ANTHONY LUDWIG

**** **** **** *********: 610-***-****

East Norriton, PA 19403 Email: ad25nm@r.postjobfree.com Agile/LeSS/SAFe/Scrum/ RUP / Unified Process

Feature Driven Development/ Waterfall

Mentoring / Training

Process Improvement / Process Implementation

Project Management / Requirements / Analysis

SUMMARY

Industry-leading goal-oriented IT professional with over 30 years overall total experience in Software Engineering. Tony’s last 30 years of experience has been guiding companies toward improving current process and/or implementing new process solutions resulting in changes to the organization culture and the quality of work performed across business and IT groups. Work environments include Real-time, e-solutions, Portal development, Legacy, Batch, and Data Warehousing. Vertical Markets that include such work environments are Healthcare, Mortgage, Finance, Pharmaceutical, Advertising, Insurance and Gov’t Systems, Automobile, Truck, and DOD defense systems. Provide expertise tutoring using a “hands on approach” to include mentoring, coaching, and training. Focus is on process and practice implementation to include Agile’ s Scaled Frameworks (SAFe, DAD “Disciplined Agile Delivery”), Product/Project Frameworks (Scrum, Kanban, and FDD) as well as XP practices (such as ATDD) as well as variations of the Unified Process (RUP, OpenUP, EssUP, EUP). The concentration of the practices that surround the four primary disciplines Project Management, Requirements, A&D (Analysis and Design), and Testing. Skill set includes in depth knowledge and practice of technical software engineering methodologies such as Object- Oriented Analysis and Design, Structured Analysis and Design, and Information Modeling. These skills are used primarily to help create use case, domain, architecture, design models by software engineers throughout the development lifecycle.

Certified Less Practitioner

SAFe Program Consultant (SPC)

Certified Scrum Master

Certified Scrum Product Owner

PMP-ACP

PROFESSIONAL EXPERIENCE

Independent Consultant Jan 2023 to present

• Delivering advance SAFe courses to include:

o SAFe PO/PM

o SAFe LPM

o SAFe Advance Scrum Master

o SAFe for Architects

o SAFe Gov’t

Spearhead Technology June 2022 to Dec 2022

• Director of Client Partnership

• Involved with Pre and Post Sales of Spearheads core competencies at the executive level. Digital.ai June 2020 to June 2022

• Solution Engineer/Enterprise Lean Agile Coach/ VSM Architect

• You might start hearing a new term, VSM (Value Stream Management) It is not enough to adopt a Lean Agile Lifecycle Management tool, a CI/CD tool, but how do we orchestrate people, process, and tools so that we can Manage, Deliver, and Measure Outcomes of Value (the missing piece) tying in Business Analytics - not just output, but output with a business purpose (Outcomes); the next level to maturing to Business Agility

• Combine my coaching experience and a complete Value Stream Management platform combining the tool- suite of Arxan, XebiaLabs, and CollabNet VersionOne to help organizations with Business Agility while achieving complete transparency, alignment, built-in quality, and program execution.

• Help organizations scale VS platforms to execute Digital Transformations utilizing OKRs! Vertex Inc. August 2019 to February 2020

Vendor: Eliassen Group, Strategic Consulting

• Consultant/Enterprise Lean Agile Coach, Primary Line of Business Coach

• The purpose of this assignment is to help Vertex, Inc with the beginning of their transformation journey.

• Using Eliassen’ s concept of “speed to value” with SAFE as a major framework as backbone.

• Primarily coaching and supporting Product Management, Product Owners, RTE’s and Scrum Masters

• Support the Executive group with the foundation of LACE (Lean Agile Center of Excellence) and Agile PMO Western Digital August 2018 to January 2020

Vendor: Playbook and Pathways LLP

• Consultant/Enterprise Lean Agile Coach

• The purpose of this assignment is to help Western Digital (WD) with its expansion of transformation to include the Business with focus on Portfolio/Product//Program Practices

• Using SAFe as the major framework while using some considerations of LeSS and DAD

• Helping WD to understand that one-size SAFe does not fit all, based on Geoffrey Moore’s book “Zone to Win.”

• Hardware/Firmware environment

JPMorgan Chase Dec 2017 to May 2018

Vendor: Judge

• Consultant/Enterprise Lean Agile Coach

• The purpose of this assignment is to help JPMC with its expansion of transformation to include the Business with focus on Portfolio/Product//Program Practices

• Using LeSS as the major framework while using some aspects of Spotify

• Helping to establish a Program Management Center of Practice with a focus on Lean and Agile practices.

