Marcelo Santos

I managed development teams with a total of 35 members. Also, I defined the project scope, sprint planning, and product management, managed relationships with business, and supported teams. We had releases every three weeks, and it also included roadmap planning.

The project started with a gap analysis on current functionality and new business processes. Then, I conducted the requirement stage. The vendor procurement process was also part of the project and development.

For this project, I needed to learn Italian to work with the business on the re-engineering and requirement gathering stages. I selected a provider and managed a project involving developing products in Italian wine cellars.

Developed a KPI model on Agile Health Metrics that allows teams to follow up on the Agile adoption and area leaders to understand their teams. Along with this tool, I worked with other coaches on the model extension for the whole organization.

This project involved a cross-functional team of 20 people with different backgrounds (legal experts, writers, content management specialists, and software developers). The result was the release of a new product version within time and budget.

This project involved a cross-functional team of 14 people with different backgrounds (legal experts, writers, content management specialists, and software developers). The result was the release of a new product version within time and budget.

This project involved a cross-functional team of 12 people with different backgrounds (legal experts, writers, content management specialists, and software developers). The result was the release of a new product version within time and budget.

This tool was developed using Jira REST APIs, Django, Python, React, and MySQL. It included features for capacity planning (100+ resources), roadmap planning, sprint planning, earned value management, bug leakage, test covering, sprint execution, and time management. In addition to the design and development of those features, I took the role of product owner and managed all Stakeholders’ communications, which included executive leaders and directors.

The tool was implemented using Clarity PPM. This project required an improvement in current forecasting processes and the automation of tools to register budget proposals, approval process, expenses registration, and monitoring reports. I was responsible for the process analysis and improvement, plus the implementation of the tools. I worked with different areas of the organization, such as executive directors, engineering leaders, and project managers.

The project consisted of the implementation on 40+ web services that acted as interfaces between the customer database and other systems to integrate data and reduce the sources of information. I led a team of 10 professionals, including product owners, architects, developers, and testers. I acted as project manager of the overall initiative and scrum master for the team and was responsible for client relations with stakeholders of the bank.

I was involved in the requirements gathering phase and process reengineering. Later, I acted as the project manager for the planning stage and the agile transformation of the IT department. I implemented an Agile project management approach using the Team Foundation Server as the main tool to track requirements, change management, and source code management.