Meko is 可用 租用
雇佣 MekoMeko Kofahl
验证专家 in 项目管理
项目经理
位置
罗马，意大利首都罗马的大都会
至今成员总数
2019年1月10日
Meko has been working with technology and software development since the early 1990s, 最初是在网站开发中, 然后过渡到管理一般的开发交付, 系统集成, 项目团队, 项目组合. Her industry experience has included several telcos and technology startups. Meko has recently begun coaching Waterfall to 敏捷 transformations and has helped several SMEs with their migration to Scrum.
项目的亮点
金融服务公司的Scrum转型
Meko led Ixaris through a major initiative to transition its Engineering and Product teams to a more fully Scrum methodology.
沃达丰Siebel CRM实施项目
Delivered a major Siebel upgrade after a series of internal resources had been unable to successfully complete the work.
欧盟资助的开放支付生态系统项目
Led a development team of 40 developers to successfully conclude a €4 million EU-funded innovation project.
专业知识
工作经验
Consultant (敏捷教练, Software Development, Process Improvement, Operations)
2018年至今
Toptal客户
- 进行了涉及软件开发的闪电启动, 产品待办事项列表开发, and UI/UX components for a medical billing software provider looking to launch a new product.
- 与客户携手合作, 评估需求, 并对他们的网站项目进行了成本/收益分析, which resulted in recommending a phased delivery with a built-in delay after the initial phase in order to gauge customer response.
- 引导闪电开始涉及软件开发, 产品待办事项列表开发, and UI/UX components for a company wanting to launch a political website with fantasy-football-type functionality.
- Conducted a brief competitive analysis during a lightning start to help prepare the client for seeking eventual investment funding.
首席运营官
2023 - 2023
沙洲BV
- 与首席执行官合作，澄清与项目管理相关的需求, 调度, 资源管理. Evaluated the current tool (Bouwsoft) and designed an integration with Microsoft Project, 非常迅速地提供所有必需的功能.
- Developed a document for potential future automation of the integration to reduce the need for manual data importing/exporting, 随着公司的发展，是否还需要它.
- Conducted personalized 培训 for the CEO, who had some experience with Gantt charts. Provided an operations manual with more detailed instructions that could be used to train someone in the future to assume the scheduler role.
项目经理
2022 - 2023
巴贝尔的公司.
- Joined the team as an agile coach working to mentor product owners and engineering managers and help the organization become more data-driven. Reviewed four teams' agile capabilities and provided feedback and concrete action plans for the teams.
- Coached the IT department with their migration from in-house Jira to Jira Cloud, 包括建议和测试. During the process, I streamlined all 工作流s for the growth team to simplify and standardize.
- Created a data backlog for use with onboarding the new data analysis team, which included key metrics (and where the data needed to come from) and process information for ensuring that data requirements are considered when reviewing "Ready to Take."
项目经理
2022 - 2023
巴贝尔的公司.
- Brought on to conduct 敏捷 coaching but also provided guidance in other areas, especially around the company becoming a data-driven organization and looping feedback into next-stage 规划.
- Mentored four engineering teams and product managers in improved 敏捷 practices, focusing on how to use metrics to improve their estimating and continuous improvement. Helped with post-COVID-19 team building with online activities and in-person events.
- 协助IT部门完成Jira和Confluence的升级, 其中包括从本地迁移到云版本.
项目经理| Scrum Master
2021 - 2022
Biogen - Main
- Coached the prototype development team and product owner through the successful delivery of a very short-timeline deliverable that needed to go live in concert with a service launch. 由于他们的工作，这个团队得到了高层的赞扬.
- 担任过三个开发团队的scrum主管, 每个人都在开发不同的产品，满足不同的利益相关者需求.
- 简化工作流程, 指导团队进行有效的scrum会议, 并通过优先级和MVP定义来支持产品所有者.
首席产品官
2019 - 2020
的力量
- Created, prioritized, and maintained the product backlog for this seed funding-level startup.
- Managed the development team and served as the liaison between them and the CEO/CTO.
- Implemented development best practices in the areas of quality and 测试.
- 管理项目时间表和开发预算.
- 拟定拨款申请及准备其他资助材料.