• Product and Software environment

Discover Aug 2017 to Oct 2017

Vendor: TEK Systems

• Consultant/Enterprise Lean Agile Coach

• Portfolio/Program Lean Agile Coach helps set direction for Portfolio.

• Help with Program level activities to drive towards a successful first launch of Planning Increment (PI) to include defining vision, architectural outline, and set of features complete with Lean Requirements

• Mentor Product Management team, Architects, Business Owners at the Portfolio and Program Level of SAFe

• Mentor Program and Team level activities for both Scrum and Kanban frameworks

• Product, Software, and Infrastructure environment S&P Global Jun 2017 to July 2017

Vendor: Independent

• Consultant/Enterprise Lean Agile Coach

• A seven-week stint with the Enterprise Service EPMO group to give an understanding of the fundamentals of scaling agile practices.

• Time was spent on education of scaled practices for Strategic and Tactical (Portfolio and Program) levels.

• Discussion also centered around the challenges the organization may encounter during a transformation. Comcast Business/Judge Mar 2016 to May 2017

Vendor: Judge Group

• Dir/Agile Coach www.comcast.com

• As the lead Consultant Agile Coach, representing the “business”, helping the organization create a strategy from

“piloting to see if there is an appetite” to “Transforming to a SAFe Framework within 3 years.”

• This adoption started at the beginning of 2016 and is still in the “Pilot to see if there is an appetite” to transform.

• Took existing 2016 Program/Projects in Motion and created a WSJF matrix (Economic View) so the Organization can learn “those things in motion versus the value.”

• Educated the Middle and Upper Management on the Framework regarding Portfolio and Program level emphasizing Strategic versus Tactical thinking.

• Taking 2017, setting up Portfolios (5), creating cross-business functional acumen teams to create and evaluate Epic Value Statements. This is to set up a more effective approach of limit work in progress and working on the

“right thing” at the “right time”.

• Piloting at the Program level to better understand the gaps between Prescribed SAFe and the Comcast/Vendor environment (2 trains of approximately 75 to 100 each)

• Caveat: Comcast has a collection of Applications; this is quite unique in that they may only have to design and develop “APIs and/or Plug-ins” to satisfy the integration of applications. All other work is done by Vendor Applications

• Established new fundamental habits to help support Empirical Data which was lacking in past attempts within a past agile implementation. Established the foundation so each Vertical unit can easily scale to SAFe (Scale Agile Framework). This approach allows organic, immediate strategic planning to have one Product Backlog made up of traditional projects broken down into Capabilities, Features, and stories that are easily assigned to different Features teams.

• Multiple Vendor Software Development, Highly Infrastructure and Product environment Cognizant ASG July 2012 to Mar 2016

Assoc. Dir/Agile Coach

www.cognizant.com

Client: Express Scripts/Medco Jan 2015 to Mar 2016

• As the lead Consultant Agile Coach, helping the organization implement an Agile Program Office. Additional duties include asset creation; mentoring “pilot teams” and helping the organization establish a strategy to successfully adopt SAFe.

• This adoption started the 1st of the year 2015 and is still in the “Pilot” phase.

• The APO itself is established by end of June with a strategy in place to move from the “Pilot” phase to the

“Adoption Phase Wave 1” (of 4 Waves)

• The engagement currently affects approximately 500 to 900 people with Product Owners and Key Developers and Testers, onshore, offshore, Business and IT personnel. Utilized the concept of an Integration Team to review and coordinate Program level dependencies, while using Features Teams to construct Features.

• Established new fundamental habits to help support Empirical Data which was lacking in past attempts within a past agile implementation. Established the foundation so each Vertical unit can easily scale to SAFe (Scale Agile Framework). This approach allows organic, immediate strategic planning to have one Product Backlog made up of traditional projects broken down into Capabilities, Features, and stories that are easily assigned to different Features teams.

• Work with “Upper” Management to understand the benefits of SAFe, to consider Centralizing Strategies at the Portfolio level and Decentralizing tactics at the Program Level.

• Phase 1 started in October “standing up” 2 Portfolios total $90 Million, including 8 programs and approximately 10 trains.

