MARINA CLAASSENS

C: +1-704-***-**** acw1km@r.postjobfree.com

SUMMARY

A highly experienced Scrum Master who has demonstrated the ability to lead

diverse teams of professionals to new levels of success in a variety of highly competitive industries and fast-paced environments. Strong technical qualifications and business background with an impressive track record in process engineering, strategic planning, business unit development, project management, release management and system engineering strategies. Proven ability to successfully analyze an organization's critical business requirements, identify deficiencies and potential opportunities, and develop innovative and cost-effective solutions for enhancing stability, quality and improving customer service offerings.

Education

PMP

sAFE (SA)- Agilist Certfication

Certified Scrum Master (CSM)

Prince 2

ITIL v3

Various Microsoft certifications – MCSE, MCP (Project Server 2009), MCAD, MCSD, MCDBA

Degree – Culinary Arts (Johannesburg, South Africa)

Technical competencies

Enterprise platforms

Unix/ Linus migrations

Project Professional

Project Server

Remedy

Rally

WebEx Social

SmartSheet

Microsoft Office (Windows and Mac)

Windows SharePoint Services

Windows SharePoint Server

Version One

Jira

Jira - Agile

Puppet

OpenStack

VMWare

EXPERIENCE

03/2016 to 07/2016 Senior Scrum Master - McKesson – Charlotte, NC

Transforming Waterfall team into sAFE, self-organizing teams

Supporting 2 teams with transforming Waterfall teams into sAFE teams. Both at different stages and maturity in the Agile process

Supporting fast-based development of Meaningful Use development required by the DEA and CDC

Conduct all ceremonies, within the prescribed time boxes

Provide best practices and support to both the team and Product Owner

Navigate a very complex process driven environment, keeping all the daily noise away from the teams for them to move forward effectively

03/2014 to 09/2015 PM5 (Senior Project Manager)/ Scrum master/ Agile coach – Wells Fargo – Charlotte, NC

Private Cloud Engineering – project drives change within Wells Fargo. Transforming way environments are provisioned and maintained.

Managing project using TPM (PMP based methodology adopted by Wells Fargo)

Managing projects through the full project management life cycles

Managing up to 5 projects with budgets ranging from $1 million to $5 million

Transforming and affecting change within the team culture. Driving team from waterfall to Agile through coaching members and leadership on best practices.

Support full SDLC processed, aligning the institutional processes with Agile processes within the team

Scrum Master for three teams – Puppet, OpenStack development and Blueprint Development

oConducting daily scrums and other key meetings in support of the team

Navigating TPM process while delivering project in an Agile approach

oMinimizing process and rigor impacts on team

oEnsuring documentation and milestones are met to satisfy both methodologies.

Story grooming

Resource Management

oForecasting

oMonitoring and controlling

Release coordination – managing release cycle, from inception to handover to OPS

oOversee creation of CR

oScheduling resources

oScheduling and conducting Go/No-go meetings

oConduct change call

oReporting

Successfully delivered all projects, within time and budget

Provide guidance and mentoring teams on best Agile practices

Creating processes to assist and streamline team activities

02/2012 to 12/2013 Senior Project Manager/ Scrum Master – Cisco - San Jose, CA

Responsible for the activities of technical team of 7 within WebEx Social, supporting continuous change and fast paced Release cycles

Managing release cycles using Scrum methodology

oManaging artifacts

oFacilitating Planning meetings, daily scrum, Scrum review and Scrum retrospective

oFacilitating Scrum of scrums

Act as a Scrum coach, mentoring project management team on best practices and implementing Scrum into a mostly PMI run environment

Managing Stakeholders and expectations with effective communication and following company processes and procedures

Defining scope by facilitating workshops and brain storming sessions

Act as go-between for business and technical teams, ensuring scope is set correctly and in detail

Managing scope to eliminate scope creep before or during Releases

Project planning for ongoing projects as well as new projects being migrated onto WebEx Social

Track, define and control project schedule

Project performance reporting

Responsible for teams across multiple time zones – UK, India and various areas within the US

Fostered and environment of open communication and problem solving, by improving processes and creating new effective processes and policies

Managing budget – inter team billing and overall project budget management

Responsible for decisions and final recommendations, often affecting more than one BU or the entire Program

Risk management – analysis, response planning

Change management – Served on the Change Board, facilitating discussions to ensure changes are approved/ rejected or implemented accordingly

