Business Analysis skills have been gained throughout my career, but the most relevant role was the Director of Engineering for ARANZ Medical. My main focus was on identifying the areas of the Engineering function that required …
All of my roles have had a significant Project Management component. Having worked across many technical industries, my understanding of Project Management as a vocation is extremely deep and wide. I have been exposed to many overarching infrastructures, typically Stage-Gate based, and have had to control, monitor and report to stakeholders at all levels using many different development models. Having spent more time in the Software and Firmware areas, a large proportion of my Project Management has been around agile and scrum. PMP and PRINCEII environments lend themselves extremely well to agile as much as they do to waterfall that is more traditional in Hardware and Mechanical arenas.
From the very early days of pair programming, extreme programming and iterative development, I have been key in two roles in bringing agile development successfully into play, as well as being asked to assist in fixing and refining existing implementations. Through this I gained insight into the fact that agile development is not an out of the box toolset and process that can be “turned on”, it is much more about a journey where the critical elements are the people, the organisation and the company culture. The agile manifesto provides a tool box of processes, tools, and ideas that when embraced by teams leads to better, more efficient outcomes.
Lean Start-up provides a pre-step to Agile Development and I have used it’s concepts in several roles.