Francisco Colon

Given the organization’s existing technological challenges and an imminent pandemic, the primary and most urgent need was to ensure the viability of a large-scale digital project that could also be deployed remotely. I worked on establishing guidelines, procedures, report templates, and schedules to track and manage all the projects. At the end of this one-year program, we had completed the following projects:

• Migration of over 3,000 users from Microsoft Exchange 2016 to O365 and provisioning of 2,000 new users
• Deployment of an electronic signature manager system for judges, secretaries, and lawyers for judicial court decrees
• Implementation of a virtual hearings solution for 618 courts using Microsoft Teams, Outlook calendar, and Microsoft Bookings
• Digitalization of 600,000 case files for enterprise content management (ECM) software implementation.
• Optimization of 134 broadband, GPON, and fiber optic links for courthouses and administrative buildings.

Methodologies: Scrum, Kanban, and Waterfall

Technologies: Microsoft Azure, Microsoft Power Platform, Microsoft 365, React, Microsoft SQL Server, Jira, Microsoft Teams, and GPON.

The supreme court’s IT department was tasked with designing, developing, and implementing, at the national level, the first phase of the judicial information system to improve the technological capabilities of the judiciary power of the Dominican Republic and increase the efficiency and quality of the services in the Dominican legal ecosystem. This system comprised a user-facing self-management portal and an internal back office for management.

As the IT project manager, I was responsible for:
• Setting up and monitoring agile development processes and methodologies
• Defining the roadmap and plan for both the internal and external application
• Leading the requirements-gathering process
• Writing RFPs, evaluating vendors, and hiring contractors for development
• Conducting biweekly project status sessions for judges and internal stakeholders
• Facilitating scrum ceremonies for the project team: daily standups, planning sessions, sprint planning, sprint reviews, grooming, and retrospectives.

Methodologies: Scrum and Scrumban

Technologies: Zoho Ecosystem, Zappier, ASP.NET Core, Angular, and Microsoft Power BI.

The scanning platform provided access to legal developments in a centralized application and facilitated legal review and impact assessment workflows. These developments were scattered throughout thousands of websites scrapped regularly. In addition to data delivery, the platform provided tools to allow for collaboration, review, citation extraction, reference identification, and actions required.

As the project manager, I was responsible for:
• Guiding the UI/UX team in the requirements-gathering process by removing blockers and assuring business value
• Managing complex dependencies and risks by using RAID logs to track and assess these issues with the relevant stakeholders
• Working with the product owner to prioritize the backlog and perform grooming sessions with the project team
• Conducting scrum ceremonies with the project team consisting of three senior developers, a tech lead, two QA, a DevOps engineer, a user researcher, an interaction designer, and a visual designer.

Methodology: Scrum

Technologies: React, Node.js, Apache Kafka, machine learning, artificial intelligence, Elasticsearch, and MySQL.

A complete systems and tools overhaul for a global e-learning company to enable scalable and cost-efficient processes for ​accelerated growth through improved go-to-market motions. The main goals included reducing manual workloads through standardization, simplification, automation, and heavy use of out-of-the-box functionality. Additionally, the organization needed to mitigate system failures, improve data quality, enhance the lifecycle of the customer journey, and reduce the sales cycle length.

As the senior IT project manager, my responsibilities included:
• Managing the workload, backlog, and scrum ceremonies for the integrations team (15+ engineers), balancing outstanding production support issues with project deliverables.
• Implementing scrum of scrums to separate a single 15+ developer team into two scrum teams (offshore and onshore) for additional efficiency with an SOP for handoffs.
• Documenting a new testing strategy and leading testing efforts for the digital motions of the product.
• Onboarding new team members and coaching existing teams on agile best practices.

Methodologies: Scrumban, Kanban, Waterfall PM

Technologies and Systems: Salesforce, Marketo, Zuora, DocuSign, MuleSoft, Avalara, React, Node.js, Python.

The goal of the Enterprise Architecture Governance process was to align development and design practices across business and technology teams within the organization and to create standards of quality and consistency across parallel development efforts. This allows a higher understanding of risk and impact, increased structure and metrics around work-in-progress, and focused collaboration between working groups.

As the enterprise architecture governance coordinator, I was responsible for the following:
• Creating a forum where business and IT professionals can discuss problems or gaps requiring production systems or application changes.
• Reviewing the alignment of business requirements with the proposed technical approach to ensure business and technical needs are met.
• Providing enhanced documentation for change requests that clearly identified the current state, business need or priority, technical implications or limitations, team who will perform the work, and key dependencies.
• Scheduling on-demand sessions for additional information from the business or technical leaders so that teams can provide insights on cost, timing, and technological implications to business leadership.

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