Kenneth Brooks: Certified (RTE, CSM, CSPO, CST, SAFe SPC 4.0 & 5, 6 PM/PO)

ad4tmy@r.postjobfree.com; 732-***-****

Summary

Coaching enhances my ability to foster an agile culture within an organization, this is a continual and ongoing process of driving change in behavioral norms to develop an agile mindset. Coaching is a thought-provoking and creative process that enables me to make conscious decisions and empowers me to become a better leader. Having an agile mindset is all about embracing a mentality or approach that believes in adapting to change, learning through failures, and encouraging feedback to bring in consistent improvement. An agile attitude is all about learning and continual improvement to attain milestones in business. There is a conceptual difference between being agile and doing agile. Practicing agile is doing agile; having an agile mindset is all about being agile. In today’s competitive and highly volatile business environment, many organizations, predominantly in the IT sector, have adopted agile methodologies to bring in phenomenal changes to boost business productivity.

Technical Skills:

Jira, Jira Line, Rally, Clarity, MS Project, Excel, Confluence, SAFe, Program Consultant SPC 4,5 &6, ITIL (IT infrastructure library) V3 certified, Pivotal Tracker, Version-One, Trello

Certifications

Agility in Enterprise(ICP-ENT), Coaching Agile Transition ( ICP-CAT), SPC SAFe, Certified Scrum Practitioner(CSP), Certified Scrum Master (CSM), Certified Product Owner (CSPO), PMI-Agile Certified Practitioner (PMI-ACP), ICAgile Certified Professional for Agile Team Facilitator (ICP-ATF), ICAgile Certified, Software Testing Engineer (CSTE), Microsoft Certified Professional in Agile Coaching (ICP-ACC)

Certified Product Manager- Pragmatic Marketing

ITCPM- IT Certified Project Manager, Project Leadership Management Group

Methodologies:

Scrum, Kanban, XP, TDD, PMBOK, Green & Black Belt, OKR-Objectives & Key Results, Dev-Ops, KPIs

Education and Credentials

MBA, Business Administration (Park University)

BSEE, Electric Engineering (San Francisco State University)

https://www.linkedin.com/in/kenneth-brooks-0478018a/ www.brooksbasketballcamp.com

U.S. Veteran Administration Hospital VA Washington DC Senior Principal Agile Coach; PMO) 11/21- present

As a Senior Principal Agile Coach, understands company organizational model, company structure, and Agile journey history helping multiple teams across lines of business adopt and improve Agile methods and practices to solve complex business improvement problems. While operating at an enterprise level and helping solve systematic problems in a structured manner. Act as servant leaders to the team, to support and evangelize best practices for agile and ways of working by supporting a business line with expertise in cross-functional team leadership. Oversee the Agile transformation for multiple teams at both the team and program levels to enable the successful delivery of large strategic system development initiatives. As the change agent for the Agile transformation, responsible for coaching, teaching, and guiding individuals, teams, and leaders, we are leveraging the New Way of Working with Agile principles, practices, and frameworks, as the Agile coach overseeing six Coaches and a team of ten Scrum Masters, as a mentor within our team supporting a large financial agency. We are committed to an operating model based on Agile, Product-focus, and DevSecOps in pursuit of increasing efficiency, efficacy, and overall success of various IT verticals and missions.

Drive consistent Agile practices and strategy across the organization to enhance business value delivery and responsiveness to organization and marketplace opportunities.

Grow trust by monitoring the health of the collective teams, and checking that our commitments, pace, and quality are on track with organizational standards. Advise Agile coaches in their communications and process activities while nurturing their ability to serve.

Ensure appropriate risk management and control practices are integrated into the lifecycle of Agile initiatives. Periodically check up on teams, help them stay on track with agile techniques, and fine-tune behavior as needed. Coach and mentor lines of business on adopting agile best practices, technical practices, and Product management practices and bring in the behavior and mindset change to improve business agility.

Facilitates and conducts training and workshops at lines of business and enterprise level. Helps lines of business measure success through metrics and measures.

Helps Teams improve their current practices by observing team and program events and providing recommendations and best practices. Attend Iteration Planning, backlog refinement meetings, system demos, and solution demos.

