Stevo Milosevic

I spearheaded this project for various software implementations, leading distributed teams with an 8-hour time zone discrepancy. Additionally, I introduced the Scrumban approach when the teams matured enough. Also, I organized frequent on-site workshops, discoveries, and demos and facilitated scrum rituals.

My team was distributed so that the team members could work on an 8-hour time zone difference, including the product owner. Acted as a service delivery manager/scrum master, facilitated the planning sessions, reviews, and retros, did the grooming on the go. Removed impediments promptly, and managed changes thoroughly.

The session management system enabled to its users:
• Preparation of sessions’ material according to the agenda, including the support of the working committees that prepare the materials.
• Administration of the session complying with the agreed set of rules and procedures.
• Electronic voting during the session, according to the local assembly’s rules.

Managed a distributed team consisted of mobile and web developers, organized visits, and held all of the scrum rituals as the scrum master for the team. The project was a huge success: it helped managers to measure and boost their employees’ satisfaction with workplace data, gathering it from the sensors installed throughout the office.

I performed the analysis of clients’ requirements and led the implementation following agile principles. This system covered the whole approval flow from customer relationship to risk analysis and, in the end, was integrated with SAP and a national API for credit history check.

The solution was a CMS with document management support and support for business process modeling. I upheld the implementation, managing risks and carefully monitoring the return on investment throughout the development.

I introduced a unified workflow across all 20 different projects. Additionally, I transitioned teams to Scrumban, coaching them on using a 3rd-party tool, Nave, and implementing work-in-progress (WIP) limits. Furthermore, I provided guidance on estimation practices and conducted two Agile workshops for both engineering and project management teams. Lastly, I optimized testing state transition processes and enforced burndown metrics to enhance project efficiency and visibility.

Unity AR and VR app for iOS and Laravel BE. The team comprised 2-3 developers, two on the front-end and one on the back end. Requirements were gathered through discovery phases, and Lucidchart wireframes were used to reach the point of mutual understanding of concepts. Tested the functionality after every release. Cost optimization was done, considering the enormous project had many requirements.

I facilitated agile process optimization by introducing user story mapping and relative estimation during the official kick-off. Additionally, I unified multiple task repos into one centralized product backlog and merged multiple scrum teams using Nexus and LeSS frameworks.

Using the State Graph of Azure DevOps, I added the waiting doing/done statuses to optimize KPIs and turned the focus to accurate usage of lead and cycle time. Finally, I revamped our Kanban boards and introduced the concepts of Definition of Done (DoD) and Definition of Ready (DoR).

NCAR/EOL collects the data but has also provided complete life-cycle scientific data management, including research and operational data collection, data processing, quality assurance/control, and long-term data archival, access, and stewardship for national and international field projects for nearly 30 years.

(https://data.eol.ucar.edu/ ) has grown to include nearly 600 field projects (https://www.eol.ucar.edu/all-field-projects-and-deployments ) and over 15,000 datasets.

Through a series of input-gathering meetings and a user survey, EOL has collected considerable feedback from the community on a number of questions meant to illuminate how EOL can improve its data services.