Mikhail Plotnikov Email & Phone Number

Astana, Kz

Almaty, Kazakhstan

Moscow, Moscow City, Russia

- Agile transformation of two tribes (product groups, 150+ people)- Assistance (coaching, mentoring and training) to leaders and product owners in creating a product vision and a roadmap to achieve the vision. Training in the application of various practices: CJM, Impact mapping, JTBD, Design thinking, lean canvas, product vision canvas, backlog prioritization (ICE, Moscow, Kano) etc.- Implementation of an iterative-incremental approach in all product groups of tribes.- Coaching and training scrum masters, line managers and team members in the use of Scrum, Kanban and XP practices.- Facilitation of events for teams and tribes.- Launched more than 20 cross-functional feature teams.- Designed and launched a product group of 4 teams (more than 30 participants) using the LeSS framework (T2M reduced from 2-3 months to 3 weeks). - Implemented cross-product planning for a group of 7 teams: backlog synchronization and dependency minimization. - The internal platform for employees was brought to the pilot group of users 3 months ahead of the plan. - The release process of the teams of one of the tribes has been reduced from 3 to 1 day.

Moscow, Moscow City, Russia

Almaty, Kazakhstan

- Agile-transformation of the bank: compilation and adaptation of the transformation roadmap. Success metrics, principles and rules of transformation were determined and approved by the Board of the bank.- Conducting agile trainings for top management and middle management of the bank.- Formation, launch and support of e2e cross-functional product groups/business units/tribes.- A vision of the organizational design of an agile company and a roadmap for its achievement, regulations and rules describing the characteristics of products, product groups and the processes of their launch, budgeting and performance control have been created. - The process of product quarterly budgeting has been launched.- A pilot transformation of the retail lending product group was carried out (6 scrum teams).- Launched a development team (20+ people) of Internet banking for legal entities using the Kanban method- Launched an internal school of scrum masters.- A team of agile coaches and scrum masters has been assembled.

Kazakhstan

- Starting the department from scratch. An organizational design of a flat structure was created (2 levels of the hierarchy "team - head of direction")- Formation, launch and management of 5 cross-functional scrum teams to create and maintain a corporate data warehouse. - Creation and support of ETL processes for loading data from 30+ information systems.- Creation and implementation: storage architecture, rules for cleaning, deduplication and aggregation of data, metadata and rules for working with them, the structure of data marts and processes for transferring data to recipients, data sets for the operation of ML models.- Creation and management of the data warehouse product backlog. Interaction with stakeholders and data consumers, work with product hypotheses and business metrics of storage efficiency. Implemented MDM (master data manager) system in terms of client records and required NSI. More than 10 data sources have been connected (including those outside the bank), algorithms have been created for cleaning and combining data into a “client's golden record”.- Developed and automated filling of 200+ date marts, 50+ business indicators and metrics..- Implemented a unified catalog of company metadata.- A unified database of contact data of the bank's clients has been created. 10+ sources have been integrated, 50+ cleaning and deduplication rules have been created, feedback processes from the call center on data quality have been automated. The number of calls increased by 70%, the number of sales of cards and loans increased by 10% in the first 2 months of working out the base- Implemented Qlik Sense, integrated with the repository, launched training for departments to work with Qlik.

Kazakhstan

- Refinement and support of key systems of the bank: ABS (all accounting and business of the bank in one system), ESB (IBM IIB 10), online banking for individuals (mobile and web channels), corporate data storage, integration with an external loop (state systems, payment gateways, stock exchanges, credit bureaus, accounting systems for large clients, etc.), front-end solutions of the bank/workstation of bank employees. - Formation and management of the department team (developers, analysts, testers, support and system administrators).- Formation, protection and implementation of the development strategy and architecture of information systems of the bank (including the introduction of new ones)..- Management of team backlogs, setting up and adapting the processes of prioritization, synchronization, development, implementation and maintenance.- Formation, protection and management of IT budgets for improvements and maintenance of information systems.- Automated the process of rolling up modifications to ABS and ESB. Delivery process was reduced from 5 hours to 30 minutes, without stopping the bank's performance.- The work of the bank has been transferred to Jira, BitBucket and Confluence. The processes of cross-team code-review, systemic training of developers, expansion of competencies (T-shape) have been implemented.- A circuit of automated regression and load testing was introduced, which made it possible to move from a "well" structure to the formation of cross-functional teams. The release cycle has been reduced from 1 month to three times a week. The percentage of critical errors during implementation has been reduced from 20% to 7-8% relative to the number of improvements. - A roadmap for the transition from monolithic to microservices ABS architecture has been created.- Launched the first pilot scrum teams (acted as the bank's first scrum master) and Kanban systems.

Almaty

- Dpartment team management: system administrators (data centers, servers, DBMS, bank local network), 1st and 2nd lines of support for all information systems, IT support teams in bank branches throughout Kazakhstan. - Formation, protection and implementation of the development strategy and architecture of the IT landscape of the bank.- Formation, protection and management of the bank's IT budget for data centers, server and telecommunications equipment.- Launched a geographically remote data center for backup of critical systems (estimated recovery time 24 hours)- The data center for hot switching of bank systems was launched (downtime from 1 to 30 minutes, depending on the system).- Information systems of the first level of criticality were transferred to a virtual farm with geographically distributed nodes.- A system for monitoring the performance of critical systems has been introduced.- Rules for the transfer of information systems for technical support have been developed. - Incident, problem and update management processes have been automated, a database of bank configuration units has been created.

- Development and implementation of software in financial institutions of Kazakhstan and Central Asia.- Full automation of banking accounting and business in 5 banks of Kazakhstan and MDO of Tajikistan.- Recruitment and formation of the team (80% of the team has worked together for more than 7 years)

Almaty, Kazakhstan

Automated banking system Bisquit/QBis was deployed and implemented in several banks (Sberbank Kazakhstan, Delta, Astana Finans etc.)

Developing applications on Progress 4GL, using Oracle Dataserver