The Agile Transformation team are a small, dedicated team who are driving the adoption of agile throughout Aviva in the UK at both technical and management levels. At the time of writing, there are only a handful of us but we are able to influence key people from the CEO downwards. My key focus is currently a huge programme of work with some 15 scrum teams all working synchronously to delivery a single outcome. There can be few larger scrum transformation programmes in the UK larger than this.

Since starting, I have introduced software development teams to Scrum and also the Business Analysts to User Stories. This has met with tremendous success and now almost every new software development project starting using Scrum. By introducing agile techniques, we have greatly increased the quality of the delivered code, increased predictability and greatly narrowed the gap between the Business and IT. I currently manage a team of 16 developers working with Java, Groovy/Grails, Lotus Notes, Websphere Process Server and Blaze Advisor. I am also actively involved in the implementation of Systems Thinking (Vanguard Method) which is being used to improve business processes and increase the value of our interaction with our customers. This is also an important part of our implementation of agile development techniques.

I worked as a consultant and trainer specialising in the Essential Unified Process (EssUP), a practice-based software development process. Initially, I was involved with producing supporting material for the Use-Case Practice and also contributed to production of coureware for the same. I then had numerous short engagements helping client to adopt EssUP. I was also part of a team who implemented the Rational Portfolio Manager at PWC in Dockland. Shortly after that, I spend a year in The Netherlands working with the telecom giant KPN. There I delivered training in the use of EssUP for nearly 400 developers across numerous cities and I was also responsible for mentoring a number of project managers in new agile development technique. We had considerable success in transforming the IT department in KPN as well as transferring knowledge to local specialists.

My role in Skandia was to introduce and establish the Rational Unified Process as the default software development lifecycle. We began by getting teams to iterate and employ use cases for requirements management. This "bit at a time" approach had proved successful in numerous organisation and did not disappoint in Skandia too. The first projects to use RUP were very successful with great comments from all involved. Sadly, unknown at the time I started, negotiations had already began to outsource the whole IT department. This also coincided with Skandia being acquired by Old Mutual: Time to move on...

RUP specialist training, consultant and mentor.

I was the first full-time employee of this start-up company and went on the gain a position on the Board of Directors. Initially, we specialised in small database applications using Borland's Paradox progressing to Delphi, C++ Builder and Java. Just prior to 9/11, we had built the company up to 35 full-time staff specialising in training, bespoke software development, agile software development techniques and SIPP administration systems. During my time at DT, I was responsible for writing and implementing an ISO 9001 quality system gaining accreditation from LRQA. Whilst at DT, I gained first-hand experience in all phases of software development from requirements management to testing and everything in between.