Pedro Clark

A large company with 15,000 employees used the Amdocs Clarify software application to manage a configuration management database (CMDB), log tickets, and perform customer incident management.

As a technical project manager, I created a requirements document, gathered user feedback, and estimated the project cost, schedule, and scope. Once the project started, I performed weekly calls, tracked the progress, identified roadblocks, managed task dependencies, and worked with all the stakeholders to deliver the project successfully. The tools used were Microsoft Project to create WBS and Asana to track the progress. The team also performed extensive risk management to mitigate and eliminate as many risks as possible.

The delivery team migrated all the data collected over 10 years to ServiceNow. I trained the service delivery operations teams in the Information Technology Infrastructure Library (ITIL) framework and redesigned all the ITSM processes. All the work was done without any impact on customers.

After the project was closed, the team gathered for lessons learned, documentation, and closure.

This project created the infrastructure to support level 1 and level 2 service management for a global company. I helped with hiring, training, and forming a group of 25 engineers onsite to provide 24/7 support for this company’s portfolio services.

I created the training material and coached the team in best practices of service management, ITIL, customer excellence, and support. The team used Confluence to document the procedures and Jira to manage the team’s activities. Also, I developed all the documentation structures and Jira ticket definitions, including issue types, workflows, and sprints, to set the basis for continuous improvement after the project was completed.

Finally, I helped define responsibilities, activities, and best practices for client service managers and client engagement managers.

The training and documentation were done in three different languages – English, Spanish, and Portuguese.

A global company wanted to be more agile across multiple phases of software development, so they decided to create a tool that would centralize the development, build, delivery, testing, and deployment of applications based on the latest DevOps practices and frameworks.

The cloud application was designed to implement continuous integration and continuous delivery (CI/CD) pipelines for different cloud services. The pipeline included software versioning using Git/GitHub, build using Maven, Jenkins for continuous integration, Ansible for configuration management, Docker and Kubernetes for containers, Selenium for testing, and Splunk for monitoring and reporting.

The requirements were gathered, and a backlog was created. I was the scrum master leading daily standup calls, refining the backlog, and ensuring all the Jira tickets had the correct information and status. I also implemented Agile best practices, coached the team, and kept the project board and main stakeholders informed about the project status. After every sprint, I organized sprint reviews and retrospectives to evaluate the team’s performance in a burndown chart and suggest improvements for future sprints.

A market demand was identified, and extensive research was done to evaluate the need and feasibility of the application. Wireframes, mockups, and a prototype were built with an MVP to be presented to venture capitalists and investors. The approved technology was Bootstrap and React for the front end and Java and JavaScript for the back end with MySQL as a database, which MongoDB later replaced due to performance issues. We chose an Azure cloud but later replaced it with AWS due to cost constraints.

After approval from the stakeholders and the project board, the user stories were created, the backlog was groomed, and the first two-week-long sprint started. As a product owner, I led sprint reviews and retrospectives in collaboration with a scrum master and development team. The first product increment (PI) was created after four sprints and presented to the main stakeholders. Design thinking was applied in the entire product lifecycle.

The development continues to this day, with the backlog populated with new features, bugs, and security improvements. I groom and prioritize the backlog, ensuring user stories are written with proper descriptions and acceptance criteria.

I delivered a geo-redundant active/active solution for an eSIM management platform for AT&T.

As part of this project as a product manager inside a SAFe structure, I was the bridge between an internal organization composed of five different ART teams working on different parts of the product and customer and audit requirements.

Also, I worked on the global view of what the product required and ensured all technical product owners (TPOs) understood their roles and responsibilities and passed that on to the teams. All teams were synchronized into delivering working software in each eight-week-long product iteration (PI) and performing a demo to internal stakeholders. I collaborated closely with system architects to ensure a common architecture, definitions, and frameworks were used across the organization and working teams.

After six months, the team received the final acceptance from the customer, AT&T, which was essential for a successful iPhone launch powered by eSIM.

Google was launching its Project Fi, and the core of the new product was a complex engine of proprietary software that used the cutting-edge technology of eSIMs—pre-standard at that time.

eSIMs need an eSIM Management platform to host and deliver the eSIMs (virtual MNO profiles) to the devices. Without this platform, the Google Pixel phone would not have any profiles, and the service would not work.

It was absolutely mandatory for the new platform to support the large traffic without any service interruptions, so a complex project was created in order to deliver a geo-redundant cloud platform for Google.

The project was a hybrid one: it was mostly Waterfall, but many Agile best practices were used when the team started to face challenges with one of the components that had to be rebuilt entirely.

The Google Project Fi launch was a success. After the stabilization period, I created a client service management support model in Jira and Confluence to document the processes and procedures and to receive incoming tickets (incidents and service requests). The service is live and continues to operate until this day.

The technical team that supports the clinical trials from Stanford is composed of data scientists, data engineers, and data analysts. This team was working in an ad-hoc mode without any major processes to document, write and run the trials.

I was hired as a consultant to understand the methodology and define the processes and tools for documenting the tasks, tickets, and knowledge sharing.

The result was that several Jira issues, workflows, and types were defined together with a comprehensive confluence structure and templates to document processes and guides for other colleagues.

Acted as the interface between MIT and a 3rd-party company that was responsible for the market study, signature moments, and the front end of the new Open Learning platform. I created weekly reports and performed working sessions and workshops to facilitate the discussion between the teams. I also reviewed the contract and documentation between the two companies. I was also leading the team of developers responsible for other functionality in the platform, such as single sign-on (SSO) and the new APIs.