Nedzad Junuzovic

I identified key challenges, including a sudden increase in software product deliveries. The existing Redmine collaboration platform lacked adequate task dependency transparency and integration with other solutions, which significantly pressures employees.

I designed and implemented a Jira work management and Confluence solution to enhance employee efficiency and effectiveness, meeting client expectations. I successfully aligned processes, tools, and employee approaches, ensuring the smooth operation of organizational units. This achieved task transparency and aligned workflows with collaboration tools, significantly improving overall workflow management.

I joined the team as a project manager to help set up a proper agile structure, enabling the team to increase its productivity. I also identified the current team’s way of working and then defined and introduced a new disciplined agile structure with key stakeholders and team members, enabling continuous improvement towards more efficient teamwork. Finally, I configured the GitLab collaboration tool to support a new working method.

I joined the company to improve collaboration and streamline the work of the DevOps team, consulting with company management to organize teamwork around the projects instead of a vertical company hierarchical structure. I also created an operations plan and improved the DevOps team’s working methods.

TESTIMONIAL
“Nedzad has been supporting our organization’s agile transformation for a while now, and it is clear that he is an experienced and talented Agile coach.
He has helped us set realistic and reasonable goals, coached teams, and provided us with the needed knowledge and tools. Plus, he is a good listener and always pays attention to the details. His understanding of people’s needs is outstanding, so much so that team members continually feel that they have his support, and that, in turn, makes them feel comfortable in a chaotic world. On top of that, Nedzad is a great motivator. He instills positive energy in every team member, keeping everyone focused on what needs to be achieved.
Thanks to Nedzad, we, as an organization, have evolved, and I have taken steps towards becoming a better leader.” – CEO, SEEBA

The project aimed to leverage modern internet of things (IoT) technology and develop a digital hub, thus creating a bridge between tools, vendors, compatibility information, support, and employee workflows. The project had been in development for over a year and a half and was characterized by high release unpredictability and performance variance before my taking over. I established a proper project structure and introduced recommended agile practices, which stabilized the continuous delivery process relatively quickly. More than 15 team members came from four companies, working remotely on various system components in a highly dynamic and multicultural environment. We achieved a 90% increase in team size while keeping a retention rate of more than 90% in the first year and a half since joining the project.

The main project goal was to ensure that any information circulating in the organization that is considered valuable should be collected, stored, processed, and delivered in electronic form. Document management system implementation has failed already in the previous two project attempts. I proposed an agile approach, created a project structure with 20 team members across various functional silos, and defined an appropriate agile implementation lifecycle. This has been the first agile project implementation the company has practiced and fully succeeded with. There are more than 3,000 end-users of the system still in production today.

The project aimed to optimize the telecom core service’s assurance process and implement a supporting trouble ticketing system to maximize up and running service time. The business analyst role was vital for project implementation since more than 2,000 domain experts were involved as actors in a very complex assurance process. The project was implemented successfully on time, on budget, and defined scope.

The main goal of the regulatory project was to implement the 27001:2013 standard in a telecommunications company. To internal security, the standard implementation was essential to represent the company as a reliable provider of cloud services. The project has been implemented, and the telecom company has successfully passed the ISO certification process.

As the telecom company started the NOC program and OSS/BSS implementation, I was called to join and support the project with my domain knowledge and experience as I had already designed and developed Java and SNMP based fault management systems already in production. The NOC program and the “Umbrella Fault Management” project was successfully implemented, and was declared as the “Project of the Year” by the company.

• 40% — Improvement in cross team collaboration and communication efficiency
• 90% — Teams adopting and sustaining agile practices for continuous improvement

IEHSoftLabs faced fragmented team structures, unclear roles, and inconsistent workflows that hindered communication and project delivery. The company lacked a consistent agile mindset, resulting in inefficiencies, delays, and limited collaboration across teams.

• Conducted a thorough assessment of existing team structures and workflows.
• Designed and facilitated interactive workshops to introduce agile principles and practices in a practical, easy-to-understand way.
• Implemented tailored tools and methodologies to improve task management, communication, and cross-team collaboration.
• Coached leadership and teams to sustain agile adoption and foster a culture of continuous improvement.

Teams gained clear roles, which reduced bottlenecks and sped up delivery. Communication and collaboration improved, fostering engagement. A long-term agile culture now supports continuous improvement and scalable growth.

• 90 — Teams adopting and sustaining best practices for scalable project management
• 30 — Increase in team productivity through streamlined jira workflows

A-Digital needed a structured, scalable project management platform to support growing product and engineering teams. The existing Jira configuration lacked clarity, consistency, and scalability, creating workflow bottlenecks and uncertainty.

• Assessed business requirements and current workflows to design a future-proof Jira setup.
• Translated complex requirements into a clean, scalable configuration for product and engineering teams.
• Introduced best practices, challenged assumptions, and proactively suggested improvements.
• Provided hands-on guidance and training to ensure smooth adoption and sustainable use.

Teams gained clarity and structure, which reduced inefficiencies and improved tracking. The scalable Jira setup established a strong foundation, enhancing collaboration and readiness to scale projects effectively.