Agile Coach Project Management

Jack Alvenus 732-***-**** (c)

***** ********** ****, **** **, 48375 *******@***.***

Top performing Manager/Coach with well-developed leadership, organizational and analytical skills seeking a challenging growth opportunity. Accomplished innovator with a proven track record of developing creative solutions for complex projects or products, involving challenging requirements, limited resources, and fixed deadlines. Demonstrated interpersonal communication, and relationship building at the executive level. Collaboration skills involving cross-functional teams comprised of diverse personalities, skill sets, and levels of experience.

Project Management (PMI)

Financial P&L Responsibility

Inside Sales Management

Product and Project Development

Life Cycles

Budgeting (Cost and Resources)

Negotiation (Vendors and Clients)

Product/Company Integration

M&A Analysis/Execution

Vendor Management

Interpersonal & Communication Skills

Policy and Strategic Planning

Process & Procedures Development

Departmental Administration

Six Sigma/CMM level 5 IS9000

Professional Experience

Senior Consultant Agile Coach

Accenture, LLP 6/2015 – Present

Key Client Experience

Enterprise Transformation and SAFe for several Fortune 100 company

•Collaborate and support leaders to define SAFe transformation strategies and roadmaps and Agile portfolio Management and Lean budgeting.

•Delivery of SAFe curriculum for leadership, management, and teams.

•Delivered training workshops on value stream mapping, organizational design, personas, product/customer definition, OKR writing, journey maps and Roadmap creation

•Coach, mentor, and support Agile Release Trains (ARTs) and their leadership to embrace and adopt SAFe / Agile principles and practices

•Implemented Lean principles and tools to remove waste from organization and team processes

Agile Team Transformation Coach

•Collaborated with client leadership to accelerate progress, remove transformation impediments, and address pain points from the Executive level down through each team .

•Coached, facilitated, and trained multiple stakeholder groups with conflicting priorities including product owners, scrum masters, delivery teams, and business end users to enable transformation.

•Supported and coached distributed scrum teams on Agile best practices as well as enabled a mindset of continuous process improvement

Jira Delivery Lead

•Supported successful migration projects to Jira Cloud Migration; collaborated with cross-functional teams to analyze legacy systems and identify migration opportunities, including risk assessment, timelines, and resource allocation

•Conducted thorough testing and quality assurance to minimize downtime and data loss during migrations

•Measured and communicated progress to leadership within committed time frames.

Senior Consultant Lead Agile Coach

Wipro, San Francisco, CA 5/2014-6/2015

FedEx Ground, Pittsburgh, PA

Coached the Wipro and client teams on agile scrum, worked with the management team on developing a roadmap and overall agile transformation strategy.

Organizational adaptation and Agile practice adoption through collaboration with Sr. Leadership and Teams.

Provided assessment and readiness evaluation of organizations to determine their capabilities and gaps in adoption of Agile at the enterprise level.

CITI Bank, New York, NY

Agile transformation across a large program with hundreds of IT staff across globally dispersed locations. Providing strategy and operational coaching in build and deliver. Connecting with Sr. Leaders and teams across the organization.

Organizational adaptation and Agile practice adoption through collaboration with Sr. Leadership and Teams.

Worked with Chief Product Owners and Product Owners to improve their planning, story writing, grooming and backlog management, and other key skills – at an enterprise level with globally dispersed teams. Worked with Agile delivery teams in practice adoption.

Led development and enablement of PMO organizations within the Enterprise, ensuring alignment to agile methods and practices.

Provided assessment and readiness evaluation of organizations to determine their capabilities and gaps in adoption of Agile at the enterprise level.

Accomplished innovator especially in the PMO space with a proven track record of developing creative solutions for complex projects or products, involving challenging requirements, limited resources, and fixed deadlines.

Experience establishing working agile models and integrating those into Enterprises in the business, technology, and PMO areas.

Senior Consultant Agile Coach

Independent Consultant 9/2/2011-5/2014

Blue Shield of CA, San Francisco, CA

Assessing existing processes, practices, tools and techniques in combination with industry best practices for the formation of new future state standards and to facilitate organizational change.

