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 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 i was responsible for coaching and ensuring all the scrum teams followed a standard scrum approach within the department, interviewing any new starters, providing progress reports for each team. in addition to this i would also represent how the department
0 returning to rolls royce via deloitte consultancy, through a request from rolls royce to the department i originally set up
0 the department had grown in its original remit of creating bi reports for various internal departments to now being the central function for all key business and city level reporting throughout the entire organisation
0 the reports were feed via automated direct connections to a large number of systems and database repositories. the data was presented via an interactive cognos front end which took data via business objects or informatica. the goal of the department was to