Mark Dielen

I participate in the Agile transformation and coordinated Agile adoption for teams with EDSN. I developed and deliver team and organization training materials and workshops, building knowledge and skills to facilitate the Agile transformation. Establish and support communities of practices to promote organizational understanding of Agile roles and to help individuals develop into them. Coached teams, Scrum Masters, Business Analysts, Architects, Security specialists, Managers and Executives on Agile values and principles to promote continuous improvement in practices and artifacts. Championed cultural change, made plans and used techniques for accelerating and advancing the organization's transformation. As a scrum master I facilitated the transition of the new EDSN applications (20+ people) from waterfall to Agile as a Coach, while also acting as the Scrum Master of one mixed team, containing EDSN team members and team members of the System Integrator. I focus primarily on training the teams to write good user stories, prioritize the work based on business value and handling of the tasks by the team. Placed substantial efforts on team member role training, time-boxing and providing strong metrics for all players. I bring in Agile best practices such as time-boxing, continuous integration, code/design reviews, transparency, accountability, jira tracking, product visioning, technical debt reduction, self-management and empowerment. As a Scrum Master for three products and three separate cross-site teams, identified process changes required to accelerate development and remove major impediments. To achieve these results, I update group's processes to conform to Agile Scrum standards.

The e-commerce site for ECI must be upgraded to the version 7.8 of Intershop, the current version 7.1 is out of support. Due to the upgrade it will be possible to simplify the application landscape, because Fredhopper can be phased out. Next to that we can move on to new technologies like React, which enables the frontend to be state of the art. The backend is being built in Intershop with Java on top of an Oracle database. Within ECI I am responsible for two multidisciplinary scrum teams consisting of frontend developers, backend developers, visual designers and UX-ers. For the team we work with off-shoring in India and near-shoring with Germany and engineers in the Dutch office. For the teams I am the coach making sure the processes fit well and process improvements for collaboration within the teams are being realized. Due to my experience as a developer I can easily engage and understand the engineers. Next to that I can explain the agile/scrum way of working and show how the different parts of it enhance each other. I have helped the team in setting up the CI/CD pipeline with Jenkins, Nexus, BitBucket, Gradle, SonarQube and Selenium for our DTAP environment. Being an agile coach, I help ECI with their agile transformation, through finding and solving bottlenecks and possible enhancements in their agile environment. I write consciously 'help' and not 'advise', because I work together with ECI to solve their problems. I help teams to prioritize and structure their activities and facilitate the process of continuous improvements, through identifying bottlenecks helping to search for solutions. I coach managers on Agile leadership and help enabling improvements at an organizational level and where needed to improve the flow of all changes. I am an agile coach that looks from the human- as well as the process perspective at the agile organization.

At Sanoma I work as the Scrum Master for kieskeurig.nl, a lead generation application. I am an evangelist for the Agile values, principles and practices, and take a lead role in ensuring the continued success of the Scrum process. I am a dedicated Scrum Master for 2 teams, work with IT as well as the business to propagate the Agile way of working. Working closely with the PO, I improve planning predictability, based on healthy backlogs and historical velocity. I drive continuous improvement by harvesting from team retrospectives, and amplifying feedback loops. I protect the team from external and internal distractions and interference. I Identify and help remove impediments to the team's successful delivery of the sprint goal. I do track the key-metrics of the team, i.e. velocity, burn-down, team happiness. As the Scrum Master I work with the DevOps teams of 9 and 6 engineers, developers, testers and a DevOps-er. The techniques we use are the AWS Cloud, Python, PHP, Javascript, CSS, HTML, Elastic Search, C-Sharp. We work with the tools Jira, Github, Sonar, Confluence and Hipchat. And we created an OTAP environment with Ansible, Vagrant, Bamboo, with continuous integration, the code is automatically deployed, tested and checked for quality.

Project ONE – a key part of the TOPS 2020 International roadmap – will realise a rationalised model international core-banking landscape that meets both TOPS 2020 architecture and PBI requirements. ONE refers to having “one” international core banking platform with “one” operating model and solution per business line: Project ONE will deliver convergence to an integrated banking platform for the PBI countries in scope. Projectmanager will work closely together with 4 other Project Managers, each with their own responsibilities.

As IT Team manager I work closely together with enthusiastic and professional colleagues in the different DevOps teams. My teams work according to the scrum methodology, where we aim at working with automated provisioning of the IT stack with a full automated continuous delivery process. We also work with newest technologies with newest techniques, which lead to innovative solutions for the channels and for our clients. As IT teammanager Clearing and Settlement I manage 19 employees and I with an external supplier, ACI, 6 million Euro. I manage, measure and coach my employees. I guard the assigned project/department budgets and realize the continuity and project goals. Next to that I guard and maintain the demand & supply overviews. The engineers within Clearing and Settlement work within 2 DevOps teams, where 1 team provides for the generic features for the other teams. I directly manage these 2 DevOps teams and take care of the migration from the old to the future environment. Which entails profound automation of the IT landscape and support for the personal development of the employees. The further development of the agile methodology, the automation of work processes and establish the monitoring of the IT environment. I take care of the recently started Power-IT project, besides the business wishes. I manage as well on content as on process improvements, process management and contract management. Because of my profound knowledge on IT in the area of technique, DevOps and Continuous Delivery I can coach, measure and professionalize my team efficiently. The team works with Linux Java, tomcat, Oracle, CD tooling, Jenkins, Maven, Nolio, GIT, Fitnesse, Artifactory, etc… Through my knowledge I stimulate empowerment on the workplace, translate possibilities to strategy and actions. Next to that I stimulate the development of employees and enable better performance.

As IT Project manager I am responsible for delivering projects within the required framework (time, budget and quality). As such I linked all the interests of all stakeholders in the project (Project owner, requirement owners, team members, decisions bodies, etc..). My responsibilities are: Responsible for steering the projects and project team to deliver the desired output using state-of-the-art methodologies (PRINCE2) and company internal project processes; Ensure the administration of project budget and securing the overall project business case; Ensure that the project/product is delivered according to the defined quality criteria and manages all the risks & issues associated with the project; Support the overall portfolio management by providing adequate and accurate status information regarding planning, budget, scope and risks; Pro-active attitude regarding management of risks, changes and issues. I managed the following projects in parallel: • MRC project on Mainframe • Migrate data transfer Wincor from Linux Gateway to SST Gateway • Pacman – file transfer • Generieke uitwijk mid-range (GUM 2) • SSD PoC CINEO ATM’s • Replacement OW Server • MCR Human Inference Package • Install MasterCard connect • Upgrade MQ for Unix, Windows and iSeries • FAST • CBS T24 Documentum I joined the Customer Excellence program, where through Kanban the project is supported.