rules, assignment of group owners, etc. Created a Kanban board to manage those work items from start to finish. Served as primary point of contact for IaaS requests for internal Equifax customers all over the world. Tracked delivery metrics, created weekly delivery reports. Identified and removed blockers.• Created an intake form on SharePoint to capture customer requirements for new GCP projects. Established two weekly meeting series to discuss new GCP project creation requests- reviewing and clarifying customer requirements as needed. Created user stories on our engineering team’s Kanban board. Prioritized user stories using high, medium, and low priority swimlanes. Imposed WIP limits to optimize the system. Result was a well-functioning lean system.

Atlanta, Ga, Us

Implemented Scrum for three Aloha Online Ordering development teams. Facilitated Scrum ceremonies, tracked delivery metrics, identified opportunities for improvement, and drove changes to optimize each team’s performance. Adopted a servant-leader mindset- assumed ownership of blockers and found solutions quickly to keep each team consistently delivering business value. Coordinated release and deployment activities across Product, Development, and Ops teams, Technical Writers, and CAB. Packaged release builds with Jenkins. Used GIT to merge the code and promote to higher environments. Deployed to Azure cloud. Created Change Request tickets in ServiceNow.• Streamlined our QA testing process by compiling a list of our test flows and then randomly assigning flows to developers and QA resources each sprint. Documented flow assignments as subtasks in Jira. This process ensured that all test flows were assigned, enabled visibility to see QA testing progress in real-time, increased the speed of testing because all resources were participating, ensured that all developers had the same amount of testing work, and, disseminated system knowledge among team members.• Met routinely with Development leads and former Release Manager to acquire knowledge about NCR’s Aloha Online Ordering development and release lifecycles (previously undocumented). Documented all steps, built a responsibility matrix. Reviewed with development and QA colleagues, made improvements. Published the process for team members to reference as needed.• Focused retro conversations to identify what types of unplanned work our team members encountered during the sprint. Categorized the types of unplanned work and quantified the number of hours the team needed to spend on each. Determined which unplanned work activities were consuming most of our resources’ time. Developed plans to address the root cause of chief offending issue in order to prevent the issue from recurring.

Windsor, Berkshire, Gb

Scrum Master: Guide delivery team in Agile Scrum ways of working. Schedule and lead Scrum ceremonies. Facilitate discussions, offer observations, steer to solutions. Track delivery metrics, identify opportunities for improvement, drive changes to improve performance. Cultivate a supportive, trusting culture for cross-functional, self-managing team. Work with product owner to ensure healthy, prioritized backlog. Shield delivery team from distractions, follow up on blockers. Project Manager: Review project charter and business case. Identify requirements and stakeholders. Develop communication plan and milestone schedule. Decompose requirements into work packages. Create resource assignments, sequence activities, estimate activity durations, create project schedule and budget. Acquire resources, develop resource calendars. Compare actual performance to cost, schedule, and quality baselines. Identify variances and root causes. Apply corrective and preventative action as necessary. Develop project team. Engage project sponsor and stakeholders to validate deliverables. Record lessons learned.Project work includes: Property Management System (PMS) Integration, Big Data Integration, Reservation Management System Upgrade, UI, Customer Profile and Preference Management

Atlanta, Ga, Us

Coordinated with over 30 development teams to establish component assembly and distribution procedures for new software releases. Engaged dozens of customers weekly; delivered software packages based on customers’ operating environments and purchase contracts. Performed troubleshooting procedures for customer download issues. Led source code and documentation ESCROW project twice yearly. • Developed product deposit process which captured technical characteristics and SKU(s) fulfilled by new software versions upon release. Published information to SharePoint. Process effectively streamlined Sales and Accounting departments’ ability to tie software packages delivered to revenue recognition.• Led a cloud migration project to move our product library to Thru, Inc. cloud. Built a plugin to Salesforce.com to connect to the cloud and to FTP files to customers based on package ID. Download confirmations populated automatically into Salesforce customer support cases.• Held presentations to explain to various audiences how the product distribution process worked after transitioning from in-house FTP to 3rd party-hosted FTP. • Wrote instructional documentation and trained three additional resources to execute product distribution responsibilities.• Navigated third party software web portals (i.e. IBM, SAP, Oracle, FedEx) to download products and tools to distribute to customers based on their unique IT architecture.

Alpharetta, Georgia, Us

Engaged customers and brokerage firms daily to determine demand forecasts. Reconciled demand with inventory and production forecasts to determine shipment schedules. Entered orders. Set up transportation with carriers. Created and distributed international shipping documentation. Analyzed new sales and purchase contract data; entered contracts into system. Monitored contract balances to ensure no loose ends.• Incorporated two new divisions (peanut flour and peanut oil) into centralized contract management operation. Trained division leaders in centralized contract entry procedures. Standardized contract entry, distribution, and management for all divisions in the company.• Incorporated formulas and drop-down menus into contract write-up spreadsheets. The formulas served to minimize data conflicts which greatly increased contract information accuracy. The drop-down menus presented easy-to-understand choices which would tie to and autofill subsequent fields with corresponding information. Incorporating these functionalities reduced errors and allowed for an easier experience for the Sales or Procurement personnel, improving the process.• Analyzed all customer requests for action (CRA’s) in a 12-month period, categorized problem types and plants involved, assessed costs and severities for each plant and each problem type, generated a report which identified trends and impact, and presented findings to Quality, Operations, Logistics, and Sales managers. This work identified quality issues at various plants which were addressed and rectified immediately.• Led project to digitize purchase and sales contracts. Trained various stakeholders how to retrieve contracts electronically. Contract digitization made contract review much easier, more accessible, and reliable.

Master Of Business Administration - Mba, Business Administration And Management, General

Master Of Science Information Systems (Msis), Management Information Systems, General

Bachelor’S Degree, Logistics, Materials, And Supply Chain Management