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Click here or scroll down to respond to this candidateCandidate's Name
Street Address PHONE NUMBER AVAILABLEEMAIL AVAILABLE LINKEDIN LINK AVAILABLESolutions-driven ScrumMaster with experience in leading cross-functional teams in the development, documentation and delivery of projects and process innovation driving the attainment of business goals. Seek opportunities to transform company practices into fresh, cost-effective solutions using lean and agile methodologies.EXPERIENCE06/21 PRESENTPROJECT MANAGER FEDERAL RESERVE BANK OF CLEVELAND (REMOTE)Member of the Risk Management BWISE Team, responsible for assisting and training practitioners in the BWise application for controls, entities and risk assessments. Assisting the project manager in administrative data to projects.Conduct Risk Assessments to define and remediate potential financial risks that may negatively impact the bank.Control testing of processes and procedures, documenting and verifying documents are readily available and accurate for quality assurance and internal auditsTrained leadership on lean and agile processes that would streamline teams production and eliminate waste and non-value added processes. Advocated the need to fully understand agile methodologies and to think lean, which resulting in revamping our intake process.Provided training in using Azure DEVOPS. How to write User Stories, understanding Features and how they tie into Epics.Created training documentation of agile ceremonies and best practices, which resulted in the team adapting a Scrumban Methodology (Scrum and Kanban); since the teams is unique and is both a service delivery and development team.Project Manager of a User Interface uplift project, that updated the UI dashboards of SAI 360 for Dev, QA and Production environments with vendor. Managing the SOW deliverables, budget, weekly status meetings and controls to ensure the project is delivered on time within budget.Co-Program Managed the Allyship Pilot Program overseeing the SOW and weekly status meetings with sponsors and leaders of the program created to address cultural organization concerns. I created and presented 888FEDSPKU, a anonymous speak up line, 360 Peer to Peer and 360 Manager Feedback and Revamped the Skip Level Process to include group settings to address the company feedback culture change initiative. Currently working with several officers with support of the Allyship leadership team to provide the bank with an anonymous tool to all employees to report issues that violated the company code of conductConducted daily standups, backlog refinements, retrospectives and touchpoints to align on opportunities to improve.Ensured the team delivered value by understanding Capacity, Estimation of work is understood and Velocity of work that can be delivered.04/21 07/21SCRUM MASTER/ PROJECT MANAGER, RAYTHEON TECHNOLOGIESMember of the Enterprise Asset Management team responsible for coaching of agile methodologies and assisting the Product Owner in defining the backlog and helping the team understand the need for clear and concise product backlog items.Asset Management reporting of assets, including mobile devices, personal computers and servers that needed security upgrades or removal from the networkHosted daily stand ups with scrum team, agile ceremonies methodologies and retrospective lessons learned. Backlog refinements according to prioritized epics, user stories and tasksAssisted the Product Owner with product backlog and agile team with removal of impedimentsResponsible for developing, tracking and reporting on key metrics (i.e. deliverables, financials, duration and benefits) and communicating findings to influence internal project methodologies and approaches.Scrum Master responsible for managing the exchange of information between members using Jira to update statusesWorked closely with Product Owner on best practices, remediating impediments and training leadership on agile processes and ceremonies.Tanium Deployment Unix Workstations, Windows Desktops and Servers reporting of in scope, deployed and targeted devices for updates for all divisions to executive leadership.Conducted backlog refinement, program backlog refinement and prioritization, program review and demos02/20 11/20SR. BUSINESS DEVELOPMENT MANAGER, Onyx logistics GroupResponsible for the facilitation of government defense contracts while working in Dubai. I worked closely with vendor stakeholders to negotiate FAR Federal Acquisition Regulation contracts for Department of DefenseCoordinated with external partners to elicit requirements from stakeholdersCreative thinker responsible for marketing OLG capabilities to future stakeholdersManaged work and capacity with developers using Azure DevOps of features and User Stories.Prioritized product backlog items business value, time criticality, risk, cost of delay and duration using Weighted Shortest Job First (WSJF)Used story point and value points to prioritize capacity and work in progress of backlog while using KanbanNegotiated multimillion dollar procurement contracts of 72 