Lisa Rahder Agile Coach Scrum Master

Lisa Rahder

Chicago, IL

**********@*****.***

AGILE CSM Coach: Agile Certified - 10 SCRUM-Iterative-Mix, 10+ informal - TTD

Program Management: 15 years (5 formal, 15 years informally)

Project Management/Scrum Master: 25 years

SUMMARY

From permanent positions with Accenture (Andersen Consulting) and IBM, I have been an independent IT contractor for over twenty years. My experience in IT consulting includes Scrum Alliance Certified Scrum Master (CSM); Project Manager; Agile Program Management; Agile Business Analyst; Test Lead and designer and documenter of Agile Best Practices in an Extreme programming, Test-Driven Design environment using a tailored selection of Scrum, KanBan, or Iterative Agile. My management and business background is well balanced with extensive hands-on programming and technical design in object and web languages, as well as design and coding of enterprise integration involving legacy relational and mainframe systems.

Agile tools used include JIRA-Greenhopper-Structure (Administrator), VersionOne, and MS tools converted for Agile use. On-going SAFe review includes LeanKit and AgilityHealth, as well as smaller tools such as Trello.

I have experience in Agile Coaching as well as Change Management (tasks such as release-management and the creation of job aids). My training background includes over 20 years of writing and conducting End User and Developer training.

Agile Program Management Coaching covers several areas including Risk Control and modified Story formatting, among others:

Introducing artifacts for Risk and Dependency tracking in new, Program-level development Scrums, e.g., Agile RoadMap.

Establishing controls among multiple vendors in global Program with the creation, documentation and enforcement of global E2E (End to End) processes tracking the flow of stories from initial creation through all Program streams in a series of gateways and hand-offs, from initial creation through final Product Implementation.

Establishing new reports in Programs of mixed Agile and Waterfall streams;

Establishing new Story formatting to prevent scope creep and increase velocity among Sprints in multiple streams.

Agile Scrum Master and Agile Business Analyst experience includes conducting daily Scrum and point update; addressing/removing blocks; story weighing (Planning Poker & physical cards); task-assignment and simultaneous task-test ID; Sprint reporting and general Sprint follow-through at Program and Stream-Project levels. Also managing testers and SMEs during UAT in both Agile and Waterfall environments. BA experience includes training end users on User Story creation as well as standard BA deliverables such as complex Visio workflows/diagrams and PowerPoint presentations.

QA-Testing includes the design and management of Unit-System-Alpha/Beta/UAT testing through rollout: identification of Agile Task testing for TTD (i.e., required unit, system and UAT for each task when assigned); creation of detailed scripts, and running those scripts.

In both Agile and Waterfall SDLCs I’ve particularly enjoyed working with SMEs owners and acting as an interface between business and technical departments.

Systems range from Domestic and International Banking; complex CMS for Finance and Healthcare; Risk Management Systems in International Finance; image-driven purchasing systems for Pharmaceuticals; judicial systems for the State of Illinois; and international Legal/Governmental Document Management, among many others.

Clients include: Accuity; Wolters-Kluwer; CNA Insurance; BMO-Harris Bank; HSBC; NewEdge Group; Harris Associates (OakMark Funds); Equity Office Properties; Abbott Labs; Caterpillar; State of Illinois; among many others.

Development Experience: In addition to hands-on web and object programming (Domino; VB; Java API; JS; HTML; XML; etc.), my Enterprise integration experience includes relational and flat warehousing systems (script LS, OLE transfers, middleware), and related DWH enterprise mapping of Oracle; AS400-mainframe; SQL Server; FoxPro; Cad Cam-Primavera for storage, duplication review, data flow and “clean up” of many backend relational and legacy systems, as well as designing new flow paths. Integration experience includes direct programming and design.

I also write professionally between technical contracts (non-technical). Multilingual.

Systems, Languages

JIRA-Greenhopper-Structure (system administrator), VersionOne SCRUM project tracking

Reporting & Management tools: LeanKit; AgileHealth; etc., MS Visio; MS Project Manager; SharePoint; Caliber; Documentum; ArborText; Accept360; Crystal Reports; etc.

Remedy; Quality Center; Selenium

Primavera; Oracle; DB2/AS400 and mainframe; most common SQL packages (SQL Server; MS Access, MS Project; MC Visio; FoxPro, DB2);

Middleware: DECS, LEI, ReplicAction, MQSeries, Z-Merge, Sentinel, NotesPump, Notrix; ETL Informatix.

Desktop Publishing Packages, Graphical Editors for Windows and Macintosh.

