Jetaun Banks SSM

Responsibilities include leading team of teams comprised of Developers, Architects, and Project Coordinators. Guided the shift from project to product with focus on Customer-Centric and Design Thinking as part of Agile Product Delivery, also participated in Scrum of Scrums and System Demo, Inspect & Adapt, and follow-up on improvement items. Finally, helped teams establish DevOps culture and mindset, Continuous Delivery Pipelines, Infrastructure, and associated Agile Technical practices.

• Liaison for Scrum/Kanban team during Sprints, PI Planning, Scrum of Scrums, and other Agile Ceremonies of low to moderate complexity.
• Managed Kanban/Sprint Board to maintain flow for high-performing teams; Kanban Board Categories: Team Backlog, Analyze, Review, Build, Integrate & Test, and Accepted. ‘Backlog’ and ‘Accepted’ are only categories that do not have established WIP Limits.
• Responsible for planning and development milestone roadmap and tracking releases for team.
• Partnered with scrum team to understand dependencies, map out work, and identify releases, risks, and issues. • Facilitated problem-solving workshops, which encouraged scrum team to work through conflicts.
• Supported scrum and technology teams by interfacing with business and operations partners.
• Collaborated with project services leads, functioned across scrum teams that were working on wide variety of technology/software development stacks, which varied from team to team.
• Participated in creating plans for rollout, communicated upcoming changes, and established metrics.
• Fostered communities of practice and use of engineering and built-in quality practices.
• Coached teams, helped foster environments for high-producing teams, lead high-quality deliveries for top consumer products.
• Improved flow of value through value streams, by improving and assessing practices associated with DevOps and release on demand in continuous delivery pipeline.
• Assisted team with preparing for Program Increment (PI) Planning by fostering continuous exploration environment which drove synthesis of vision, roadmap, and backlogs, through pre- and post-PI Planning events.
• Collaborated with Agile Program Management Office (APMO) on iteration/sprint execution and operational excellence.
• Helped drive Lean User Experience (UX) innovation cycle.

Teams worked with were comprised of several Developers, Architects, Project Coordinators, & Project analysts in a variety of large healthcare solutions. Work performed at Healthcare IT Leaders achieved revolutionary results via strategic business goals and energetic PI objectives designed by teams. Established and maintained working relationships with key state and federal governmental stakeholders on several projects.

• Guided inexperienced and experienced high-performing Agile Teams with use of SAFe Practices and Principles. • Led Iteration Planning, Iteration Execution, Iteration Review, & Iteration Retrospective ceremonies.
• Guided team responsible for developing, building, and implementing Nuvolo Healthcare Maintenance and Facility Management Cloud-based Applications. Application partners with healthcare clients to implement single, efficient, constantly evolving platform that manages Maintenance, Space, Real Estate, Project Management, and Sustainability needs from one place.
• Participated in program-level SAFe ceremonies such as PI Planning, Scrum of Scrums (SoS), Inspect & Adapt.
• Evaluated all team performance metrics.
• Utilized Miro & Mural tools to create to add value to Program Board (Information Radiator).
• Challenged teams to truly solve problems via use of root cause analysis (5 Why’s & Fishbone / Ishikawa Diagram).
• Partnered with teams to resolve issues by utilizing explorational research methods as suggested by SAFe.
• Utilized iteration metrics to provide meaningful recommendations that added value to Client’s Statement of
Work (SOW). Paired with plan iteration/sprint activities.
• Collaborated with Product Owners to understand iteration backlog priority regarding different stories. Functioned with teams to identify dependencies, risks, and assumptions needed to gain commitment to iteration goals and successful Program Increment (PI).
• Encouraged teams to participate and become more transparent.
• Served as Project Leader for Asset and Workspace Managers regarding unusual or difficult asset tracking and location problems by consulting with Development Team to assist in highlighting how Nuvolo solution enables everyone to do their best work by collaborating & sharing data from same source.
• Developed, implemented, & improved organizational policies and procedures for facility or medical asset management staff.

Provided groundbreaking insight to the department via research and marketing strategies.

