Oslo, Oslo, Norway
I started as a developer, but quickly discovered an interest in process improvement, project management and team management. I have now extensive experience from the IT industry where I have implemented variants of flexible methods to optimise our teams development processes. Through a number of projects, I have gained a good experience of acting as a hub between the customers, the development team and other stakeholders. In Capra, I have been part of the management team until it was replaced by teams according to the "Team Topologies" model. I was heavily involved in this reorganisation, including the start of the team that was responsible for the new organisation. Therese has just completed the master's program at BI «Achievements in Organisations».
Maintain and develop a good relationship with our customers.
Facilitate good work routines internally in addition to good use of tools for task management and continuous improvement of processes and routines. Ensures good communication with stakeholders and that they achieve direct contact with the team at the right time.
As Team coordinator/technical project manager and responsible for the technical solution, I worked to make the teams familiar with the work tasks and distribute them between the teams. All technical teams in ice were involved. Challenges lay in ensuring the actual use of resources, coordination between the various product owners, and preventing a gradual increase in scope. We realised that it would not work to run this project according to the waterfall methodology, and changed the method shortly after start-up: 1. introduced a stricter priority to ensure some slack in the project 2. Set up joint standup a couple of times a week, and daily when critical delivery was approaching. 3. Retrospectives and slack were introduced in the iterations to ensure continuous learning. The project was nominated in the category of the quarter's team 2nd quarter 2020: "In good drive to complete a project that has gone over many years - a project that is an important piece in the job of reducing technical debt in ice. Although the project has have been stopped or downgraded several times, the project has kept its spirits up and not given up.They have planned, planned and re-planned, and they always see solutions instead of problems.The project will deliver the biggest code change to date in ice, and therefore has great focus on testing. They are very concerned that our customers do not notice the change. The project team has along the way made sure that everyone in the project is heard at GO / NO-GO discussions. This has been greatly appreciated within the project, and motivates the team to continue great and good efforts.The project's working method and customer focus are definitely to be followed.