Public Domain Photograph: Original Photographer Unknown January 2011

Summary Case StudyExperience Assessments

The BasicsThe Basics Value to ClientValue to Client

Summary Case StudyExperience Assessments

SDLC Phase Experience By IndustrySDLC Phase Experience By Industry

Industry Experience Beyond IT ProjectsIndustry Experience Beyond IT Projects

0 3 6 9 12 15 18 21 24 27

Other

Strategy

Marketing

Operations

Public SectorTechnologyHealth Care

0 3 6 9 12 15

Deploy

Test

Develop

Analysis

Plan

Public Sector

Finance

Technology

Months

Months

Leadership RolesLeadership Roles

26%

20%7%

Manager Team Lead Self-Managed

Winston-Winston-SalemSalem

AustAustinin

BostBostononNew New

YorkYorkChicagChicagoo

AtlaAtlantanta

HonolHonoluluulu

WashingtWashington, DCon, DC

PleasaPleasantonnton

Wide Range of Work EnvironmentsWide Range of Work Environments

BangalBangaloreore

Courtesy of The Map Room: A Weblog about Maps. http://www.mcwetboy.net/maproom/

Summary Case StudyExperience Assessments

From Senior Systems Analyst . . .From Senior Systems Analyst . . . . . . to Scrum Master. . . to Scrum Master

Most Recent Project at Fannie Mae MMBAug 2010Aug 2010 Dec 2010Dec 2010

Role presented several Role presented several challenges:challenges:1.1.Sole analyst for 3 concurrent Sole analyst for 3 concurrent projectsprojects2.2.No experience with Fannie Mae No experience with Fannie Mae applications & the mortgage applications & the mortgage businessbusiness3.3.No practice with Agile No practice with Agile methodologymethodology4.4.Inexperience in cyber-security Inexperience in cyber-security analysisanalysis5.5.No project manager in the first No project manager in the first monthmonth6.6.Each team includes developers Each team includes developers and testers with neither Fannie and testers with neither Fannie Mae application nor Agile Mae application nor Agile experienceexperience7.7.Projects must be in User Projects must be in User Acceptance Testing by end of the Acceptance Testing by end of the yearyear

Meeting the ChallengeMeeting the ChallengeAfter the project manager ‘s After the project manager ‘s arrival, my role as Scrum Master arrival, my role as Scrum Master accelerated with guidance from accelerated with guidance from Agile expertise on staff.Agile expertise on staff.Despite the initial obstacles, Despite the initial obstacles, additional staffing issues and additional staffing issues and other unavoidable difficulties, other unavoidable difficulties, each project team steadily each project team steadily improved through several sprints improved through several sprints and reached a respectable and reached a respectable velocity. velocity. An unrelated situation beyond our An unrelated situation beyond our control required contractors control required contractors (including me) to transition our (including me) to transition our remaining work to FTEs.remaining work to FTEs.

Initial PerformanceInitial PerformanceDespite detailed sessions to Despite detailed sessions to alleviate deficiencies, teams alleviate deficiencies, teams struggle in 1st sprints. struggle in 1st sprints.

Major Action Items# Identify key staff knowledge

resources to assist with# Business governance# SDLC policies & procedures# Agile expertise# Project initiation process# Use above resources to

attain working competency for each item listed.

# Gain sufficient understanding of the multifamily mortgage business to enable a functional analysis of each of the 3 applications for enhancement.

# Initiate all project manager responsibilities for each, e.g.,

# Create 3 project plans# Draft initial sets of required

deliverables# Manage staff resources# Keep each project on track

Final PerformanceFinal PerformanceBy any measure, each transitioned By any measure, each transitioned project was a success beyond project was a success beyond expectations. expectations.

Size per Size per Story (SPS)Story (SPS)

Points Completed per Points Completed per Sprint (PCPS)Sprint (PCPS)

Effort LevelEffort LevelSpeed or Speed or Productivity Productivity

LevelLevel

Size per Size per Story (SPS)Story (SPS)

Points Completed per Points Completed per Sprint (PCPS)Sprint (PCPS)

Effort LevelEffort LevelSpeed or Speed or Productivity Productivity

LevelLevel

Summary Case StudyExperience Assessments

2009 - Curre

nt

2008 and

Previous

…hardworking, talented, and a creative individualDirector, Strategic InitiativesAccenture

Conrad excelled dramatically. He’s come a long way in a few short months.

Principal DeveloperFannie Mae

Conrad's creativity is evident, but what's more important is that his creativity is adaptable to collaboration and feedback. He is flexibly accommodating to our needs, and works hard to achieve a quality product..

President and CEOSupremesoft Corporation

Celebrating Performance Awards RecipientCelebrating Performance Awards Recipient2008: Drives to Add Value2008: Drives to Add Value2007: Organizes & Directs Quality Work Efforts2007: Organizes & Directs Quality Work Efforts2007: Drives to Add Value2007: Drives to Add Value

2007

Conrad consistently goes the extra mile to assist team members. He possesses strong analytical skills that allow him to answer challenging questions.

ManagerAccenture

September 2007

Conrad was invaluable in helping me prepare for a successful client meeting in Chicago despite the unavoidable short notice and having to work remotely at Germany’s Frankfurt Airport—his layover on an exhausting trip from India back to the US.

Senior Executive, Accenture

August 2009…Excellent ability for organizing complex material into an visually understandable format.Policy Officer, IRS

2007

Conrad consistently meets challenging analysis and design deadlines.

Manager, Accenture

Public Domain Photograph: Original Photographer Unknown January 2011