• Provide Practice Training on Portfolio Activities to include writing Epic Value Statements, Business Cases, Identifying and Defining Features, COD (Cost of Delay) and WSJF (Weighted Shortest Job First) exercises.

• First Portfolio Launching 4 programs concurrently, never been done before (not sure the best idea) Client: Cigna May 2013 – Dec 2014

• Facilitated, as an Agile Coach, highly profile business capabilities for a 2013 Fortune #97 Global Health Service Company. Mentored, Coach, and worked with team to establish an Agile environment adopting Scrum framework, Use Case writing and XP Practices to include Behavior Driven Development. Special attention mentoring the Product Owners/Story Authors authoring Requirements writing Use Cases and writing stories as a tactical approach to chunk down the work into business valued deliverable increments. This was a successful launch of Agile practices that spanned 2 distinct internal organizations both consistent of highly distributed teams to include locations in India, The East Coast, Central Plains and West Coast. These highly distributed teams utilized technologies to create virtual rooms to maximize collaboration across a 10 – 14-hour time difference.

• The engagement affected approximately 200 to 300 people with Product Owners and Key Developers and Testers, onshore, offshore, Business and IT personnel. Utilized the concept of an Integration Team to review and coordinate Program level dependencies, while using Features Teams to construct Features.

• Established new fundamental habits to help support Empirical Data which was lacking in past attempts within a past Agile implementation. Established the foundation so each organization can easily scale to either SAFe (Scale Agile Framework) or DAD (Discipline Agile Delivery). This approach allows organic, immediate strategic planning to have one Product Backlog made up of traditional projects broken down into Capabilities, Features, and stories that are easily assigned to different Features teams. Client: MetLife June 2012 – May 2013

• Facilitated, as an Agile Coach, a highly profile Single Sign-on Consolidated Product View Portal program/project for a 2012 Fortune #34 Global Insurance Employee Benefits Company/Client. Mentored, Coach, and worked with team to establish an Agile environment adopting Scrum framework, Use Case writing and XP Practices to include Behavior Driven Development. Special attention mentoring the Product Owners authoring Requirements writing Use Cases and writing stories as a tactical approach to chunk down the work into business valued deliverable increments. This was a successful launch of Agile practices that spanned 4 distinct Companies, 3 distinct locations in India, 2 distinct locations East Coast USA. This was a highly distributed team that utilized technologies to create virtual rooms to maximize collaboration across a 10 – 14-hour time difference.

• The engaged team consisted of 40 to 50 people with Product Owners and Key Developers and Testers onshore with the rest of the team offshore. Utilized the concept of an Integration Team to review and coordinate Program level dependencies, while using Teamlets to construct Features.

• Utilized A Systems team to manage the Program backlog and Feature teams to support the creation of the Features…Concepts taken from SAFe without having the group realize they were setting up for scaling of agile. Additionally, the Systems team orchestrated work across Feature Teams, handled and removed impediments. Ivar Jacobson International, Inc. July 2011 to July 2012 Agile, EssUP and RUP Practices Mentor & Coach

www.ivarjacobson.com

Assist organizations making changes utilizing assessments as the key to understand the current situation and creating a strategy to move to a new status quo of the Software Development Lifecycle (SDLC). Help organizations to scale to the Program level (using techniques of SAFe) creating holistic views, creating Feature Teams and System Teams as first level of scaling. Provide expertise tutoring using a “hands on approach” to include mentoring, coaching, and training. Focus is on the primary practices Scrum, Iterative Development, and Use Case Essentials Munich Re – A Global Reinsurance Company July 2011 – July 2012 Facilitate the adoption of Agile practices to include the Iterative Practice and Use Case 2.0 Practice. As part of the adoption mentored, coached and trained project teams in the execution of the iterative practice to include Business and IT

• Worked with teams that were distributed across Companies and Countries

• Helped with planning and executing of global corporate wide rollout strategy (utilizing Program to Feature SAFe considerations) to be implemented in 4 major countries. Also mentored, coached, and trained future internal coaches for the organization as part of the plan US Treasury

Coached and mentored the highest profile Collection project for the U.S. Gov’t. Mentored, Coach, and worked with team to establish an agile environment adopting Scrum framework, Use Case writing and XP Practices to include Acceptance Test Driven Development and Continuous Integration. Special attention in mentoring the Business Sponsor, the Product Manager, and Product Owner on driving business value through the use of the Product Backlog and Theme Release Planning.