变革管理主管
2017 - 2018
Ixaris系统有限公司.
- Designed and implemented change management plans related to the implementation of Scrum methodology and process improvement.
- Applied change management plans to facilitate the culture of transformation, including a shift to use of OKRs (objectives and key results) for most staff.
- Defined an implementation plan for metrics and worked with the Executive team to prioritize appropriately.
- Presented regularly at all-company town hall meetings on progress/next steps and personally conducted customized 培训 sessions.
- 管理项目管理办公室和项目管理团队, addressing transition issues from waterfall-style 报告 to more Scrum-appropriate metrics.
合同项目经理
2016 - 2017
沃达丰马耳他(合同)
- Successfully completed a distressed Siebel CRM Implementation which had been mismanaged by underqualified internal resources.
- Served as technology team liaison to the Oracle consulting team for a major technology project.
- Conducted initial billing project requirements definition for the technology team.
合同项目经理
2015 - 2016
马耳他政府(合同)
- Led the 规划 for a €10 million overhaul of the national Pitkalija farmer’s market. 该项目的各个方面包括技术, 位置, 建设, 物流, 工作流, 以及市场的人员配置方面, 以及对欧洲其他国家市场的比较分析.
临时首席信息官
2013 - 2015
门项目
- Developed and maintained a groupwide 3-year IT strategy and budget for 门项目 (serving as interim director of IT) and began building a PMO to support the implementation teams across the group.
- 雇佣并指导初级PM员工，领导技术合同团队. Converted strategic plans into prioritized project and action plans and worked with various companies, 团队和部门的实施. Developed and reported multiple sets of corporate KPIs to senior management and at board level on overall performance.
- Led the implementation of Prophix software deployed for groupwide financial consolidation (€150,000年预算).
- Led rollout of Office 365 software for all Hili group companies to facilitate collaboration and other goals (700 licenses deployed over 6 months). 包括安装, 培训, and ongoing consulting on department usage and development of intranet sites.
- Filled in for the COO directing the execution of his operational strategy while he was occupied with an aggressive acquisition schedule.
- Conducted multiple process redesign projects for PTL Limited (included Software Development processes, 帮助台流程, 账单/发票流程). 向PTL介绍了敏捷软件开发方法.
- 指导PTL软件团队首次获得ISO 9001认证, 帮助他们定义适当的过程并充分记录它们.
高级项目经理|流程经理
2005 - 2008
BEA系统
- Created the project office for a start-up telecommunications-focused division of about 50 people, delivering three new products and miscellaneous other projects (maintenance packs, 等.)，使用敏捷方法制定年度时间表.
- 交付战略项目，包括年度预算和计划, 将整个产品开发转移到海外的风险评估, and implementation of that offshore move to a 100-person Beijing-based team. 监督北京团队，确保成功交付.
- 管理两个关键的早期实现:一个用于AT&T with a value of $2 million, and one for Cingular in the range of $5 million.
- Created and managed an early-adopter beta programme designed to provide early access to our software in exchange for customer feedback and personalized implementation support.
- Onboarded the initial department offering, a SIP Server product purchased from a Japanese company. 担任与日本供应商的联络人, 创建初始文档和安装包, and worked to set up an internal test environment to allow for internal 培训 and development experience.
合同项目经理
2002 - 2005
Personix(现为Fiserv)
- 为Personix的主要客户Verizon管理数据集成项目. 与Verizon人员广泛合作，协调数据格式, 测试, 报告, 和规划.
- Led the internal development team for the migration of 10 disparate COBOL systems to a rules-based EAI (Mercator) system.
运营项目经理
2002 - 2002
H3G
- 管理应用程序团队的测试和操作准备, 包括意大利的旗舰应用程序" VideoGol ". 这个应用程序, was the first video sports highlight application delivered by any major telco at the time.
技术项目经理
2001 - 2002
Etnoteam年代.P.a. (合同)
- Led the team of 25 Italian developers delivering 10 discrete WAP and website applications on behalf of Omnitel and Etnoteam for the global launch of Vodafone’s Vignette-based Vizzavi portal.
- Served as liaison to Etnoteam's client (Vodafone's Vizzavi CIO) with a smaller onsite installation team of ten resources, 响应客户请求, 变化, 以及操作要求.
