Project Manager in Dublin, Ireland

I was brought in after the project had started to apply project management discipline. The project was high-profile, but the technical team was unable to provide clear progress reporting or demonstrate planning discipline.

The engagement began with a series of workshops to reverse engineer the situation. I then created some of the missing project artifacts, such as a project plan, a RAID, a clear set of roles and responsibilities, and a communications plan.

Once the project was set up correctly, the technical team was able to continue their work independent of the management team. The team lead worked with me to track progress, adjust plans, and manage risks and issues that needed to be escalated.

For the remainder of the project, I worked with the external stakeholders, product owner, and internal management teams to provide the needed visibility, governance, and change management skills.

This project was a key enabler for an ERP program. To provide the correct information to the target ERP system, a single source of truth was required to harmonize the various revenue values from the global channels.

Multiple revenue streams needed to present information to the ERP in a consistent way. Due to limitations of the ERP, the revenue recognition business rules needed to be described and implemented in the application.

This was run as a Kanban project as most of the functionality was not user-facing.

Besides setting up the technical platform (SQL server based app), the project needed to provide an external API to various global partners. This provided the raw revenue data. The team used a Burn-Down chart and a Cumulative Flow diagram to communicate progress.

I acted as the team lead and product owner, prioritizing the backlog and working with the developers to understand the requirements and business rules implemented.

My role as a remote project manager was to coordinate the efforts of multiple global teams to develop data integrations with the API and perform end-to-end testing of the release.

I was brought in to diagnose and facilitate the rehabilitation of this project.

The data migration team was in two remote locations, and their efforts were not adequately coordinated with a dependant ERP program.

After initial conversations with the organization leadership team, a series of workshops were held to diagnose the project issues. Diagnosis showed that the project was being relatively well run, but because the agreed SDLC was not fully implemented (Scrum ceremonies were being missed), the team was losing focus and momentum. External visibility was also an issue.

I designed and implemented the required project governance and operational framework for the project. This enhanced external visibility, managed risks effectively, and coordinated multiple remote teams more explicitly on the US West Coast and Europe.

The project recovered well as I continued to project manage the Agile teams through to successful delivery.