Anna Zakoyan

After conducting a core analysis of the status quo through assessments and coaching sessions at the team and management levels, I identified the team's five dysfunctions, lack of Agile knowledge, and lack of consistency.

Based on these findings, I led the creation of an impediments and improvement plan, an Agile leadership team was formed, and actions were assigned. Agile knowledge increased through a series of Agile training sessions and workshops.

The practical Scrum framework was established from scratch. By working closely with scrum masters, product owners, and the development team, and using different models to work with change and human social experience, I switched their focus from mechanical Scrum to core Agile and Scrum values.

Simultaneously, I conducted coaching sessions with the Agile leadership team and senior management to unleash their potential, understand business agility, see the context, and step on a true leadership road.

Product roadmaps and milestones were clearly defined, and the team learned to focus on a value-driven approach. Architecture, QA automation, XP practices, and documentation became some of the key objectives for the teams. OKRs and performance review systems were established.

We started with implementing a Scrum framework for fully remote team collaboration and product development. As the work progressed and the development teams started norming and understanding the core values and principles, many Lean principles were also applied to product development to create transparent continuous delivery on that level.

Teams began to focus throughout the day on cycle time, work capacity, work predictability, team ownership of the product and goals, dealing with dependencies and priorities, accomplishments, and growth. Feature-based teams were formed, each with a dedicated scrum master whom I assigned and coached.

Later, we integrated a QA team to fill the gaps in these areas: optimized the workflows and collaboration with developers; defined what done meant from a QA perspective; and determined what tools to use and how to deal with stories, defects, changes, and improvements. A whole automation framework was written using Selenium to focus on automated tests.

BREAK Media is a loyal client, and I am happy to be working with them for so many years.

After a year of work, the company saw these results:
• 25% progress in the speed of delivery by working with dependencies and changing priorities.
• 70% project visibility and transparency.
• 90% in Agile and Scrum knowledge, values, and practices.

Ameriabank is currently going through an extensive digital transformation process. I was invited to work with them as a consultant, focusing on Agile best practices and approaches and planning for the step-by-step Agile transformation.

As a first step, I delivered a series of workshops for 300+ people, focusing on what Agile is and the Agile mindset, roles, and product ownership.

To be continued...