Agile and Lean are today two of the most sought-after project management skills. They are methodologies that had proved to be effective in millions of instances. Learning and mastering Agile and Lean can prove challenging though. With the help of experienced trainers and specialists, like myself, learning such important and valuable hard-skills is made easier. Not only can I coach and mentor students in the best way to deliver any scale of project, I can also share numerous examples of projects where I have, myself, delivered them to great benefit. My key areas of specialism include: • Demonstrating an 18+ year track record of agile and training innovation in the IT sector as an experienced Agile Coach, Scrum Master, Product Owner, CTO, and Director of Project with Agile & Lean methodologies certifications. • Directing and training teams as large as 90 persons to meet organisational goals. • Facilitating sprint planning, daily scrums, retrospectives, stakeholder meetings, and software demonstrations. • Applying Agile techniques to uncover the optimum way to build web applications with mobile clients. • Coaching the teams in to their journey to deliver better product and increase customers satisfaction. • Launching and monitoring software development processes, especially software platforms for web applications.
My Mentoring Topics
- Agile
- Lean
- Executive Coaching
- Leadership
- Personal Growth
- Project/Product Management
C.
2.June 2023I had an engaging session with Liviu to discuss my ideas for improving collaboration in my organization. We talked about my assessment of the current situation. Liviu shared his experience in addressing these issues. And I was able to walk away with well-defined action items. Thanks Liviu!
W.
10.March 2023I was very satisfied with the support and guidance offered to me in our first session. It was especially helpful to establish outlined objectives and personalized assignments, which will help guide and strengthen future sessions.
S.
24.January 2023I talked to Liviu as I wanted to get deeper insights on the problems that I've run in to in practicing agile. He was extremely easy to work with and quickly set up an action plan to solve these problems. It was easy to see that he is very experienced as an agile coach and had many good pointers for me, even during the quick intro call. I'm looking forward to working with him in the future and looking forward to learning a lot!
E.
17.January 2023I attended the session in the hopes of receiving feedback on my Linkedin profile and career path. It felt like an excellent session. Full of insightful feedback and ideas for next steps to advance my career. I know exactly where I need to concentrate my efforts next. Much appreciated!
A.
13.December 2022Thanks Liviu! It was a great session, where I have received great advice from an experienced professional who have worked in almost or even in all roles inside Scrum framework. Liviu gave me the information I was trying to find and even more, because he inspired me to continue me education and development in the selected sphere.
Scrum - The Art of Doing Twice the Work in Half the Time
Jeff Sutherland
Key Insights from "Scrum - The Art of Doing Twice the Work in Half the Time" Scrum is an iterative and incremental agile software development methodology. It is designed to deliver significant amounts of value in a short amount of time, with adaptability and responsiveness to change being its cornerstone. Scrum is based on empiricism and lean thinking. Empiricism asserts that knowledge comes from experience and making decisions based on what is known. Lean thinking reduces waste and focuses on the essentials. Scrum utilizes a self-organizing, cross-functional team. The Scrum Team consists of a Product Owner, the Development Team, and a Scrum Master. Scrum teams deliver products iteratively and incrementally, maximizing opportunities for feedback. Implementation of Scrum involves three key roles: the Product Owner, who defines the product in customer-centric terms, the Scrum Master, who ensures the team is functional and productive, and the Development Team, who deliver potentially shippable increments of the product at the end of each Sprint. Scrum is not just for software development. It can be applied to any complex project or