Strong knowledge of Lean-Agile principles, practices, frameworks, and methods. Ability to drive decisions and resolve conflicts across multiple parties. Strong problem-solving skills. Experience successfully running agile projects of varying size and complexity.

Senior Agile Enterprise Coach Prudential Consulting Assignment 5/2020 – 11/2021

Accountable for guiding the organization through new transition and transformation. Led and managed multiple agile development teams and engineering managers with responsibility for multiple software products. Drive collaboration on cross-organization and cross-product initiatives. Establish alliances with leaders and drive partnerships across organizational boundaries, communicating effectively with individuals up and down the organization in both business and technology. Appointed to oversee PMO Project Management Office overseeing a staff of 25 consultants and employees facilitating transformations in our Centre of Excellence (CoE). Deliver using Agile practices while following the Software Development Lifecycle, business process mapping, and various release processes to ensure all risk, security, and development requirements are met. Working with leadership executives to convey their concerns to teams about governance policies and adherence to corporate standards. Consult with peers, colleagues, and managers to resolve issues and achieve goals. Receive direction from leaders and exercise independent judgment while developing the knowledge to understand functions, policies, procedures, and compliance requirements.

Ensure appropriate risk management and control practices are integrated into the lifecycle of Agile initiatives.

Own the charge in enhancing Agile delivery processes to reduce areas of uncertainty by identifying trade-offs between short- and long-term benefits to drive a shared vision.

Coach and promote metrics for continuous improvement of the Agile delivery process and propose solutions to the methodology to enhance it and care for unique situations.

Stay ahead of industry trends of Agile and standard methodologies for enhancing the practice.

Identify and coach Agile evangelists across the organization who can act as informal mentors/peers and continue increasing the maturity of the organization.

Work independently with minimal guidance and optimally leverage diverse ideas, experiences, thoughts, and perspectives to benefit the organization.

Strong emotional intelligence and organizational awareness with the ability to challenge organizational norms and influence decisions without formal authority.

Provide agile coaching to teams and programs leveraging Scrum, lean, Kanban, SAFe, and DevOps principles and practices, with practical guidance transitioning from the waterfall.

Sr. Chief Operating Officer Advisor NYC Consulting Assignment NYC Office of Technology and Innovation 6/2018-5/2020

As the Enterprise Agile Coach, and Senior Advisor. To promote the IT Agile Transformation and change across the (NYC) Department of Information Technology & Telecommunications (DoITT). Implementing Cultural change awareness that will be transitioning technology teams across the five boroughs, within New York City including the agile mindset. Set clear expectations by Coordinating the effort with over 100 city agencies and vendors who will be involved in this transformation. With stakeholders and leadership support to manage risks, issues, and changes. Understanding everyone's viewpoints and collaborating effectively with Product Management and Architecture Leads. To Establish excellent credibility as a senior advisor. With In-depth knowledge of Agile practices and shifting from project to product-centric operating model. Ensuring that products are defined, agile development teams that deliver business value rapidly with high-quality products. Implemented, delivered, and supported in alignment with organizational strategy, goals, and standards. While addressing business vision, strategy, and needs. Worked with compliance of practices and products with all security, privacy, audit, and other requirements and standards.

Worked with internal leaders to begin working on a sustainable agile process which will soon be used as an incubator for all IT organizations within NYC Government Agencies.

Managed the requirements gathering, scope planning, design/development/execution of deliverables, testing, and completion signoff.

Leads business initiatives with cross-functional and technical teams to improve service quality, service delivery, and financial results.

Demonstrated the value of corporate business initiatives by 95% that helps New York employees/users/stakeholders understand the change. Worked across all levels of the NYC/organization to identify and recommend improvements to achieve operational effectiveness.

Work closely with business owners to ensure that requirements are clear and that there is business value, user involvement, ownership, and ongoing support.

Evaluated, and deployed tools and methods to improve business performance by 90%. Worked with business partners to facilitate agreement on new roles and responsibilities that may be required with a new functionality; that required establishing process ownership.