Utilized Project Professional, Rally, and Remedy as planning/ monitoring tools

05/2009 to 07/2011 Senior Project Manager/ Scrum Master

ABSA Bank (Barclays )– Johannesburg, SA

Summary: Managing various projects within ABSA, providing Operational

Support on a management level and managing projects using Agile/ PMP principles

Drove and delivered critical application solutions within Service Level

Agreement focusing on enhancements, maintenance, and business continuity, providing 24x7 on call emergency support

Assisted various units to adopt Agile/Scrum methodology in a software development and hardware deployment environment

Managing projects through full lifecycle

Projects included both technical and business projects

Establish and maintaining business critical relationships with various supporting vendors to assist with the Banks corporate strategy

Resource management - both internal and vendor resources

Project planning

Managing installation and layout of physical infrastructure after the completion of newly built buildings for the group

Managing VDI Pilot Project: Planning and implementation of virtual

desktop infrastructure to an initial 4000 users

Utilized Project Professional, Rally, and Remedy as planning/ monitoring tools

10/2007 to 02/2009 Technical Project Manager

SUN Microsystems LLSP NHS - London

Summary: Managing all deployments (hardware and software) into Data

Centers across London for essential services to the NHS trust.

Tasked with ensuring that all new deployments pass quality gates, on the first attempt

Pass rate improved to achieve 95% acceptance into service first time, by engaging management, technical teams and defining processes

Able to work in a highly politically charged environment, ensuring projects deliver on time and within budget with resources that managed by 3rd part vendors and outsourced partners

Engagement of management and technical teams on various levels

Rollout of operating systems in clustered and stand-alone environments Management of three teams to ensure delivery within acceptable tolerances

Analyzed key metrics to measure product effectiveness.

Utilized Project Professional and Remedy as planning/ monitoring tools

04/2007 to 08/2007 Technical Project Manager

Royal Bank of Scotland - London

Deployment of Microsoft Office Project Server 2007 and other Microsoft

Office suite products into a banking environment.

Main objective was to ensure all current reports are mirrored not to cause disruption to users within very tight time scales.

This meant less time for user acceptance testing and training.

Involved in full life cycle of the project

Work package management Resource planning.

Facilitation of training Translating business requirements in to technical requirements - communicating to all levels of users

Facilitation of training Translating business requirements in to technical requirements - communicating to all levels of users

Coordination of various teams to ensure on time.

Utilized Project Professional and WSS as planning and collaboration tools

08/2006 to 04/2007 Service Delivery Manager Barclays – London, UK

Establish the project's resource & infrastructure requirements for new

systems & enhancements to existing systems.

Management of smaller projects within the service delivery teams, using Prince 2 methodologies

Budgeting and costing Managing a team of seven, and interfacing with external teams for service delivery

Managing service delivery teams, and supporting teams whilst designing, developing, installing and supporting core Microsoft systems and custom developed applications written on Microsoft .NET platform

These included SQL, SPS 2003, WSS 2003, CMS and Windows Server 2003 builds

Managing pilot of deployment of MOSS 2007 into Barclays Wealth

Virtualization of development and testing environments

Negotiating Service Level Agreements and warrantees on custom developed and newly installed systems into production environments

Relationship management and Vendor liaison

Security management Interfacing with external vendors to design and scope storage requirements for various systems

03/2006 to 08/2006 Technical Project Manager

Legal and General – London, UK

Summary: Deployment of Microsoft Office Project Server 2007 and other

Microsoft Office suite products into an insurance environment.

Involved in full-life cycle of project Budgeting, planning and estimation Implementing strict controls for daily management, thus making sure the project got delivered on time and within budget Monitored progress and maintained a picture of the status of the initiative, including aspects of risk, quality, and issues Managing the pilot rollout of AD and Exchange to 800 pilot users.

This was key to the success of the EPM implementation, since EPM hinge on AD for security Quality assurance, ensuring that developments meets quality criteria and expectation

Risk and issue management

Assist in Storage requirements for the EPM solution, using SAN technology.

Proactively identify deviations from the project, making it possible to react to problem with the eye on keeping the project on track

Guidance around best practices for both business process an.

06/2005 to 02/2006 Technical Project Manager Shell Oil Company - London

10/2003 to 07/2005 Consultant

Inobits Consulting - Johannesburg

08/2004 to 05/2005 Analyst Programmer AST Gijima - Johannesburg

04/2002 to 09/2003 Database Administrator ABSA Investment Bank - Johannesburg

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