task, from marketing to operations, to make them more effective and efficient. Scrum employs regular cycles of work called Sprints. Sprints are time-boxed to one month or less to encourage predictability and control risk. Scrum encourages transparency, inspection, and adaptation. These principles underpin the regular events in Scrum such as Sprint Planning, Daily Scrum, Sprint Review, and Sprint Retrospective. Scrum values courage, focus, commitment, respect, and openness. These values give direction to the work and the behavior of the team, creating a culture of trust and collaboration. Scrum delivers “Done” product increments. The increment must be in useable condition regardless of whether the Product Owner decides to release it. Scrum emphasizes sustainable development. The team should be able to maintain a constant pace indefinitely, promoting a healthy work-life balance. Detailed Analysis and Summary The book "Scrum - The Art of Doing Twice the Work in Half the Time" by Jeff Sutherland, provides a comprehensive overview of Scrum, an agile project management methodology that originated in the software industry but has been adapted for use in a variety of fields. Sutherland, one of the co-creators of Scrum, begins by introducing the concept of Scrum as an iterative and incremental approach to managing projects. This approach contrasts sharply with traditional project management, which often relies on a linear, sequential approach and can be rigid and slow to adapt to changes. He further elaborates that Scrum is built on the principles of empiricism and lean thinking. Empiricism, derived from the scientific method, involves observing, theorizing, and experimenting. This approach allows for the acknowledgment and management of the unknown and the uncertain. On the other hand, lean thinking, borrowed from manufacturing, emphasizes the reduction of waste and the focus on the essential components of a process or a project. Sutherland emphasizes the importance of having a self-organizing, cross-functional team. The three roles in Scrum, the Product Owner, the Scrum Master, and the Development Team, all play crucial roles in the successful implementation of Scrum. The Product Owner brings the vision for the product and prioritizes the work based on its value, the Scrum Master facilitates the process and removes obstacles, and the Development Team are the ones who do the actual work of delivering potentially shippable increments of the product at the end of each Sprint. One of the most interesting points that Sutherland makes is that Scrum is not only for software development. It can be applied to any complex project or task, from marketing to operations, making them more effective and efficient. This is a significant insight as it broadens the applicability and usefulness of Scrum. Sutherland also highlights the regular cycles of work, called Sprints, which are time-boxed to one month or less. This creates a rhythm of work and allows for regular inspection and adaptation, another key principle of Scrum. This regular inspection and adaptation occur through the various Scrum events, including the Daily Scrum, Sprint Review, and Sprint Retrospective. The book also emphasizes the Scrum values of courage, focus, commitment, respect, and openness. These values are not just nice-to-haves but are essential for the successful implementation of Scrum. They create a culture of trust and collaboration, which is essential for a self-organizing team. Finally, Sutherland highlights the ultimate goal of Scrum: to deliver “Done” product increments. These increments should be in a usable condition, regardless of whether the Product Owner decides to release it. Sutherland also emphasizes the importance of sustainable development, stating that the team should be able to maintain a constant pace indefinitely. This promotes a healthy work-life balance and prevents burnout. In conclusion, Sutherland's book provides a comprehensive, insightful, and practical guide to understanding and implementing Scrum. It highlights the value of flexibility, adaptability, and a customer-centric approach to project management. The principles, values, and practices of Scrum that the book presents can bring about significant improvements in productivity, quality, and job satisfaction.