military vehicles and repair kits with AWZAR Group in Iraq with DGCI09/99 01/20SR. BUSINESS ANALYST PROJECT MANAGER, frito-lay HQAccountable for communicating the value of work for the Development teams. Including, at times, setting product direction. Collaborated with stakeholders to identify and organize steps for iterations for the purpose of transforming into actionable steps to support product refinements and releases. Dual rolled to plan, schedule and execute all stages of systems used by field personnel. Responsible for delivering to stakeholders requirements as described in the project scope; and managed the successful implementations of multiple projects, while managing functional relationships with key stakeholders and project sponsors using lean and agile principles.Experience with Waterfall and Agile methodologies phases of conception, initiation, analysis, design, construction, testing, deployment and maintenance of the project.Ensured development team conduct of daily Scrum while eliminating impedimentsServant-leader ensuring sprints contains Sprint Planning, Daily Scrums, Sprint Reviews and Retrospectives from the Product Owner and Developers were metCreated Business Requirement Documents to outline the goals and expectation of the stakeholdersPerformed Cost Benefit Analysis (CBA) to estimate the strengths and weaknesses of alternatives to determine if a planned cost of quality activity is effective towards its expected benefitManage requirements, testing and defects in HP ALM Quality Center of the project lifecycleExperience with JIRA and Azure DevOps to track and manage activities of high priority items, tracked daily work and report on progress of the project.Communicated strategies including scope, vision, cadence and optimal solutions for achieving goals related to development and team performance to business stakeholdersSpearhead cross-functional collaborations to mitigate potential risks identified in the project risk management planPerformed data analysis of KPIs and burndown charts to identify trends and areas of product refinement and improvementCreate and conduct User Acceptance Testing, documented, research and resolve issues related to testing activities in Quality CenterImplemented priority escalation and notification process to prevent erroneous application data from being used by field users when ETL Data cycles were delayedTrained end-users on refinements and enhancements to proprietary business applicationsSUPERVISOR / INFRASTRUCTURE, PEPSICO HQServant leader that increased performance, improved morale and changed the business culture. Directly responsible for collaborating with business stakeholders to address potential threats addressing Risk Management that could negatively impact the business financially.Spearheaded cross-functional collaborations to mitigate potential risks identified in the project risk management planManaged a team of 24 full time employees, in U.S. and Canada as the technical supervisor lead of the Infrastructure Support Team of PepsiCo Service DeskMember of the internal project team responsible for the planning and integration of ServiceNow from Service Manager ticketing systemFacilitated cross-functional leadership meetings to define direction, improve communication and buy-in to changeImplements and coach cross-functional teams in change initiatives, using the Change Management 5-P Methodology resulting in an improved customer experienceImproved web ticketing process to meet the service level agreement, by suggesting cross functional team members who are skilled in supporting all divisions provide support to issues. As a result, this improvement reduced the team size from 10 full time employees to 3Led metric performance initiative that improved the overall performance of key performance indicators (KPI) which contributed to exceeding the Service Level AgreementReported call trend analysis to identify incorrect ticket documentation, the need for solution modification and trainingINFRASTRUCTURE RELOAD, PepsiCoIntroduced a new reload process to the infrastructure team. By dedicating a person(s) to only reloading computers, the team could forward all reload related issues while reducing callers wait times for assistance which increased KPIs that met Service Level Agreements (SLA).WEB TICKETING, PepsiCoImproved web ticketing process to meet the service level agreement and support by suggesting the web ticket process be supported by multi-function team members who are skilled in supporting all issues. This improvement reduced the team from 10 employees to 3Provided inbound technical and proprietary support for PepsiCo internal and external usersCoach and train end users on how to information in support with all proprietary applications2019MS PROJECT MANAGER, KELLER GRADUATE2002BS TECHNICAL MANAGEMENT, DEVRY UNIVERSITY1997AAS MUSIC VIDEO, THE ART INSTITUTESKILLSLifecycle ManagementChange ManagementAzure Dev OpsEarned Value AnalysisCost Benefit AnalysisJiraWSJF AnalysisScrum CSMServiceNowCERTIFICATIONSScrum Master CSMSAFe 4.6Lean Six SigmaMILITARY SERVICEUnited States Navy - Honorable |
