2021 - Current
- Accomplishments and Experience
- 0 as part of ultra's agile maturity journey, i have helped establish and centre of excellence. where all the training material, and how the agile frameworks can be scaled for ultra as they win more and more bids
- 0 coaching multiple people at all levels within the organisation. whilst ensuring that the material used is always accessible and maintained over the years to come as the company matures more with their understanding of agile frameworks
- 0 configuring their agile tool of choice, jira, and ensuring the data held within that tool is maintained in a standard way to meet their report needs
- 0 contract
- 0 creating an art from the ground up with the various team members who had next to zero agile experience prior to my arrival
- 0 establishing an agile workflow which can be scaled based on the size of the work within a programme
- 0 i am currently coaching the various developers, product owners, product managers, and senior stakeholders to better understand agile and how they can start to scale this across their enterprise
- 0 i have also helped implement an agile framework in ultra's project management office (pmo), helping them manage their various project work, and day to day activities
- 0 i implemented a reporting programme that allowed for easy monitoring and progression of features. this would be used to report back to ultra's board, and their end clients. i also helped establish earned value reporting, bridging the reporting gap between
- 0 i setup and safe delivery framework which was consisted of 6 teams, 3 used scrum, and 3 used kan ban. 1 kan ban team consisted of the subject matter experts (sme) and technology leads. they would work a planning increment (pi) ahead ensuring the features a
- 0 i was initially requested to come and support ultra to set-up their agile delivery practice for a £65m programme or work
- 0 implementing earned value (ev) reporting to ensure that the programme can invoice accordingly based on proven progression. this was a major step in bridging how the project can stay on budget and feature progression
- 0 improving on time delivery and the quality of the output by co-ordinating the various building blocks of this project. being improve people and resource forecast accuracy due to high predictability of when key elements were targeted to be completed
- 0 once this framework was established, i then moved onto 2 other programmes. both +£20m in value and consisted of 15-20 people each. again, each programme had not worked in an agile framework before. utilising the now established agile workflows and structu
- 0 prior to my arrival ultra had no experience of agile and were trying to co-ordinate mission critical delivery via 1 team of +40 people. missing deadlines, and not being able to accurately report on work and predict when features will be delivered by
- 0 seeing my coaching and training being put in to action, utilising the various guides and learnings the senior leadership team (slt) had taken on board to help them better structure future programmes of work
- 0 the pi consisted of 5 iterations (sprints) and each sprint cycle was 3 weeks long. the art was spread over 2 sites, and planning sessions would consist of the team members being together at their home site and communising via secure video comms