ViewThe Phoenix Project - A Novel about IT, DevOps, and Helping Your Business Win
Gene Kim, Kevin Behr, George Spafford
Key Facts and Insights from "The Phoenix Project" The Three Ways: The first principle, known as "The flow of work from left to right," emphasizes the need for work to be visualized and flow smoothly from development to operations to the customer. The second principle, "Amplify feedback loops," underscores the importance of creating channels for necessary adjustments. The third principle, "Continual experimentation and learning," promotes a culture of continual experimentation, taking risks, and learning from failure. DevOps: The book emphasizes the critical role of DevOps in modern IT operations and how it can help businesses win. DevOps represents the integration of development and operations teams to deliver better, faster, and more reliable outcomes. IT as a competitive advantage: The book argues that IT is no longer just a support function but a strategic asset that can provide a competitive advantage when managed effectively. Importance of Visibility: The book stresses the importance of visibility in IT operations. It emphasizes the need for clear visibility of work-in-progress, flow, and feedback to reduce wastage and increase efficiency. Work in Progress (WIP): The book highlights the dangers of excessive WIP and how it can lead to burnout and inefficiency. It recommends limiting WIP to improve flow and efficiency. Technical Debt: The book discusses the concept of technical debt and how neglecting it can lead to long-term inefficiencies and increased costs. Value of IT operations: The book underscores the value that IT operations bring to a business, emphasizing the need for organizations to invest in their IT operations. Culture of Learning: The book advocates for a culture of learning where failures are seen as opportunities for learning, not blame. Infrastructure as Code (IaC): The book introduces the concept of Infrastructure as Code, a key DevOps practice that involves managing and provisioning computer data centers through machine-readable definition files, rather than physical hardware configuration or interactive configuration tools. Automation: The Phoenix Project highlights the importance of automation in reducing errors, freeing up human resources, and increasing efficiency and productivity. Managing Bottlenecks: The book discusses the Theory of Constraints and how managing bottlenecks in any process can improve overall performance. In-depth Analysis "The Phoenix Project" presents a compelling case for the integration of development and operations teams through a method known as DevOps. This critical shift in IT operations management can best be understood through the lens of The Three Ways. The first way emphasizes the need for work to flow smoothly from development to operations to the customer, a principle that is at the heart of DevOps. The second way underscores the importance of creating channels for necessary adjustments or feedback. This feedback loop is an integral part of the DevOps culture as it helps teams to identify and rectify issues promptly, thereby improving the quality of outcomes. The third way promotes a culture of continual experimentation, learning, and understanding that failure is a part of this process. The authors, Gene Kim, Kevin Behr, and George Spafford, argue convincingly that IT is no longer just a support function but a strategic asset that can provide a competitive advantage when managed effectively. This is a significant shift from traditional perspectives and places IT at the heart of business strategy. The book also emphasizes the importance of visibility in IT operations. It is essential to have clear visibility of work-in-progress, flow, and feedback to reduce wastage and increase efficiency. In this context, the book introduces the concept of technical debt, which refers to the future cost of correcting shortcuts taken in system development or maintenance today. If neglected, technical debt can lead to long-term inefficiencies and increased costs. One of the key insights from the book is the dangers of excessive Work in Progress (WIP). Too much WIP can lead to burnout and inefficiency. To address this, the authors recommend limiting WIP to improve flow and efficiency. This is a core principle of lean and agile methodologies, which aim to reduce waste and increase the delivery speed. The Phoenix Project also introduces the concept of Infrastructure as Code (IaC), a key practice in DevOps. IaC involves managing and provisioning computer data centers through machine-readable definition files, rather than physical hardware configuration or interactive configuration tools. This is a significant shift from traditional IT operations and provides a more efficient and reliable approach to managing infrastructure. Automation is another key theme in the book. The authors highlight the importance of automation in reducing errors, freeing up human resources, and increasing efficiency and productivity. This is a key practice in DevOps, where the aim is to automate as much of the software delivery pipeline as possible. Finally, the authors discuss the Theory of Constraints and how managing bottlenecks in any process can improve overall performance. This is an essential principle in operations management and is particularly relevant in the context of IT operations, where bottlenecks can significantly hinder the delivery speed. In conclusion, "The Phoenix Project" provides a compelling case for adopting DevOps and rethinking the role of IT in business strategy. The principles and practices discussed in the book have the potential to transform IT operations and help businesses win in a competitive environment.