CBT - CBE Coding using Course of Action; Toolbook, MS proprietary internal CBT tool DOT (Daughter of Ted);

Hyperlinked Full-text Retrieval Packages, Imaging, Same-time Communications (CERL PLATO through current web, Domino, etc.)

Visual Basic: Advanced Notes / Domino Function & COM; LotusScript; JavaScript; HTML; CSS; Visual Basic; XML.

Business Skill set

Waterfall and JIT/Lean/Agile SDLCs (Scrum – Kanban – Iterative)

Agile Coach; Agile Program Manager; Scrum Master – Project Manager; Agile Business Analyst; Test Lead; Trainer; Writer

EXPERIENCE

From permanent positions with Accenture (Andersen Consulting), and Technical Manager at IBM, now independent contractor of IT services for the last eighteen years (see below).

INDEPENDENT CONTRACTOR: Current

2014-2017 SAFe tool review often with ICON Technology

Sabbatical

2014 – 2017 On-going review of SAFe add-ons to Agile ALM tools, as well as inexpensive/free initial tools for use before a firm’s Agile SDLC has been finalized (i.e., to avoid allowing premature adoption of an ALM tool to drive the way Agile is adopted within a company.)

2013 – 2015 Insight Guides Publications Fall 2013 through 2014)

(2014 – back injury – serious, fine as of winter 2017)

Accuity, January, 2013 to Fall, 2013

(AGILE) Bankers and Accuity merged to form “Accuity”, the single registrar of all electronic transfer codes worldwide (outside of Switzerland). In addition to registering all BICs and routing codes, Accuity creates the electronic “paths” over which all electronic transfers flow. The data gathered for these activities is then repackaged and sold to financial firms, banks, trading firms, etc.

This multi-million dollar, 14-stream, 6-vendor Program was responsible for replacing all legacy data from the original firms with a single, centralized XML Data Warehouse, as well as replacing several existing B2B systems with a single Accuity SmartWorks web product.

Role: Agile Program BA – BA Coach; Agile Program Manager and Program-level Coach; JIRA Administrator; Scrum Master (as needed)

Project/Key Deliverables:

Observed impact of “conflicting-Agile” methodologies in multi-vendor, multi-department environment, as well as internal UML-Agile conflicts. Tailored processes and created new artifacts to overcome these conflicts, in addition to authoring and teaching “Agile Best Practices” document for client firm (Scrum and Kanban)

1.Identified lack of Controls at Program and Stream levels, contributing to Risk in all areas:

- control over 5 vendors in 6 countries over 14 streams of mixed Agile methodologies

- control over velocity at Sprint level (i.e., slow/unpredictable velocities in high-turnover

environment)

- control over poor communication among stream leads

- risk over scheduling to meet release date

- control over Waterfall streams within Agile Program.

Created and enforced new artifacts/meetings to track or eliminate risk, below:

2.Agile RoadMap

3.Created Agile “Best Practices” document, used as basis for Agile adoption across entire company worldwide (use of Scrum and Kanban, use of JIRA and links to online JIRA training, etc.).

4.Created and distributed “Welcome” on-boarding electronic packet and mandatory on-boarding procedure for all new hires: using this document, new hires (vendor or new permanent ) were actively coding in Sprint by afternoon of second day;

5.Created Program End to End (E2E) Story control procedures and artifact documenting mandatory flow of all stories from initial Customer need to final Release for entire 14-stream Program to control Risk, e.g., increase reliability of scheduling; increase velocity of Sprints; decrease confusion in communications; increase ;

6.Established and led weekly Scrum of Scrums for all Development programs;

7.Created Risk and Dependencies artifact for used in Scrum of Scrums;

8.Created new Story and Rules formatting requirements to increase Sprint velocities, and eliminate existing confusion of multiple vendors applying “their” version of Agile simultaneously;

9.Created Story Formatting workshop, presented to Business Owners and developers;

10.Created and maintained new Top Program-level reporting incorporating Waterfall streams into Agile reporting;

11.Administered JIRA

12.Negotiated purchase of JIRA Structure add-on, loaded and configured Structure in JIRA;

13.Did all Sprint reporting (e.g., burn-downs, week-to-date burn-ups against Release goals, etc.);

14.Created all Scrum boards;

15.Created and maintained physical Program Scrum board;

16.Acted as Scrum Master to web-development team when needed

Primary Technologies: JIRA-Greenhopper-Structure; XML/MarkLogic; JAVA/HTML5/JS.

Harris Bank, April, 2012 - September, 2012

Merge all systems of newly-acquired bank with existing BMO-Harris banking systems. Enterprise integration/warehousing of banking data in 11 simultaneous projects.