Provided training and coaching services to the business and IT leaders, project management, requirements, architecture & design, delivery, QA and release teams to adopt Agile/Lean processes, practices, tools and techniques.

Setting up a measurement and analysis framework to track and measure improvements in efficiency of project execution, risk management, quality of deliverables and team engagement across the entire organization.

Create and centralize training materials and templates for program management and governance.

Responsible for the assessment, planning and execution of change within the organization.

Responsible for the resource planning, production scheduling, milestone tracking and project coordination on behalf of the web experience group for online initiatives.

Gap, Inc. San Francisco, CA

Performed regular QC on program a metrics and efforts of the new PMO/Software Asset Management tools (Asset Manager, CMDB, and Probes), regarding the reporting, risks/issues, quality and policies and procedures for Software Asset Management for the global enterprises, using Scrum methodology.

Work and managed the Software vendor (HP) and consultant service companies (HP, PWC, BCG, etc) to partner in rolling out this new IT department and tools to the Gap.

Managed and couched agile project teams to successfully rollout this new organization and tools.

Partnered with the PMO, sourcing, IT Asset Owners and Change Management teams to update policies and procedures for the new tools, discovery, and reporting.

Responsible to management for overall delivery and governance across teams to ensure that the teams had global consistency in metrics and reporting.

Working with PMO in resolving and dealing with CA Clarity Implementation, regarding the quality of the global risk and issues resolution, budgeting, standard M&Ps and project/program prioritization.

Project and Program couching of PMs and partners with Project, Program, SDLC, and Agile (Scrum and Lean) best practices.

PMO Manager/Coach–Trading Technology

Bridgewater Associates, LLP, Westport, CT 3/2010- 4/2011

Oversaw day to day efforts, and the overall rollout of the SDLC/ITSM procedures to Trading and PMO creation with an agile Scrum methodology.

Manage and maintain quality metrics and tool for the Product Development and Project Lifecycle of Products for customized a product line.

Managed and couched project team (internal and external PMs, and staffers on Agile practices) to keep on budget and schedule, reporting daily and weekly status to Executive management team, and was responsible for program risks, conflicts and issues within a highly matrixed team.

Worked with, development teams working on Analytics, Business Intelligence, Data Warehouse, and Data Mining products

Directly reported to the Trading Technology Executive status, budget, and RAG ratings of program/project and phases.

Management of scrum teams, served as Scrum Coach and Scrum Master supporting organizations within Bridgewater (legal, risk, compliance, finance, support, development, core technology, VMO, etc.)

Partnered with the business owners to set overall technology priority process and the business achieve its business goals through technology (backlog)

Responsible for delivery of all trading technology projects and programs, and developing department metrics and measurements for process compliance.

Responsibility for enforcement and governance of Project compliance with Bridgewater Architecture groups for Trading PMO.

PMO Manager/Coach – Investment Management Information Technology

JP Morgan Chase, Jersey City, NJ 5/2007-3/2010

Managed the assessment, selection, planning, execution and governance of the global change management and global standardization with the overall rollout of CA Clarity (USA, EMEA, Asia, and Japan) for JPMC; Waterfall and Agile (Scrum) methodologies within the global program portfolios.

Managed the integration of the Bear Sterns Asset acquisition into the Investment Management division.

Oversaw day to day efforts of Managed, negotiated, and engaged Vendors for the integration effort of the core IT systems in support of the launch of new JPMC Software Product (customized Java) based on CA Clarity (IBM WebSphere and Oracle DBs), Crystal Reports and Business Objects reporting.

Manage and maintain the Product Development and Project Lifecycle of Products, documentation and training.

Managed global project team (internal and external PMs, and staffers) to keep on budget and schedule, reporting daily and weekly status to Executive management team.

Directly reported to the Executive Steering Committee to (Regional CTOs, CIO, and CAO), status and produced quality global metrics for reporting budget, RAG ratings of program and projects, program risks, conflicts and issues within a highly matrixed international teams.

Worked on approving and compliance with architecture standards and practices. Represented CA Clarity in architecture reviews and application standard meeting.

Managed a team of over 15 matrixed employees from all supporting organizations within JPMC (legal, risk, compliance, finance, support, development, real estate, procurement, architecture etc.)