ViewSprint - How to Solve Big Problems and Test New Ideas in Just Five Days
Jake Knapp, John Zeratsky, Braden Kowitz
Key Facts and Insights from "Sprint - How to Solve Big Problems and Test New Ideas in Just Five Days" The Sprint process is a five-day method for solving big problems and testing new ideas, developed at Google Ventures. This process is designed to shortcut the endless debate cycle and compress months of time into a single week. The Sprint process involves a small, cross-functional team and clear roles for each participant. Each day of the Sprint has a specific focus and activities, from understanding the problem to testing a prototype. The Sprint process encourages quick decision-making and rapid prototyping over extensive planning and perfect execution. One of the key principles in the Sprint method is the idea of "working together alone" to maximize productivity and creativity. The Sprint method also embraces failure as a learning tool, encouraging teams to fail fast and iterate quickly. The Sprint relies heavily on customer feedback and real-world testing to validate or invalidate ideas. The Sprint process is not just for startups, but can be applied in any industry or organization size. The book provides a step-by-step guide to planning and executing a Sprint, complete with practical tips and real-life case studies. The Sprint process is a powerful tool for fostering innovation, driving organizational change, and accelerating project timelines. Analysis and Summary of "Sprint - How to Solve Big Problems and Test New Ideas in Just Five Days" "Sprint - How to Solve Big Problems and Test New Ideas in Just Five Days" by Jake Knapp, John Zeratsky, and Braden Kowitz presents a unique method for tackling big problems and testing new ideas, developed by the authors during their time at Google Ventures. This method, known as the Sprint process, is a five-day framework designed to speed up decision-making and innovation. The Sprint process is a novel approach to problem-solving, designed to shortcut the endless debate cycle and compress months of time into a single week. This framework is a testament to the value of time-bound and focused effort in driving results. It challenges the traditional approach to project management, which often involves detailed planning and lengthy execution timelines. One of the defining features of the Sprint process is the structure it provides. Each day of the Sprint has a specific focus and set of activities. The first day involves understanding the problem at hand and setting the goal for the week. The following days involve sketching solutions, deciding on the best one, building a prototype, and testing it with real users. This clear structure provides a roadmap for teams to follow, ensuring that every Sprint is productive and focused. The Sprint process also emphasizes the importance of cross-functional collaboration. A Sprint team usually consists of 5-7 members, each with a specific role. These roles are not based on seniority or job titles, but rather on the skills and knowledge that each individual brings to the table. The Sprint method encourages a "work together alone" approach, allowing team members to work independently on their tasks while remaining part of the collaborative effort. This approach maximizes both productivity and creativity, allowing each team member to contribute their unique perspective and expertise. Another key principle in the Sprint method is the acceptance of failure as a learning tool. The Sprint process encourages teams to fail fast and iterate quickly, viewing each failure as an opportunity to learn and improve. This mindset, coupled with the rapid prototyping approach, allows teams to quickly test their ideas and adjust based on real-world feedback. This leads to another defining aspect of the Sprint process: its reliance on customer feedback and real-world testing. Rather than making assumptions or relying solely on internal opinions, the Sprint process validates or invalidates ideas through actual user testing. This provides teams with valuable insights and helps ensure that the solutions developed are truly meeting customer needs. Importantly, the book makes it clear that the Sprint process is not just for startups or tech companies. It can be applied in any industry or organization, regardless of size. This universal applicability makes the Sprint process a powerful tool for fostering innovation, driving organizational change, and accelerating project timelines. "Sprint - How to Solve Big Problems and Test New Ideas in Just Five Days" provides a practical guide to executing a Sprint, complete with tips, tricks, and real-life case studies. It equips readers with the knowledge and tools to implement the Sprint method in their own teams and organizations, and harness the power of rapid prototyping and iterative development. In conclusion, the Sprint process represents a significant shift in the way we approach problem-solving and innovation. It challenges traditional notions of project management and encourages a more dynamic, customer-centric approach. As an experienced professor dealing with these topics, I can attest to the value and effectiveness of this method. By embracing the principles of the Sprint process, organizations can accelerate their innovation efforts and solve big problems in just five days.
View
V.
26.July 2023The session I had with Liviu was very insightful and helpful; it cleared up a lot of uncertainty and the suggestions he provided were very relevant to my growth. He is an amazing listener, assessor, and adviser. Considering his various experiences, he has helped me immensely in the short amount of time we had together, and I couldn't recommend him more highly.