Role: Business Analyst with Project Manager responsibilities, QA

Project/Key Deliverables:

1.Created all documentation for 11 concurrent projects in a CPD per project (Consolidated Project Document)

2.Created all business process diagramming;

3.Created all QA scripts;

4.Created/maintained all project schedules;

5.Acted as SME/tech interface.

Primary Technologies: PeopleSoft (central bank Management Reporting Processes); Db2-Cobol (central Bank Data Warehouse); Quality Center; ETL Informatix.

(AGILE) Wolters Kluwer, April, 2011 – December 30, 2011

WoltersKluwer is a world-leader in gathering, repackaging and selling access to government data, i.e., all Federal and State Publications, Case Law, Legislation, etc. This Program was to convert Case Law and Federal Publications into a new Documentum system.

While I was there, WoltersKluwer transitioned from Waterfall to Agile with Mike Cohen’s Mountain Goat. I took training with them, and coached informally as need arose.

Role: Agile Business Analyst, Waterfall Business Analyst, QA, Agile Coach

Project/Key Deliverables:

1.Complex process diagramming;

2.Use Case/Actor diagramming before transition to Agile

3.Wrote core architectural/requirements document for each Sprint (retained in Agile)

4.Helped Scrum Master devise Sprint “overlap” schedule for BA-Architect.

5.Helped Scrum Master transition to Agile, e.g., explained differences from project manager and temporarily took on Scrum Master responsibilities such as removing blocks.

6.Agile Story creation and weighing (Planning Poker)

7.Identified risk of slowing sprint velocity due to poor User Stories: recommended new construction (Business users based in Montreal, then took additional training)

8.Identified lack of control on MSP-developers

- Poor dev Sprint velocity

- Poor unit and system testing

- Client denied access to all code

9.Unit testing - Called MSP tester in Belarus at 3:00 AM US Central time to discuss. Female tester not being supported by male Belarussian management – cultural issue - no guidance, no time, no testing templates.

My solution - bypass MVP management and add all TDD script creation and planning to Scrum Story task assignment, and daily scrums. Once supported by the team, testing improved and velocity increased significantly.

10.System testing - Introduced changes in system test template; helped write scripts and conduct tests.

11.Client denied access - client scrum master had not wanted to press for access. After discussion with him, I escalated to higher levels cc’ing scrum master and reminding all of specifications of original contract allowing complete access.

12.Re-designed program’s SharePoint space.

13.Advised all scrums on writing in all deliverables/helped several teams with their writing.

Primary Technologies: Documentum; ArborText; VersionOne; SharePoint

(AGILE MIX) CNA Insurance, August, 2010 – February, 2011

CAN Insurance was working to create new procedures for managing IT after replacing 90% of US staff with three Indian MSPs. I worked on five projects in a mixed Iterative Agile and Waterfall environment: On/off Boarding, Release Management, MSP Reporting and Primavera retooling.

Role: Business Analyst; Project Manager; Test Lead

Project/Key Deliverables:

1.Requirement Specification and Design Documentation (RSDDs);

2.Business Process diagramming (Use case; Business Process Flows; Limited structural diagramming in waterfall streams);

3.UI Screens

4.QA Strategy document for Iterative Agile Primavera stream;

5.QA scripts.

6.Managed On/Off Boarding stream.

Primary Technologies: SharePoint; Visio; MS Project Manager; PeopleSoft; Remedy; Team track; Primavera; FileNet.

Plymouth Tube, March-April, 2010

Role: Server Administrator; 8.5.1 Designer overview Technical Training

Project/Key Deliverables:

1.Troubleshooting malfunctioning OOO, Archive, Calendar and other bugs for Notes 8.5.0, and upgrade to 8.5.1.

2.Also high level review of Notes 8.5.1 Designer for Client's Chief Administrator.

Primary Technologies: Notes Domino 8.5.1

Mazak Optonic Corporation June- July 2009

Role: Server Administrator; BSA

Project/Key Deliverables:

1.Restore crashed Mail Server, backed-up mail

2.Associated testing, etc.,

3.BSA planning for reorganization of outdated OU structure, servers, impact on dBs and mail, etc.

Primary Technologies: Notes Domino 7.5

(LEAN MIX) Harris Associates, L.P., May 2007 – June, 2008

The OakMark Fund’s mobile analyst tool is used by Harris Associates analysts to analyze companies for possible addition to the Fund’s international portfolio. Harris had no formal SDLC at this time, e.g., no project documentation, no process for programming, testing, or release: they programed directly on the production server. I used Lean/Agile element for project management.

Role: Object developer; TDD QA; Trainer/technical coach; BA/BSA; liaison with Business users

Project/Key Deliverables:

1.Extensive debug and addition of new functionality to financial analysts’ mobile research system used by OakMark International Funds.