• Delivered seamless client service and transaction experience from beginning to end.
• Kanban Board Categories: Prospects, Opportunities, Research, Proposal, Negotiation, Completed.
• Tracked team progress through use of fixed dated tasks, expedited tasks, and standard tasks for WIPs.
• Empowered team of two support professionals, (Client Service Coordinator and Transaction Manager) to deliver 5- star level client satisfaction. Created communities of practice by empowering team of ten real estate consultants with best practices for client presentations, delivery, marketing, outreach, and research.
• Led $20M types of real estate projects. Cooperated with SMEs to target diverse learning modalities in development of new course training materials.
• Drove implementation of technology-based learning initiatives and encouraged best training practices and learning principles used in instructional design, for creation of training materials.
• Prepared variety of written communications, manuals, and documents to ensure smooth operations. • Developed assessments to evaluate course effectiveness to achieve organizational learning goals. Synthesized with internal teams such to build solutions and drive organizational progress.

Responsibilities included leading team of teams comprised of Developers, Architects, Project Coordinators.

• Served as Liaison for Scrum/Kanban team during Sprints, PI Planning, Scrum of Scrums, and other Agile Ceremonies of low to moderate complexity.
• Managed Kanban/Sprint Board to maintain flow for top-notch teams. Kanban Board Categories: Team Backlog, Analyze, Review, Build, Integrate & Test, and Accepted. ‘Backlog’ and ‘Accepted’ are only categories that do not have established WIP Limits.
• Accountable for planning and development milestone roadmap. Tracked Releases for team.
• Coupled with scrum team to understand dependencies, clarify work, identified releases, risks, and issues.
• Orchestrated Problem-Solving Workshops which encouraged scrum/agile team to work through conflicts. • Supported agile and technology teams by interfacing with business and operations partners.
• Joined together with project services leads - function across scrum teams that worked on wide variety of
technology/software requirements.
• Engaged in creating plans for rollout, communicated upcoming changes, and established metrics. Improved flow of value through value streams by improving and assessing practices associated with DevOps and Release on Demand in Continuous Delivery Pipeline.
• Assisted team with preparing for Program Increment (PI) Planning by fostering continuous exploration environment which drives synthesis of Vision, Roadmap, and Backlogs, through Pre- and Post-PI Planning events.
• Assisted Agile Program Management Office (APMO) on iteration/sprint execution and operational excellence.

Responsibilities included leading team comprised of Architects, Developers, ART Coordinators, & UX Designers. Dedicated Agile Leader at Ricoh, extremely passionate about establishing customer-focused culture within company. Contributed to several program-level ceremonies (Scrum of Scrums, System Demo, and Inspect & Adapt).

• Teamed up with Product Owner in their efforts to manage backlog and guide team while facilitating healthy team dynamics with respect to priorities and scope.
• Facilitated Team Level Ceremonies – Daily Stand Up, Iteration/Sprint Planning, Iteration/Sprint Review, and Iteration/Sprint Retrospective.
• Ensured that quality goals and objectives are produced. Offered support in creating plans for rollout, communicating upcoming changes, and established metrics.
• Promoted strategies with communities of practice. Coordinated with other teams – supported team’s efforts to relentlessly improve communications and relationships with other teams.
• Regularly represented agile team in Scrum of Scrums (SoS) meetings and helped them remain aware of opportunities to engage and improve program effectiveness.

Responsibilities included leading teams comprised of Architects, Developers, ART Coordinators, & UX Designers. Dedicated to Hewlett Packard Co., was extremely passionate about establishing Customer Centric Culture within the company. Partook in several program-level ceremonies (Scrum of Scrums, System Demo, and Inspect & Adapt).

• Partnered with Product Owner to guide teams while encouraging productive team atmosphere with respect to priorities and scope.
• Chaired Team Level Ceremonies – Daily Stand Up, Iteration/Sprint Planning, Iteration/Sprint Review, and Iteration/Sprint Retrospective.
• Aim was to ensure that quality goals and objectives are produced in each of these.
• Assisted in creating plans for rollout, communicated upcoming changes, and established metrics.
• Promoted strategies with Communities of Practice.
• Coordinated with other teams to support team’s attempts to rigorously improve communications and relationships with other teams.
• Frequently represented agile team in Scrum of Scrums (SoS) meeting and aided them in remaining aware of opportunities to engage and improve program effectiveness.