Unified Process Mentors, Inc. August 2009 to May 2011 RUP, OpenUP and Agile Practices Mentor & Coach

www.upmentors.com

Client Engagement

Freddie Mac, McLean (client engagement) August 2009 to May 2011

• Assessment of All process methodologies

• Created EUC process methodology.

• Created Technical Model Development Methodology

• Established Business Analyst Practice

TheraCom, Rockville, MD (client engagement) May 2009 to August 2009 Engaged to perform a Gap Analysis of the current situation within the Software Development Group and define what is needed to create FDA approved software systems. The systems at the time of the consultation did not meet FDA approved standards thus having a major impact on the business. Highmark BlueCross BlueShield, Pittsburgh PA (client engagement) May 2007 to August 2009 Leadership role - engaged as a Senior RUP Trainer and Mentor, with specific duties as A&D discipline mentor Highmark’s RUP adoption covers approximately 2,600 people, some of whom have been developing software at this organization for over 30 continuous years. The resulting strategy encompassed both tactical and strategic goals to move the organization progressively through an adoption maturity model that set meaningful goals the organization could clearly relate to and measure.

• Analysis & Design Discipline Mentor

o Establish a Use Case/Scenario Matrix to help teams with the concept of prioritizing Use Cases/Scenarios based on Technical Risk. This Matrix Work Product helped teams to understand the concepts behind iterative development, distinguishing types of Risk during Elaboration and Construction phases. o Co-Created the A&D Framework, an expansion of the 4+1 view to include: Perspectives and Viewpoints as described in the book Software Systems Architecture by Woods and Rozanski. These views are Scenario, Functional, Information, Development, Deployment, and Presentation. o Helped bring different technologies such as SOA and Datamarts into adapting RUP. This helped enforce one process framework for the entire organization while exploring different architecture decisions. o Instrumental in helping the Information Modeling team create a strategy to capture logical models from project class models.

o Instrumental in helping the Architecture group with Enterprise Assets such as Reference Architectures and Reference Implementations and how to distribute them to projects. Jaczone, Inc., East Norriton, PA October 2004 to May 2007 Senior Process Architect

As a Senior Process Architect for Jaczone, now part of IJC (Ivar Jacobson Consulting), my major responsibility included consulting, mentoring, and teaching teams the disciplines and practices of RUP utilizing WayPointer to help with mass adoption of best practices. Mentor and teach project teams in creating Use Case models, Use Cases, Analysis and Architecture Models, Test Cases, and Test Scripts Stonepath Logistics, Philadelphia, PA October 2003 to October 2004 Project Manager/ Business Analyst

Real Media (Real Media 24/7), Fort Washington, PA October 2000 to July 2002 Director Product Management/ Research & Development) Esprit Systems Consulting, Inc., West Chester PA May 1995 to October 2000 Process and Method Practices Mentor & Coach

E-Systems, St. Petersburg, FL

Software Engineer February 1992 to May 1995

Computer Science Corporation, Moorestown, NJ

Programmer/ Analyst December 1989 to February 1992 ARAServe (now ARAMARK), Philadelphia, PA

Programmer October 1988 to December 1989

Communication Concepts Inc. Ivyland, PA

Programmer/Analyst, Jr. June 1987 to September 1988 SOFTWARE / TECHNOLOGY EXPERTISE

Process: Rational Unified Process (RUP), Unified Process (UP), Open Unified Process (OpenUP), Enterprise Unified Process (Enterprise UP), Agile Practices, Rapid Application Development (RAD), Feature Driven Development (FDD), Scale Agile for Enterprise (SAFe), and Disciplined Agile Delivery (DAD) Structured Methods: Tom DeMarco notation, Hatley Pirbhai notation Object Oriented Methods: Unified Modeling Language (UML), Object Modeling Technique (OMT), Shlaer/Mellor(SM) Information Modeling: Chen notation, Erwin

EDUCATION

Bachelors of Science Computer Science; Philadelphia College of Textiles & Science, Philadelphia, PA Associates Auto & Diesel Technology: Pennco Technology, Bristol, PA CERTIFICATIONS

Dec 2017 Certified Less Practitioner

May 2015 SAFe Program Consultant (SPC)

August 2012 PMI-ACP

February 2012 Certified Scrum Product Owner

December 2011 Certified Scrum Master

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