2.Object code (JAVA; Domino)

3.Advanced Lotus Script and TOMS/Bloomberg integration

4.Wrote/oversaw all testing and UAT

5.Wrote all require process flows.

6.Creation of Notes Administration procedures for all Implementation to Production Notes Domino systems at Harris, including Domino Connectors to TOM’s system (e.g., implement prep, implement, backup, failover plans, etc.)

7.Trained client in the above.

8.Used JIT/Lean approach to manage

- Extreme programming, utility-based release;

- Product-Owner driven (daily scrums with product owners)

- TDD

Primary Technologies: TOMS; Lotus 1-2-3; COM; Notes Domino 7.0.1 and associated object languages

(Lean Mix) NewEdge Group, Oct, 2005 - Sept, 2006 (Calyon Financial)

NewEdge Group is one of the world leaders in derivative trading. I worked as a BA, developer and designer in the areas of International Risk Management in projects such as On/Off Boarding and data warehousing. (See detailed resume for more)

Primary Technologies: iSeries; MS Visio; SQL; Notes Domino 6.5.3; Exchange.

HSBC-Household Finance, June, 2005 - Sept, 2005

Role: IT Project Manager, Business Analyst, UAT/client liaison

(See detailed resume for more)

Primary Technologies: Notes Domino v 5.6 web; internal SDLC Management Tool

Klein Tools March, 2005 - May, 2005

Role: Developer, web

(See detailed resume for more)

Primary Technologies: Lotus Notes Domino 6.5.2 on AS400; Exchange.

General Casualty Insurance (Wisconsin) Oct, 2004 - February, 2005

Role: End User Training; Notes Domino Administration, Planning/implementing server/client- InstallShield upgrade 4.6.1 to 6.5.3; troubleshooting VPN communication, Review/Update procedures,

(See detailed resume for more)

Primary Technologies: Lotus Notes 4.6, 6.5.3

Abbott Laboratories Sept, 2003 - Feb, 2004

Role: Business Analyst, End User Training

(See detailed resume for more)

Primary Technologies: Lotus Notes 5.06 - LotusScript, JavaScript, Sametime

Abbott Laboratories Sept, 2002 - July, 2003

Role: BA

(See detailed resume for more)

Primary Technologies: Lotus Notes 5.06 - LotusScript, JavaScript

Equity Office Properties 2001

Role: Lotus Notes Designer, Developer, Business Analyst/Data Architect

(See detailed resume for more)

Primary Technologies: SQL Server, DECS, LEI, Lotus Notes 5.06 -LotusScript

Diamond Cluster International May, 2000- March, 2001

Role: Notes Domino Developer, Designer, Architect

(See detailed resume for more) Primary Technologies: Lotus Notes Domino 4.x, 5.05; LotusScript, Crystal Reports

ASC Services, Inc. (Ameritech) February, 1999 - December, 1999

Role: IT Project Manager; Trainer; BA; Developer;.

(See detailed resume for more)

Primary Technologies: Oracle, Louts Notes Domino 4.6 and 5.01, Replic(See detailed resume for more) Action, MS Access, CAD, Primavera

Arthur Andersen January, 1999

Role: Project Manager, system re-engineer

(See detailed resume for more)

Synergistic, Inc. 1998

Role: Middleware Technical Trainer; Technical Lead, Risk Analysis, Data Modeling, Project Management

(See detailed resume for more)

PERMANENT EMPLOYEE: 1990-1997

CGI Systems, IBM subsidiary 1995 - 1997

Role: Technical Manager; Business Analyst; oversee all integration testing and UAT

(See detailed resume for more)

Clients: Caterpillar Corporation (CRSI, Mobile Sales and Sales Force Management System), Caterpillar PC Software Group

Primary Technologies: SQL; MQSeries; ReplicAction; Z-Merge; AS-400; various mainframe data sources; MS Access; Lotus Notes R4.5, R5.0; C++; C.

Accenture (Andersen Consulting) 1989 – 1994

Role: Tech Lead; (Acting project manager; trainer; developer in groupware, pre-web systems)

(See detailed resume for more)

EDUCATION

Professional

●CSM (Certified Scrum master)

●VersionOne; JIRA

●Lotus Certified Training Centers); Domino Sametime.

●Strategic Planning, MBA curriculum, University of Chicago, Chicago, IL

MA: Development Econ-History: University of Illinois, Urbana IL. Elective IT classes.

BA: French Major, Geology Minor: University of Illinois, Urbana-Champaign, IL

Diplome du langue: University of Paris, Paris IV and the Sorbonne, Paris, France

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