技术总监
1999 - 2001
Modaexchange.com
- Led development of the original business plan which resulted in a successful seed investment of $1.2500万年.
- Designed the integration architecture for combining the inventory and production data across multiple disparate designers' technology systems.
- 协商使用QRS软件, representing use of a multi-million dollar system on a revenue-sharing basis with no upfront cash investment.
电子商务主管|技术项目经理
1998 - 1999
贝克罗宾斯 & 公司
- Managed two major e-business projects for clients – one Fortune 50 company and one Fortune 500 company. Both projects were firsts in their respective industries and are among the “success story projects” listed on the company’s webpage.
- Managed the Y2K 测试 and performed some process design for a major division of a Fortune 10 company.
- Led a small development team to build a web-based interface to a CICS system for the purpose of online auto loan applications for a Fortune 10 company.
- Created new legal XML service offerings for 贝克罗宾斯 to market to current clients.
高级系统分析员
1997 - 1998
康柏电脑公司
- 负责需求定义, 规划, prioritization and project management of all Internet projects within North America, 以及在全球项目中代表北美的需求.
- Managed a portfolio of 100+ projects, with individual project budgets up to US$11 million. 总投资组合价值超过1.6亿美元.
- Delivered a customer configurator to allow the online customization of consumer-level machines and SME servers.
- Worked with an external graphic design firm to deliver an award-winning customer service portal.
项目历史
金融服务公司的Scrum转型
Meko led Ixaris through a major initiative to transition its Engineering and Product teams to a more fully Scrum methodology.
在六个月的时间里, 115名员工中90%接受了培训(包括行政管理人员), 定义并执行了一个转换backlog, and the team was making significant progress towards greater efficiency and delivery of value. Revenue during this period was the company's highest ever and we were rapidly approaching profitability despite the disruptive nature of Scrum implementation.
Several Communities-of-Practice were established to ensure wide agreement on technical decisions and process, 市政厅会议定期召开, 改进的指标和关键绩效指标得到了发展和落实.
Several Communities-of-Practice were established to ensure wide agreement on technical decisions and process, 市政厅会议定期召开, 改进的指标和关键绩效指标得到了发展和落实.
沃达丰Siebel CRM实施项目
Delivered a major Siebel upgrade after a series of internal resources had been unable to successfully complete the work.
这三个月的工作包括审查这个陷入困境的项目, 修订的发射计划, 技术方案的评估和修订, 行政沟通, coordination across the entire company to minimize downtime of the related call center, and communication to the international Vodafone Center of Excellence on progress. 因为升级被多次推迟, 只有某些步骤允许在紧急情况下回滚, 使项目具有一定的风险和挑战性. 升级在一夜之间顺利进行, 安排, 并且在升级后没有出现重大问题.
欧盟资助的开放支付生态系统项目
Led a development team of 40 developers to successfully conclude a €4 million EU-funded innovation project.
还有六个月就要完工了, the €4M EU-funded Open Payments Ecosystem project lost its project manager and brought Meko on to finish the effort. An assessment was done shortly after engagement showed the run rate of the project to be much higher than previously reported and offshore staffing was cut to reflect the actual budget. 对项目的范围进行了仔细评估，并重新确定了优先级. 主要成果均在截止日期前圆满完成, and the project passed all subsequent audits and EU 报告 requirements.
教育
2009 - 2012
人类学硕士(水下考古)
德克萨斯州的一个&M大学-德克萨斯，美国
2007 - 2008
本科学历，主修人类学、历史学和英语
华盛顿州立大学-美国华盛顿
认证
2017年8月至今
认证敏捷领导力(CAL-I)
Scrum联盟
2017年8月至今
专业Scrum Master III (PSM III)
Scrum.org
2017年5月至今
认证Scrum产品负责人(CSPO)
Scrum联盟
2016年8月至今
专业Scrum Master I (PSM I)
Scrum.org
2015年6月至今
专业Scrum Master Level II (PSM II)
Scrum.org
2007年6月至今
高级项目管理证书
斯坦福大学
2003年6月至今
项目管理专业人员(PMP)
项目管理协会(PMI)
有效的合作
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