Served as a mentor for project team members. Lead and manage the global project portfolio, project approval, and prioritization. Acted as a business advisor and consultant to senior executives on business challenges.

Established and maintained effective relationships with internal and external business partners. Drive global business process and information consistency in all business solutions.

Driving and effectively managing multiple projects with accountability for outcomes, budget, schedule, resources, quality, risks, and internal and external dependencies.

Federal Reserve New York and Washington DC Consulting Assignment 6/1/ 2017—6/30/2018

Agile Team Coach - Management Consultant Principal

A seasonal Senior Agile Transformation Coach, overseeing the New York and Washington DC Federal Reserve, with several coaches of Agile Centre of Excellence (Agile CoE). Providing hands-on services prioritization of continuous improvements to key stakeholders. With a focus on empowering teams and contributing to a collaborative culture. Meeting the teams and organization where they are in the process and guiding them in their maturity, with a primary focus on team-level improvements. Enable greater transparency into delivery progress and contribute to and evolve a culture of continuous improvement. Identify and eliminate waste, improve quality, and increase delivery flow and value generated by teams. Worked with new Dev-Ops teams and stakeholders throughout the New York and Washington DC Federal Reserve at various levels to influence change, solicit and achieve buy-in, and effectively communicate the value of agility.

Coaching and developing people and teams, influencing behavior change, and establishing sustainability through cultural change. I engaged closely with senior leaders and executives to drive agile transformation initiatives and create a culture of agility within the organization.

Encourage and promote a culture of continuous improvement by facilitating retrospectives and providing feedback to teams and individuals.

Responsible for ensuring Scrum is understood and the team adheres to Scrum theory, practice, and guidelines.

Coach teams on how to conduct agile ceremonies such as daily stand-ups, sprint reviews, retrospectives, and backlog refinement sessions.

Guide teams on developing and maintaining a backlog, estimating work, planning sprints, and tracking progress using agile practices.

Ensure Agile project metrics are being tracked and monitored for indications of potential problem areas and assist teams in identifying and implementing solutions to address the problems.

Led and oversaw the coaching and planning of multiple existing operational teams, as well as supporting new operational teams in Scrum, Scrum ban, or Kanban.

Lead Agile teams through product/service framing and discovery, including defining OKRs, product/service vision, user story mapping, and other framing activities.

Drive consistent Agile practices and strategy across the organization to enhance business value delivery.

Implement and adopt the use of Agile tools and dashboards (e.g., Jira / Jira align, Tableau) to establish broader transparency and prioritization of work, in partnership with Agile coaching guidance.

U.S. Census Bureau & IRS Washington, DC. Principal Agile Lead Coach: Consulting Assignment 8/5/16 - 5/30/17

Senior Agile Coach assisted in the Digital Transformation programs for the U.S. Census Bureau in adopting agile practices and working with several teams to transition new ways of working. Establish organizational and program-level agile engineering and management principles. Support the Corporate Digital Transformation Office (DTO) and Digital Transformation team. Responsible for developing, maintaining, and continuously improving Agile methodologies, policies, procedures, and standards; developing training materials and conducting training classes on Agile methodologies; directly supporting teams as they build, deploy, and support/sustain digital capabilities throughout U.S. Census Bureau Systems. Created Lean-Agile Centre of Excellence (LACE) as it defines objectives, strategies, and governance for a new way of working.

Oversee the coaching and planning of multiple high-performing Agile development teams and journeys Teach, lead, and mentor cross-functional business groups to build, sustain, and strengthen Agile values, scrum concepts, and practices, providing them the necessary tools and guidance to successfully implement across high impact programs throughout the enterprise.

Drive consistent Agile practices and strategy to enhance business value delivery and responsiveness to organization and marketplace opportunities.

Grow trust by monitoring the health of the collective team, checking that our commitments, pace, and quality are on track with organizational standards.

