MICHAEL S. REEB, Enterprise Agile Coach

Bristow, Va 20136

703-***-**** cell

ad287x@r.postjobfree.com

(MBA, PMP, CSM, ICP-ATF, ICP-ACC, SPC)

Experience Summary

Enterprise Agile Coach with extensive experience leading organizations in Agile Transformations. Worked on major transformations with DHS/USCIS, Freddie Mac, Navy Federal Credit Union and Wells Fargo, gaining valuable team based and portfolio scaling expertise. Mr. Reeb provides strategic leadership to C-Suite executives with expertise working as an Agile Coach transforming software development teams, leaders and organizations alike to ensure an Agile Mindset. The evolution from an SDM/PM to Scrum Master to Agile Coach demonstrates an understanding of how teams perceive the change to Agile and how to address their concerns.

Agile Transformation – Agile Coach – Scrum Master – Team Coach – Enterprise Coach - SPC - Process Improvement - Facilitation - Team Development & Leadership - Excellent Communicator - Financial Management

Relevant Experience

Sr. Enterprise Agile Transformation Coach, CapTech Consulting Jun 2019 – Present

As an Enterprise Agile Coach, helping to lead major digital transformations across large complex financial institutions and government organizations. True passion for helping organizations enable business agility by embracing a Lean-Agile mindset to deliver better business outcomes. Ability to increase institutional knowledge and mature Agile practices through hands-on mentoring, consulting, coaching, and the development and delivery of training and workshops on various Agile topics. Agile expert with extensive experience as an Agile Coach (Portfolio and Team) and Scrum Master. Experience leading efforts as organizations transform from waterfall to Agile software development methodology. Assisted in implementing an Agile Project Management Office (PMO) including standardizing Agile practices, implementing Agile metrics, and establishing an Agile Center of Excellence (CoE). Clients – (Freddie Mac, Wells Fargo, Navy Federal)

Areas of expertise include:

• Agile – expertise in coaching, training development and delivery, and application of Scrum, Kanban, and Scaled Agile Framework (SAFe™) methodologies

• Agile Transformation – assess current state of Agile transformation, develop and implement plan to continue maturation of Agile practices to lead organization toward full business agility

• Portfolio and Program management – effectively plan and execute IT portfolio and program initiatives through the application of Agile principles and practices

• Product Management – engage with product stakeholders to define product initiatives and derive roadmap of delivery of key feature functionality

• Communication - excellent organizational, written and verbal communications skills

Agile Coach, Perspecta Inc. Apr 2016 – Jun 2019

As the Lead Agile Coach within the Corporate Offerings and Solutions Group, working to lead high performing teams in developing the corporate offerings of the future such as Robotic Process Automation (RPA) and Cloud Services. Responsible for transforming, training (Leading SAFe and SAFe for Teams) and mentoring C-Suite executives to better understand Enterprise Agility models and the impact on current operations and staffing.

Lead Agile Coach (of three) on the JETS Benefits Program with thirteen teams working across multiple applications. Worked to stand up each team with training in Agile mindset, Kanban and DevOps practices. As an Agile Coach, working to mentor/train/lead programs, teams and individuals in moving toward an agile mindset. Leading thirteen new agile teams using Portfolio Kanban and aspects of SAFe to support the DHS/USCIS JETS benefits program, as well as several teams at IRS and DOJ. Responsible for the development of individuals, bringing them together to become high performing teams while supporting their long term goals and growth as professionals in the industry.

Agile Coach, eGlobal Tech

Aug 2014–Apr 2016

Mr. Reeb was the Agile Coach brought in to lead the DHS/USCIS Agile Coaching engagement. This included the continued transformation of the Federal operations organization as well as the 80 projects they support to an Agile environment and mindset. Providing Agile leadership as well as a deep understanding of what it takes for Agile Transformations and teams to be successful. Working with Teams to facilitate, coach and train them on how best to implement the various methodologies and core principles of Agile.

Lead Agile Coach on a project of 13 total coaches spreading their time across 80 projects transforming the way they deliver software using Scrum and Kanban.

The primary purpose of the coaches was to ensure a proper understanding of Agile and to create an environment that enables an Agile mindset. This includes coaching/mentoring individuals and project teams on ‘process’, design and facilitation of agile ceremonies and creating artifacts to support the training and education of the organization and project teams.

Designed a transformation strategy to move the senior executive in the federal space to an Agile mindset through organizational change management, training and coaching individual federal staff and executive management. Reduced the ‘Gates’ needed for deployment from 13 to 2, moving toward DevOps and Team Managed Deployments.

Ensured a continuous learning environment. Facilitating Retrospectives through bringing our latest research and findings to the teams to improve processes, technical capabilities and organizational change. Attending Coaches Meetups and conferences.

Worked to reduce cycle time and increase the # of deployments via automation of testing and deployment scripts, improving quality by first identifying where the bugs reside and then retrospecting on why they occurred and taking action.

Principal, CSC

Sept 2011 – Aug 2014

As a senior member of the CSC IT Consulting group Mr. Reeb was a key member responsible for managing Federal IT programs and projects. In many cases he was brought onto troubled projects or projects who were transitioning to Agile.

DHS VIS/SPAS – Scrum Master

As the Software Development Manager and subsequently the Agile Scrum Master for the DHS VIS program Mr. Reeb was instrumental in moving the 22 person development team into using Agile Scrum. The solution included setting up four teams of nine members which included developer/testers/BAs as well as a scrum master for each team in addition to educating them about the Agile Methodology. The VIS program is an automated clearing-house to verify employment eligibility and determine immigration status for citizens and non-citizens alike using the SAVE and E-Verify Systems.

