Experience in project management over 10 years.
During this time was in the role of PM, Scrum master, Business Analyst, Project Coordinator, Digital Project Manager at Outsource, Outstaff, Product, Startup companies.
Introduced Agile technology from scratch and scaled what works; conducted 11 projects at the same time at the Digital Agency for Waterfall. Worked with US government projects, actively advises to optimize business processes not only for IT companies. Personal mentor for dozens of managers around the world, the author of six courses for project managers, leaders and HR.
Topic: "Case Study: How to deliver early value, process schema, count metrics and move in interactions under scaled fix price."
OK, you have a customer and a project. Two teams and an idea to improve processes from customer support to development. So far, you do not have a distribution of non-developer teams, but you understand that in a case of success, they will appear sooner or later. Vertical and horizontal processes, security and integration requirements. And the sharp increase in users and applications. After scaling, switched to fixed price with quarterly payment. What happens and why do we have boxes?
I will tell the story of a scaling, which ended well and contributed to the emergence of new teams in the "old" Agile.
Complexity of speech: *
Hotel "Taurus" Ukraine, Lviv
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