Agile WOrk
UHG myEasyBook
Maryrose’s first segue into Agile development was the myEasyBook development project at United Health group. Her role was PM for the Scrum Masters for the project. Communicating the vision for the overall project to the team, as handed down from management, was one task normally relegated to Product Owner that Maryrose as traditional PM took on. Aside from this, Product Owner took on putting together Teams’ backlogs articulating the vision and goals for the project. The work intake by the Scrum teams was conducted in the traditional Agile mindset, with the teams drawing stories from the backlog to complete.
The Daily Scrums were no departure from Maryrose’s project management style, even in the tradition project manager role. She participated in the Daily Scrums of the Scrum teams. Going round table, drawing out daily accomplishments and work for the day, and calling out issues for escalation, that were discussed in as much detail as needed for the Scrum Master/PM to take action on, were standard for Maryrose. She took ownership of the Scrum Master task of removing impediments to allow the Scrum team to deliver.
myEasyBook was successfully launched to two markets as scheduled.
UHG MYEASYBOOK
Lorem ipsum dolor sit amet, conseMaryrose’s first segue into Agile development was the myEasyBook development project at United Health group. Her role was PM for the Scrum Masters for the project. Communicating the vision for the overall project to the team, as handed down from management, was one task normally relegated to Product Owner that Maryrose as traditional PM took on. Aside from this, Product Owner took on putting together Teams’ backlogs articulating the vision and goals for the project. The work intake by the Scrum teams was conducted in the traditional Agile mindset, with the teams drawing stories from the backlog to complete.
The Daily Scrums were no departure from Maryrose’s project management style, even in the tradition project manager role. She participated in the Daily Scrums of the Scrum teams. Going round table, drawing out daily accomplishments and work for the day, and calling out issues for escalation, that were discussed in as much detail as needed for the Scrum Master/PM to take action on, were standard for Maryrose. She took ownership of the Scrum Master task of removing impediments to allow the Scrum team to deliver.
myEasyBook was successfully launched to two markets as scheduled. ctetur adipiscing elit. Ut elit tellus, luctus nec ullamcorper mattis, pulvinar dapibus leo.
UHG MEDICA SDLC Transformation
MEDICA represented a significant amount of business to UHG. The release delivery cycle for UHG was 9 months, too long for the client. Maryrose was tasked with creating a new SDLC that folded in LEAN/Agile principles to accelerate the release process. It was not possible to fully convert the process to the Scaled Agile approach due to the various mainframe systems. However, mimicking the Agile project definition strategy, using the concept of an Epic User story for the change, sizing the story upfront and releasing the non-mainframe components in Agile fashion was integrated into this new SDLC. The iterative development method, scaled to the complexity of Mainframe releases was also included.
The result of this effort was a 14-week release cycle (as opposed to the original 9-month release cycle).
UHG MEDICA SDLC TRANSFORMATION
MEDICA represented a significant amount of business to UHG. The release delivery cycle for UHG was 9 months, too long for the client. Maryrose was tasked with creating a new SDLC that folded in LEAN/Agile principles to accelerate the release process. It was not possible to fully convert the process to the Scaled Agile approach due to the various mainframe systems. However, mimicking the Agile project definition strategy, using the concept of an Epic User story for the change, sizing the story upfront and releasing the non-mainframe components in Agile fashion was integrated into this new SDLC. The iterative development method, scaled to the complexity of Mainframe releases was also included.
The result of this effort was a 14-week release cycle (as opposed to the original 9-month release cycle).
UHG MEDICA Projects
In order to properly roll out the new SDLC process integrating some LEAN/Agile concepts, Maryrose was entasked with managing the first few projects using this newly-minted SDLC.
UHG MEDICA PROJECTS
In order to properly roll out the new SDLC process integrating some LEAN/Agile concepts, Maryrose was entasked with managing the first few projects using this newly-minted SDLC.
UHG Quality Hardening Initiative (QHI) Projects
This initiative was part of UHG’s sweep to ensure all systems run within the prescribed metrics for downtime/errors. Dollars were allocated to ‘fix’ the problems causing the systems to appear in the exception reports. These projects were executed in Agile fashion. My responsibility was oversight over these problem-solving teams, as the stakeholder holding the funding to be released to finance these efforts. In a traditional sense, I was part Product Manager, part Scrum Master of Scrum Masters.
UHG QUALITY HARDENING INITIATIVE (QHI) PROJECTS
This initiative was part of UHG’s sweep to ensure all systems run within the prescribed metrics for downtime/errors. Dollars were allocated to ‘fix’ the problems causing the systems to appear in the exception reports. These projects were executed in Agile fashion. My responsibility was oversight over these problem-solving teams, as the stakeholder holding the funding to be released to finance these efforts. In a traditional sense, I was part Product Manager, part Scrum Master of Scrum Masters.