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Agile Project Manager

Location:
Orlando, Florida, United States
Posted:
November 28, 2017

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Sergio Bueno Gaeta, MBA

AGILE PROJECT MANAGER - PMP®, PMI-ACP®, PSM, ASF, ITIL

Email: ac3inx@r.postjobfree.com

Phone: +1 (407) ***-****

Visa: GC-EAD

www.linkedin.com/in/sergiogaeta

**** ******** Square Blvd, APT: 323

ZIP: 32837 - Orlando, Florida

Enthusiastic and goal-oriented Agile Project Manager with seventeen years of experience in Technology, Project Management and Coaching. College professor, thesis works’ supervisor and member of the thesis defense committee. MBA in Business Intelligence, Bachelor Degree in Computer Science.

CERTIFICATES

PMP – Project Management Professional #2005242 PMI Member #4713818

PMI-ACP – PMI Agile Certified Practitioner #2069095

PSM – Professional Scrum Master I - SCRUM.ORG

ASF – Agile Scrum Foundation - EXIN #5949521

ITIL – Foundation Certificate in IT Service Management #GR750292109SB

NLP – Neuro Linguistic Programming - Foundation Skills (Practitioner)

Key Achievements

●Technology Projects: experienced in ERP development and implementation, POS softwares, mobile development (IOS, Android and Windows), e-commerce development and integration, third party Integrations and infrastructure / automation. Resources: Windows Server, Unix - Linux: Samba, Iptables-Firewall, Squid, Dns, Sendmail and Postfix, Mysql, Apache, Bash.

●IT Service management: created a workflow for customer support / SLA control (issue log) within our ERP Software using ITIL best practices regarding incident management: Identification, Logging, Categorization, Prioritization, Initial Diagnosis, Escalation, Resolution, Closure, Communication.

●Digital Marketing: put our website on the Google’s first page for more than 100 keywords. Linked Facebook, Youtube, Instagram and Twitter to the main website and Google Analytics.

●Business Improvement: Conducted market studies by using SWOT analysis and Michael Porter’s Five Forces from Harvard Business School; main negotiator for big sales, achieved clients all around Brazil, Chile, Argentina, U.K., U.S., and Angola.

PROFESSIONAL EXPERIENCE

PROGRAM PROJECT MANAGER

SBG - ERP MANAGEMENT SOFTWARE DEVELOPMENT, SAO PAULO - BRAZIL

02/2000-PRESENT

●Agile Project Manager (2014-PRESENT): for the biggest contracts (2M+); tailored projects within projects using different methodologies; Waterfall and Agile; Scrum, Lean, XP, FDD, TDD, ATDD, and mixed. Resources: MS Project 2016, Office 365 and other online solutions.

Program Manager: worked under intense pressure, managing different projects at the same time, having different resources, clients, teams, constraints, risks and goals.

Manage different teams onsite and offshore, different approaches, languages and cultures. Resources: MS Project, MS Office, Google Docs, Asana, Kanban and boards.

Agile Coach for new teams: taught the importance of having an agile mindset, explain the difference between different types of Agile (Scrum, XP, FDD, TDD, Lean, etc.) against a Waterfall approach. Resources: Kanban (virtual and real boards), Burndown charts, Online solutions.

Lean approach: tailored different tools and techniques to increase efficiency and reduce WIP such as: KPIs, KANBAN boards and CRM tools;

Scrum master and Product owner for IT projects such as: e-commerce development, mobile development (IOS and Android) and digital marketing. Resources: MS Project, Jira-like software, MS Office 365, Google Docs and Spreadsheets.

●Coaching and mentoring (2008): managed several teams simultaneously.

Created questionnaires based on NLP; simulated tough situations: how to sell the project to resistant stakeholders; how to understand and influence stakeholders to change their behaviour; formed a group of agile project managers.

Stakeholders engagement: Helped the development team to understand the customer needs and how to deliver them.

Benefits management: increased customer loyalty by providing high value delivery earlier and throughout a project by linking every requirement (WBS id / backlog ID) or user story to a registry within our software;

taught our team the importance of body language, positive mindset and the Disney Concept regarding Experience: 1- Safety, 2- Courtesy, 3- Execution, 4- Efficiency;

●PMO administration (2006): accountable for governance, project tracking / reporting and lessons learned. Resources: Excel, Word, PowerPoint and later on MS Project until Project 2016.

Created templates, procedures and established control thresholds using our ERP system, MS Office and MS Project for every stage of a project life cycle: initiating, planning, monitoring and controlling, execution and closing; as knowledge areas; Integration, Scope, Schedule, Cost, Quality, Human Resources, Communication, Risk, Procurement and Stakeholders Engagement.

Risk Management: created our Risk Register / Risk LOG template with spreadsheets and charts using MS Office and Google Drive.

●Project Manager (2004): responsible for the biggest clients since initiation and negotiation phase.

Created a complete workflow where every stakeholder could review and rate their related requirement and issues.

Coordinated vendors and third parties having all kinds of contracts, fixed-price, cost+award fee including managing RFP’s.

collected requirements using several techniques, such as: questionnaires, facilitated workshops, job shadowing and interviews in order to understand the business value;

●System analyst (2002): responsible for designing a complete ERP Solution (SAP-like): Supply chain, Workflow, Vendor management, Order Management, Ecommerce, POS, Financial, Bank slips, Importation, Retail and Wholesale, Invoices, Manufacturing, Services, CRM, etc.

●Developer (2000): started as a programmer, experienced in every phase of a Software Development Life Cycle (SDLC) and several departments. Languages: C++, PHP, VB, Delphi, Javascript, Perl, Html, ASM, Pascal, Basic.