DoL CBP – Project Manager

Worked as a Business Analyst and Project Manager with the Department of Labor to transition the Central Bill Processing (CBP) system from ICD-9 to ICD-10. This included analyzing the business and system processes to identify how and where codes were used and how they flowed through from submission to payment. Once the impact was identified, we worked with the development team to ensure the changes were made appropriately.

DoD/VA iEHR SOA – Project Lead

As a subcontractor to ASM, Mr. Reeb was the Principal leading the CSC team on the VA-DoD iEHR SOA Suite program. This effort is the first of many across the country to allow the exchange of health care data between the VA’s Vista and the DoD’s AHLTA electronic health records systems. Disparate architectures and the lack of a modular approach have made it difficult for the DoD and VA to take advantage of industry innovations and to rapidly implement them across the enterprise. The iEHR SOA project will put in place the infrastructure to make this happen. The CSC team will engineer and implement our SOA Suite across all sites within the VA and DoD.

Program Manager, Vangent Inc (GDIT)

Nov 2005 – Apr 2011

A respected member of Vangent’s Healthcare Solutions management team responsible for managing Health IT engagements

IHS eHR – Project Manager

Responsible for managing multiple task orders under the Indian Health Services contract providing enhancements to the IHS EHR. Enhancements included Prenatal, ePrescribing, and ER Trauma components. Core responsibility includes managing a dispersed team of 15 staff on three projects, client interface for each project and developing and maintaining cost and schedule, risks, actions, reporting and final product delivery. This also included being a member of the IHS PMO team as deputy program manager.

DHIMS TBI/BH Deputy PM

Responsible for a $22M project to develop the DHIMS Traumatic Brain Injury / Behavioral Health (TBI/BH) application. As the Deputy PM, managed day to day operations of the team-leads (Requirements, Development & Test) and associated tasks, customer interface, staffing and all aspects of reporting, as well as cost and schedule. Successfully managed development of the TBI/BH Clinical Documentation Tool which provides the capability for creating and securely storing psychological assessments, behavioral health encounters as well as sensitive information

CMS ICD-9 to ICD-10 transition – Project Manager

Responsible for managing the development of an impact assessment for the Center for Medicaid & Medicare Services (CMS) transition from ICD-9 to ICD-10 within their health IT systems and business operations. The goal of this project was to prepare CMS and their system owners to be able to continue to process claims without error when the transition to ICD-10 occurred. The Vangent team of seven, as a subcontractor to FORE/AHIMA interviewed all affected components within CMS to gain a valuable understanding of how processes and information flow across organizational boundaries to ultimately pay claims for Medicare and Medicaid services. This entailed developing process maps for all processes/systems that need to transition to ICD-10 codes, as well as identifying the impacts, risks and estimated costs of each.

Sr. Managing Consultant, Perot Systems

Dec 2003 – Nov 2005

Responsible for managing multiple client engagements in the areas of IT Capital Investment, E-Gov, and OMB 300 development within Health and Human Services (HHS) and DoD.

NIH eRA PMO – Project Manager

National Institute of Health – eRA Project Management Office. Manager responsible for providing project and financial management support to the eRA PMO in charge of the design and development of NIH’s Grants Management System with an annual operating budget of $50M. eRA provides solutions to manage the receipt, processing, review, award and monitoring of over $30 billion in research and non-research grants awarded annually by NIH. The Grants Management module provides a comprehensive electronic tool for the Grants Management business area to conduct, document and track records through the grant process. Support included project management, budgeting, cost and schedule tracking, acquisitions cost analysis, earned value analysis, OMB 300 support, invoice tracking, and implementation of Activity Based Costing models.

Manager, Grant Thornton Dec 1999 – Dec 2003

Responsible for managing engagements in the areas of IT Capital Investment, A-76 and Activity Based Costing/Management. Working as the Project Manager with the GSA eTravel and E-Authentication Project Management Offices; responsible for managing the Financial Operations of this President’s Management Agenda initiative. This included managing the development of the BCA and OMB 300, development of budget models to support GSA funding requests, supporting OMB reporting requirements, developing/reporting performance measures, developing revenue/business models including associated sensitivity analysis, developing agency impact models earned value analysis and MOU development and tracking.

Senior Consultant, PriceWaterhouseCoopers Oct 1995 - Oct 1998

Senior member of the ABC/M Group who focused on delivering activity based costing and management services. Mr. Reeb designed and maintained models using Hyper ABC as well as delivered ABC awareness briefings/training to agency staff, facilitated workgroup sessions to assess workflow processes and develop activity dictionaries, developed data collection requirements and assisted in collection of data for model building, and briefed the results of the ABC models. Clients included the CIA, FBI, USDA, NSF and SSA.

Associate, Booz-Allen & Hamilton Oct 1998 – Dec 1999

Initiated the Activity Based Costing line of business, including staff training and methodology development. Delivered support to a classified client in the areas of ABC, BPR and other change management solutions. He also supported the U.S. Transportation Command's (TRANSCOM) Regulation and Command & Control Evacuation System (TRAC2ES) program. Specific duties included assisting in the development of life cycle cost models and estimates and performing benefits analysis using Activity Based Costing methods and sensitivity analysis.

Education

MBA, Finance, Marymount University

BBA, Finance, Radford University

Professional Certifications

PMI-PMP

ICP Agile Certified Coach (ACC)

ICP Agile Team Facilitator (ATF)

Certified Scrum Master

SAFe Program Consultant (SPC)

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