Robert Wood Johnson & Barnabas Health NJ. Sr. Admin Project Manager Consulting Assignment 5/2015 - 8/2016

Consolidated financial statements and financial analyses. Supported all aspects of the institution's and department's missions by providing administrative leadership in the development of efficient and effective financial processes, procedures, and policies. Collaborated with other department divisions to improve financial effectiveness to achieve financial targets. Review all medical regulatory remediation programs including Finance, Treasury, Capital Management, Credit Risk, Market Risk, and Technology and Data. Performed complex statistical, cost, and financial analysis of financial reports and data, and prepared subsequent narrative analysis for management. Provide strategic and operational leadership for the continued growth and development of sub-specialty multidisciplinary programs in response to customer (patient, payer, and physician) needs. Include strategic planning and relations between academic departments, hospitals/health systems, medical staff relations, and customer satisfaction.

Provide strategic and operational leadership for the continued growth and development of sub-specialty multidisciplinary programs in response to customer (patient, payer, and physician) needs. Major areas of responsibility include strategic planning, relations between academic departments and the hospital/health system, medical staff relations, space, and technology planning, and customer satisfaction.

Work with the leadership team, chairs/departments, program directors, service line medical directors, aligned physicians, nursing leaders, and medical groups to drive quality and service line initiatives across acute and ambulatory settings in the system according to lean principles.

Worked with physicians and staff members by participating in planning, negotiating, and purchasing new capital equipment and negotiating with vendors and suppliers of existing products and equipment to achieve favorable pricing.

Serve as the primary contact to marketing and physician relations liaisons to plan new initiatives for the growth and exposure of programs to customers and potential customers.

Montefiore Medical Centre PMO Director (Employee) 9/2009 - 5/2015

PMO Director for Enterprise Technology Center, leading the strategic design, and development of new integrated systems across 1450 departments for improvement. With regulatory/compliance constraints to meet medical center business needs while ensuring integration for global platforms. Working closely with the business teams to drive technology strategy across all aspects of the hospital. The goal was to improve overall project management office efforts by increasing collaboration, and innovation, and introducing agile at-scale techniques that promote adaptability and flexibility in the face of unpredictable circumstances. Responsible for transitioning the project management of all cross-functional IT initiatives to lean-agile methodologies (approx. 2,500 people, $10M annual operating expense, $5M including all 3 Health Science schools). This includes the overall implementation and performance of MMCETC’s IT Agile transformation vision and strategic plan.

Assess Current State: Conduct a thorough assessment of the organization's existing processes, culture, and practices to identify opportunities for agile transformation.

Coach and mentor teams, executives, and stakeholders on agile principles, practices, and frameworks

Builds and leads the technology staff ensuring appropriate staffing levels, skill sets, and alignment to support business and technology.

State of New Jersey Sr. State Deputy PMO Agile Coach Consulting Assignment 4/2007 – 9/2009

Senior Deputy Agile Transformer; for the State of New Jersey project called NJ KIDS. Develop and direct multi-year plans for portfolio execution considering key dependencies for the state of NJ. Set PMO standards, policies, processes, and procedures. Working with a compliance office that interfaces with State and Federal agencies supporting large-scale network migration with the court systems. Prosecutors, law enforcement, DYFS, and Social Services, and foster relationships with over 100 key stakeholders, executives, and consultants to ensure appropriate participation throughout the engagement. I set a level of expectations standard for all managers’ peer-level client relationships (expectations, communications, negotiations, escalation, risk factors, feedback, etc.) with all team members. With a hands-on approach implemented the scrum framework while embedded with teams and provided all required coaching support to drive team maturity.

Responsible for active stakeholder engagement by ensuring close collaboration with key stakeholders across municipalities and working closely with subject matter experts on relevant regulatory remediation programs.

Collaboration in the production of status reports including executive presentations to program sponsors and senior management, ensuring reliable reporting of delivery progress.

Trusted to review and challenge program deliveries, dependencies, risks, and issues to produce value on portfolio and workstream health for various stakeholders' groups and partners.

Ensuring alignment with Group change management policies and standards

Supported all program office activities including assistance with ad-hoc governance forum material production, PMO process documentation, budget, and resource tracking, and PMO process design and improvement.

Cendant Mortgage Director of Services NJ. *Employee 3/2004 - 1/2007

Credit Suisse, NYC. Sr. Vice President of Information Technology; *Employee 9/1998 to 2/2004

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