RELEVANT EXPERIENCE

COLLEGE PROFESSOR

UNIVERSIDADE PAULISTA – UNIP, SAO PAULO - BRAZIL

05/2008-12/2009

(NIGHT CLASSES)

●Taught in several fields, such as: Project Management, Management, IT and Business.

●Performed large group presentation.

●Thesis Works’ Supervisor.

●Member of the Thesis Defense Committee.

TECHNOLOGY TEACHER

CENTRO EDUCACIONAL ASSIST. PROF. - CEAP, SAO PAULO - BRAZIL

07/2003-01/2005

(PART-TIME)

●Taught in several fields, such as: Programming, Linux, SQL Database, Operational Systems, Logic and Business Applications classes.

●Tutor of science fair projects: won two awards and lately became a judge.

ACADEMIC BACKGROUND

ANHEMBI MORUMBI - LAUREATE INTERNATIONAL UNIVERSITIES

Master of Business Administration (M.B.A.) in Business Intelligence

08/2006-12/2007

UNIB – UNIVERSIDADE IBIRAPUERA

Bachelor Degree in Computer Science

01-1998-12/2001

LANGUAGES & EXTRA COURSES

Languages: English, Spanish, Portuguese.

Arita Leader Training (I: Understanding emotions, II: Finding your mission, III: Financial freedom);

PGMP Program Management Professional; ITIL Foundation;

Journalist (I: Becoming an exceptional writer, II: Punctuation Mastery); NLP: Neuro Linguistic Programming;

PMI-ACP Seminar; PMP Prep Course; Professional Scrum Master; Agile Scrum Foundation;

SEO: Search Engine Optimization and Digital Marketing.

VOLUNTEER WORK

ETEC-FATEC (Government’s technical school-college) Invited to perform lectures.

SEBRAE (Brazilian support service for small enterprises) Invited to perform lectures.

NATIONAL ELECTION President of the section

2016

2015

2008-2014

HOBBIES

Photography: won four international awards.

Reading: Philosophy, Management, Psychology.

Travelling: new cultures and new experiences.

SAMPLE PROJECT

(ERP SOFTWARE DEVELOPMENT AND IMPLEMENTATION)

ELEVARTEL ELEVADORES SP - BRAZIL

Role: Project Manager at first then Scrum master and finally Consultant. Responsible since the negotiation.

Scenario: Japanese company with a lot of restrictions, procedures and a strong culture regarding change; 200+ employees and 2 branches.

Duration: 3 years;

Goal: create a software to help customer support; integrated to service department, financial and invoices. KPI’s dashboard for every key stakeholder director.

Tasks, Initiating: After receiving the statement of work (or RFP), validated and classified the lead; identified major stakeholders, constraints, assumptions and their related known and unknown risks (government regulations, accountants, banks, etc.). Developed a project charter using our templates in MS Office.

Planning: collected requirements using: questionnaires, interviews, job shadowing, and facilitated workshops with functional managers and key stakeholders; put all data in a RACI-based document (at first using excel), with full traceability and fields like: department, business value, assumptions (and their related risks) and success criteria. Internally, we decomposed every major feature into small requirements to create a WBS for approval. We were constantly updating a stakeholders engagement and communications management plan according to new information. For well-known risks areas usually put a 5-10% buffer for time and schedule forecast.

Executing, Monitoring and Controlling: For every WBS component there was a formal document of acceptance and traceability linked within our internal software (and issue log for bugs and suggestions), for communications with stakeholders and quality control. I Defined triggers for major milestones (bank slips, orders, invoices, etc); Usually, the major change was related to new regulations (government) and therefore major risks. I tracked the project using MS Project, MS Office, along with other internally developed solutions (Jira-like) linked to a dashboard of KPI’s customized for every key stakeholder (CEO, functional manager and Key users). I constantly updated our documents (PMO) with lessons learned and new templates.

Closing: Usually already had checkpoints for minor deliveries and milestones using formal approval, therefore collecting a formal closure was usually easy for each phase. Later, we decided to use an Agile approach with one-month sprint.

Agile Project Manager - Scrum Master:

Iterations: one month;

Approaches: Scrum, XP, FDD, TDD, Lean;

Release planning: high level planning usually for 6-12 months span;

Estimating: usually used affinity diagrams (t-shirts) for large quantities of estimating. Sometimes migrated to planning poker when we didn’t have a consensus among developers (the team was changing from 3 to 6, depending on the customer’s budget for each release / phase).

Sprint planning: the first half we decided what to do (usually in client location); the second half we decided how to do it (in our company, without the client);

Daily Scrum: after answering the three questions; usually the impediments were questions regarding features or user stories, sometimes were about technology then had to create a few architecture spikes or workshops.

Scrum of Scrum meeting: every week or so, for ideas generation and knowledge sharing;

Day-to-day: support team frequently gathered requirements through issue log; the development teams groomed product backlog little by little every day or so and at that time played a Product Owner role since I had a good relationship with the customer and I knew their requirements.

Tracking and communicating: tailored a dashboard in our software where the client could follow up real-time; kanban boards, burndown and burnup charts using online solutions (such as Asana and Jira).

Sprint review / demo: Usually in client location; after getting their approval we schedule a go-live procedure (usually on the weekend).

Sprint Retrospective: sometimes more than one: in client location and another in our company.

Result: Every department is integrated. Extras: integration with a different software for controlling their cars using GPS; Website and APP with KPI’s for functional managers; cloud computing using LINUX and WINDOWS and other benefits.



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