Extensive Oversees travel in support of contracts and deliverables.

Senior Manager – Technology Wireless

Digicel USA, New York NY 7/2006-12/2006

Managed the PMO for companywide technology delivery, governance and reporting

Managed the integration of acquired products and services into the overall Digicel offering

Managed and couched the Wireless infrastructure and build-out teams using Agile (Scrum and Extreme) for the custom software and Waterfall hardware infrastructure programs/projects.

Managed the integration effort of the BSS and OSS systems for the overall support for the IT organization; supporting Sales, Marketing, Product Management, Executive Management, Customer Care, and Finance.

Worked with the following technologies: Hardware: CDMA, GSM, Handsets (NOKIA, LG, Motorola, etc), Software: MS Great Plains and .Net, Flash, Web Services, Call XML, Voice XML, data warehousing, Business Intelligence (Crystal and BO) and Java.

Day to day manager of the Tech Mehindra a worldwide Systems Integrator (Off-shore) for all integration efforts across 10 vendors using Agile development Methodologies (Scrum and Extreme).

Supported the negotiated and engagement of vendors to support the integration effort totaling almost 20 million dollars in contracts with vendors included Verizon Wireless, West, Verizon Business, Tech Mahindra, etc.

Supported the Technology VP and CTO in administrating the technology team and deliverables, and architecture reviews.

Managed project team (internal and external PMs, and staffers) to keep on budget and schedule, quality metrics and reporting, daily and weekly status to the technology management team, totaling more then 250 team members.

Supported with an operating budget for technology of over $50 million.

Senior Program Manager for Product Development and Wireless R&D

Telcordia Technologies (Formerly Bell Labs), Piscataway/New Jersey 9/2000 – 7/2006

Consulting to World Telcom providers, ATT, Cisco, BellSouth, Verizon, O2, DT, BT, and numerous Tier 2 and 3 Telecommunication firms

Extensive M&A work on acquisitions of products and companies in excess of $35 million.

Establish operational objectives, assignments and delegate assignments to subordinate project managers.

Responsible for the management of the wireless R&D unit, which included planning, developing and executing of all projects and initiatives within the wireless business unit, using Agile (Scrum and Extreme) project methodologies.

Confirmed and management quality standards and QC with the programs for CMM and Telcordia standards.

Contribute to setting direction and goals of the organization, and functioning as an advisor regarding budgets, projects, policies and operations.

Worked with Java, C++, Oracle DBs, Apache, IBM WebSphere, Crystal Reports, and BO.

Negotiated and contracted with vendor to outsource 500k to 1 million annually.

Manage project team leads, and project P&Ls and contracts over multiple years, diverse deliverables and varying customer contracts within Global Business of Telcordia Technologies.

Extensive Oversees travel in support of customer contracts and deliverables.

Supported the Sales and Marketing both domestically and overseas for a range of Telcordia Products and projects.

Worked with sales and markets systems, i.e. SalesForce.com, and Telcordia Sales Systems

Bearing Point Program Manager

GE Capital, Information Technology Services, South Plainfield, NJ 6/1999 – 9/2000

Specified IT configurations to meet business needs of small companies with $3-15M in annual sales and to Fortune 500 companies. Clients included AT&T, Lucent, GE Capital, and IBM.

Examined department objectives, designed performance measures, and specified technology tactics to meet strategic goals. Offered hardware, software, and networked systems solutions. Sourced IT professionals.

Managed PMO for implementation projects and provided for ongoing support using Agile and Six Sigma based methods.

Established, migrated, and developed networks while introducing new products and services.

Analyzed and supported the migration from on-site support tools and processes to centralized system and support in Newport KY, for USA Networks and KPMG.

Created a project process for migrating to new and enhanced system. Implemented process and tracked process with customer departments weekly and monthly in order to ensure acceptable deliverable. Followed up with process evaluation meeting following implementation and testing, measuring the pluses and minuses of the process to perfect the implementation for future customers and departments.

Management Consultant

Edison, NJ 12/1997 - 6/1999

Independent Management Consultant for clients including AT&T, Lucent, GE Capital, and IBM.

