Agile coach

for a customer in the energy and utilities industry developing a product for Business to Business (B2B IT).
The business benefits of the project are in the short-term reduced personnel dependency, reduced waste and variation in internal processes, improved security and capacity. In the long-term the benefits of the project include increased functionality.
Initially, Daniel's task was to define the framework for the assignment and its deliverables, the role description and the communication plan, to create structure through the establishment of a steering group.
During the assignment Daniel led a team with IT developers, architects, requirements managers and testers. A challenge for the assignment was to digitize a substantially manual process where delivery time was fixed. The application was deployed in a newly established secure environment. Daniels contribution was to establish contact and develop interoperability between different parts of the organization.
Together with the team agile development approaches and DevOps practices were implemented. The project was delivered on time and within budget.
Individual Contribution:
Leadership skills including influencing senior leadership, finding solutions in complex situations and involving various stakeholders. Facilitating, coaching and mentoring teams and leaders towards delivering high quality products and a sustainable fashion. Creates an environment and culture of trust and transparency.
Competence areas within the assignment:
Technical Project Methodology, Agile Methodology, IT Architecture, IT-processes, Change Management, Project Planning, Manage Processes, Cost Management, Quality, Manage Issues and Risks, Reporting and Documentation, Leading Project Team.
2018- 2018 - Digital marketing start-up

The purpose of the mission was to provide a more efficient service production, to eliminate activities that are not value-adding and reduce activity lead times, to respond faster to new internal and external customer needs and to use the available resources more efficiently
The assignment deliveries included a report that analyzed the development organization as a customer / supplier in their own company including shortcomings that need to be addressed internally. The report summarized our impressions and conclusions by suggesting company management what could be improved in the coming year documented in a development plan (product backlog). Based on the development plan, a plan of action (sprint backlog) was derived describing activities to reach the monthly interim goals.
The assignment included coaching of development teams on location and at a distance, including the first stage of a value-flow analysis in the development organization.

Individual Contribution:
Works closely with different teams, supports start-up of new teams and projects to become self-sufficient, help to develop agile skills and ensures that best practices are being used, coaching agile values to business and C-level executives.

Competence areas within the assignment:
Agile Methodology, IT-processes, Change Management, Manage Processes, Quality, Manage Issues and Risks, Reporting and Documentation.

Consultant Manager in a Nordic consultant company
Manager of the project office with full responsibility for daily operations and operations development both on strategic and operational level, including reporting to steering group.

Individual Contribution:
Daniel as a manger developed operations, with a 50 % growth in personnel during three years to 30 people. The role required working in a complex environment with many dependencies between activities and without having sufficient information at all times, with responsibilities including businesses, financial result, personnel, education and training, work environment, safety, security and quality.

Competence areas within the assignment:
Agile Methodology, IT-processes, Change Management, Project Planning, Manage Processes, Cost Management, Quality, Manage Issues and Risks, Reporting and Documentation, Leading Project Team.

The benefit of the mission is to be able to provide more efficient service production, be able to eliminate non-value-adding activities and reduce the lead times for activities, be able to respond more quickly to new internal and external customer needs, be able to use available resources more efficiently.

Individual contribution:
Daniel has the role of lean coach where his efforts consist of mapping the interface between internal customer and supplier organization.
The result of this survey is that expectations and needs have been clarified, problems in connection with customer expectations have been identified and that possible solutions have been formulated and prioritized.
Subsequently, mapping has been done and value flow analysis has been documented in a current state.
The result also includes that value-adding and non-value-adding activities have been identified, resource and flow efficiency have been calculated, waste, weaknesses and consequences have been identified, and that possible solutions have been formulated and prioritized.

Finally, Daniel has developed and proposed an action plan for how the systematic improvement work will be improved over the next year. Depending on the current situation, this item may include everything from starting valuation work, starting daily management to variance management, doing value flow analyzes or structured reconciliation meetings in the continuous improvement work.
The action plan is developed according to the PDCA methodology.

Competence areas within the assignment:
Agile and Lean Methodology, IT-processes, Change Management, Manage Processes, Quality, Manage Issues and Risks, Reporting and Documentation, Leading Project Team.