Manage five team of software engineers.Technologies: Java, .Net, Hadoop, Cloudera, Cassandra, Kafka

Mature Scrum and Agile. Surescripts is very mature from an Agile perspective. We are well past implementing Scrum at a team level. Our focus today is Agile at the portfolio and enterprise level. We are using the Scaled Agile Framework as our model for SureScripts.

Project: InView - Human Resource Management applicationBudget: $1,000,000Team Size: 30 (20 Mauritius, 10 Bloomington)Technology: .Net, Silverlight, SQL ServerPM Methodology: SCRUMScrum as it should be. I was the Scrum Master over a team that had members in Mpls and India. When I arrived at Ceridian we had a tremendous problem with code quality, all of our releases were beset by post production errors that crippled our relationship with our customers. The team put together a development process that outlined how we were to communicate with each other. We banned email and encouraged frequent discussions between the developers, QA, product owner and BA. The process worked great. Our deployments went from problematic disasters to non-events. The team was very successful.As a development manager I was responsible for the following: - Budget - Personnel evaluations - Offshore - Inter-department dependencies - Organizational structure

Project: Ironman – Pricing ServiceBudget: $2,000,000Team Size: 25Technology: .Net, SQL ServerPM Methodology: SCRUMManaged the project from start to first release.Introduced Scrum. Syncada was a mess from a project management perspective. They used waterfall but is was a chaotic environment. I was hired to introduce Scrum and to also use Scrum on a highly visible project. The team delivered the first phase of the project and then I left. The introduction of Scrum was mixed. Upper management could not grasp the principles of Agile development.

Project: HealthMatch – State of Minnesota, Department of Human ServicesBudget: $23,000,000Team Size: 150 (75 – St. Paul, MN, 75 – Chennai, India)Technology: Websphere, J2EE, Oracle, SunPM Methodology: SCRUMManaged the overall project strategy and vision, with full ownership of project plans, resources, P&L and budgets. Devised strategies and methods to increase overall team velocity. Negotiated change with the client resulting in contract extensions and new work. Hired, evaluated and led a cross-functional international team of 150 onshore and offshore developers.• Increased overall team delivery velocity by implementing SCRUM for all teams • Aligned India and local delivery teams, reduced rework and defects by 50%• Improved communication between ACS and client by initiating cross-functional teams that included state employees• Managed the relationship between ACS and the MN State Management team (Directors, Assistant Commissioners and Commissioners)Large scale Scrum. A huge project called HealthMatch was already underway when I joined the team as the Program Director. The teams and the project were set up as a classic waterfall project. I created Scrum teams and the backlog for the entire project. We eliminated four hours of redundant meetings and replaced them with a bi-weekly Scrum Demo and Retro. We actually started to produce stable and reliable software. The state cancelled the project before we were able to deliver.

Reluctant Scrum. I was brought into coach/mentor two teams in Scrum. It was evident after a few weeks that there was no desire from upper management to embrace Scrum. I left after two months of futility.

Project - International PricingBudget - $1,500,000Team Size - Two teams, 15 and 10Technology - Oracle and JavaPM Methodology - Scrum and XPThe International Pricing project rewrote an existing client-server application into a web based application. Scrum mentor and coach - I was specifically hired to introduce Scrum and XP to Moneygram. I was the Scrum Master for two teams. I mentored the new Product Owners and the team in Scrum and XP. Both teams were successful in delivering their projects.

Project: Architecture RemediationBudget: $500,000Team Size: 10 software engineersTechnology: C#, .Net, SQL ServerPM Methodology: Waterfall, clandestine ScrumBest Buy had a very inefficient web site. BB had one of the largest server farms in the world for a retail web site. The team was charged with finding bad code, bad queries and anything else that was slowing done the response of BestBuy.com. When the project was complete, we were able to reduce the number of servers by 50%. Scrum undercover. BB was a traditional waterfall shop. Under the guise of waterfall, I implemented Scrum with the two teams I managed. We did not have a product owner, so i acted as one. We created a backlog, held daily standup meeting and did sprint planning after each sprint. My two teams were very successful.

Projects: 24k GoldPoints.com Gateway Loyalty System Gold Points Infrastructure Client ProjectsBudget: $2,100,000 (annual)Team Size: 20Technology: BEA Weblogic, J2EE, Oracle, Powerbuilder, Cold FusionPM Methodology: WaterfallMajor Contributions:• Managed 5-10 concurrent projects• Developed an application to calculate ROI for all project requests• Created an application to manage all the projects as a portfolio• Delivered a major upgrade to GoldPoints.com on time and under budget.• Managed a project for 24k, providing all the backend integration for Carlson Companies lifestyle portalThe beginning of Scrum. I read my first book on Scrum while at Carlson Companies. That started my journey into the world of Agile.

Annual Budget: $2,000,000Team Size: 15 (IBM outsource personnel)Technology: Lotus Notes, SunPM Methodology: Method1Managed the Lotus Notes infrastructure via the IBM outsourced team. Projects included:• Lotus Notes Server Consolidation – Consolidated NT based Notes servers to SUN servers.• PROFS Conversion – Rolled out the Notes Calendar to AMEX and decommissioned PROFS• Reduced outages and improved overall server availability

Lotus Notes consultant at Cargill.

Led a team that developed sales support software in Lotus Notes.