Specified IT configurations to meet business needs of small companies with $3-15M in annual sales and to Fortune 500 companies.

Examined department objectives, designed performance measures, and specified technology tactics to meet strategic goals.

Sold hardware, software, and networked systems.

Sourced IT professionals.

EDS Consultant

AEON, Dallas, TX 7/1997 - 12/1997

IT consulting firm sourcing IT consultants and managers for Fortune 500 firms such as Chase Manhattan, Merrill Lynch, and AT&T

Established branch office, marketing materials, business strategy, and key relationships.

Negotiated exclusive contract with successful financial consulting firm as seamless IT implementation arm.

Secured $3M contract with Chase Manhattan and began implementation.

Transitioned the business after AEON's sale to EDS.

Manager

Inacom Information Systems, New York, NY 2/1995 - 6/1997

Expanded sales support organization overseeing 60 employees enabling branch to grow 400% to capture 120M in extra business.

Broadly recognized for making things happen better, faster, and cheaper. Respected for knowing organizational capabilities and making authoritative commitments well beyond formal position in organization.

Catalyst for growth of Branch Office. Developed department with organizational restructuring to facilitate control, communication, and training. Served as buffer with aggressive AEs. Set goals, policies, procedures, and compensation and bonus plans. Results: Reduced turnover 3 fold; Cut training time 4 fold. Trimmed by 15% cost of selling goods (A/R, training, shipping, warehousing, configuration); Showed profit in shipping; Exceeded SLAs by 50%; Grew department 5 times, from 6 to 30, while increasing productivity 800%. Accepted responsibility for 30 other employees; enabled branch to accept large challenging contracts with strong profitability.

Resolved impasse during large meeting between Dean Witter wanting lump sum payment and IBM wanting annuity leasing by suggesting a one-payment lease.

Established system that allocated break/fix costs to service provider. Turned maintenance contracts from cost to profit with $750k revenue swing.

To bring accounts receivable under control analyzed sales processes and agreements. Created policies and procedures for technicians during system set up. Contacted customers to clean up discrepancies and solve problems in order to get paid. Within 60 days A/R went from $1M or 30% 60 days overdue to under 3%.

Client management. Brought into early phase of sales cycle to set up and negotiate details with customer on administrative relations, service level agreements and financial details. Selected primary contacts, established internal procedures, set goals and expectations with support and technical staffs. Monitored initial transactions and resolved problems. Authorized exceptions and enforced limits. Consulted with customers on their internal procedures to facilitate SLAs. Entrusted to handle most important issues with key clients. Transitioned clients to new products or processes. Ensured clean termination of contract.

Administered rollout lifecycle. Evaluated vendor-customer IT upgrade and implementation plan from administrative and logistical perspective. Strategize lease or buy options. Created SLA commitments covering: response time, hours of availability, service response and repair, order turnaround, and quality assurance parameters. Negotiated and administered schedule of configuration, logistics of implementation, and details of rollout. Meet weekly with customer to review progress and goals. Composed mutual evaluation of project performance. Distilled and internally disseminated lessons learned to avoid making same mistake twice.

Consultant

Electronic Voting Consulting Services, Jamaica, NY 10/1993 - 2/1995

Extension of NYC Board of Elections project offering advanced technical and project management services.

Project Manager

New York City, Board of Elections, New York, NY 5/1992 - 10/1993

Selected and qualified IT vendors.

Supervised dozens of employees for project budgeting at multiple sites.

Co-developed electronic voting machine rollout project plan including timeline, budget, supervisory structure, evaluation procedures.

Education & Affiliations

Master's Degree, Public Administration ABD

Saint John's University US-NY-Jamaica

Bachelor's Degree, Public Administration/Philosophy

Saint John's University US-NY-Jamaica

PMI Certification, Project Management

Project Management Institute US-PA-Newtown Square

SAFe 6 Practice Consultant

Scaled Agile US-CO-Boulder

Certified Scrum Professional

Certified Scrum Master

Scrum Alliance US-IN-Indianapolis

ICAgile

ICAgile Certified Professional US-CA-Irvine

Agile Team Facilitation

Agile Coaching

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