- Accomplishments and Experience
- 0 building on the initial safe programme structure to ensure progress could be easily reported on in a consistent way and be presented to the board and various key stakeholders.in a way they could understand this
- 0 capturing of "lost time" to enable the team to see what issues the team observed, which then fed into our retrospective
- 0 co-ordinating over 100 people in the various planning increments held, with all the preparation, co-ordination, and coaching to achieve this. moving from an in-person planning arrangement pre-covid, to a 100% online planning setup during travel restriction
- 0 coaching people who were new to agile and safe on how this particular framework can help deliver results
- 0 contract
- 0 further considerations were needed for the technical requirements of the various devolved nhs authority systems of the 4 nations within the uk. all would have a very similar core set of requirements needed, and how they would be accessed. however, they wou
- 0 helped improve team efficiency, and adherence to sprint goals, by reducing "outside" interference coming to team members by asking (where possible) other non-members to ask question via the scrum master if it wasn't something they were currently working on
- 0 helping to negotiate and structure the various suppliers commercial contract arrangements to ensure they could work in the agile deployment framework. moving from a traditional fixed pricing model to incorporate an agile deployment model
- 0 i joined mckesson as the release train engineer in an in-flight safe programme of work. the £45m project with 100 developers was to replace all of the +900 lloyds pharmacy's retail outlet's point of sale (pos) systems and expanding their systems to take o
- 0 implementing visual and physical kanban boards for the various teams along with a digital one to aid on-shore support members
- 0 the agile release train (art) was made up of 7 teams, 6 running scrum, and 1 running kan ban. 1 team was a proof of concept (pos) team. working a number of sprints a head ensuring that basic elements and network issues were resolved prior to handing over t
- 0 the programme consisted of 4 environments, 3 pre-production, and 1 live. continuous integration, and continued deployment (cicd) meant that the teams could focus on ensuring features were developed inline with the requirements and testing was done to prote
- 0 the programme had a number of suppliers supporting, the main supplier who provided the basic functionality had it's employees embedded within the various teams to ensure all the key systems would work with mckesson's backend systems. in addition to the mai
- 0 the suppliers had employees from various european countries, as well as a supplier based out of india. in addition to suppliers based across the world mckesson also had internal departments based out in the us. this often meant we would have to consider ti