JOHN T.

HARRIS
TECHNICAL AGILE PROJECT MANAGER, PMP CSPO
https://www.linkedin.com/in/john-harris-pmp-cspo-85894633/

PROFILE
 PMP Certified Senior Project Manager and Scrum Master with over 14 years of leadership experience in
many different roles.
 Experienced in PMO, Program, and Agile Management specifically with Agile/Scrum implementation;
Custom Applications/Software Development, Infrastructure and Datacenter builds; New Software
Development; and Release Management.
 Experience in managing concurrent Agile teams using Sprints, Iteration Planning, Estimating, and Release
Planning on a two-week Sprint cycle. Certified Scrum Product Owner with Scrum Alliance (CSPO).
 Agile and Scrum Master Coach and Mentor; experienced in Risk Identification and Mitigation.
 Proven leader that is recognized for handling high-pressure situations in a professional and effective
manner.
 Excellent written and verbal communication skills and the ability to interact with professionals at any level
of the organization, including IT and technical staff, off-shore, operations management and business
executives.

TECHNICAL SUMMARY
Project Management Tools Subject Matter Expert Methodologies
MS Project Waterfall Agile
SharePoint PMBOK Scrum
Microsoft Word PMP Kanban
Microsoft Visio Agile PMBOK
Microsoft Excel Cert. Scrum Product Owner (CSPO) Waterfall
Microsoft PowerPoint Agile Alliance 3rd Party Software:
Web Part Tools Agile/ Scrum Software Development Facets – POS
InfoPath Budget Planning/ Analysis QNXT
Sprint burn-down Change Management TIBCO
Velocity charts Risk/ Root Cause Analysis Infrastructure:
Visual Studio – TFS Resource Planning Disaster Recovery
Rally Team Management EMC
JIRA Release Management Replication
Confluence
Platforms/ Appliances: Kanban Network Security
Microsoft Windows Hadoop – Big Data
Active Directory
Team Foundation Server – TFS

EDUCATION
ITT- Tech Institute – Arnold, Missouri
Bachelor Degree – Computer Science, Information Security
Member of Honor Society
Class Salutatorian G.P.A. 3.96
Associates Degree – Computer Networking

Certifications
Certified Scrum Product Owner (CSPO)
Issuing authority: Scrum Alliance

Project Management Professional (PMP)

Issuing authority: PMI
 JOHN T. HARRIS
TECHNICAL AGILE PROJECT MANAGER, PMP CSPO
https://www.linkedin.com/in/john-harris-pmp-cspo-85894633/

PROFESSIONAL EXPERIENCE
Mastercard – St. Louis MO 3/21 – 9/21
Technical Project/Program Manager (TPM)
 Facilitate SAFe/Agile processes and ceremonies. (Iteration/Sprint Planning, SAFe Program Increment (PI)
Planning, Daily Standups, Retrospectives and Backlog Grooming Sessions)
 Developed an environment where issues, risks and problems could be resolved through open
communications and feedback.
 Utilize JIRA dashboards, Kanban boards to change requests, action items, risks and issues.
 Performed as TPM over 3 teams (24 resources) managing Features and Deliverables as well as removing
roadblocks shielding team from external interference allowing team to operate with minimal context shifting
 Establish and define Project schedules and timelines tracking deliverables and milestones.

Centene – St Louis MO 8/19 – 1/20

Sr. Project Manager/Scrum Master
 Facilitate agile processes for the team. Help with logistics, problem solve and tweak processes to drive
team velocity and ensure full team engagement.
 Establish collaborative environment where problems can be raised and resolved through open dialogue.
 Remove roadblocks and shield the team from external interference to ensure team is fully invested,
functional and productive
 Maintain Program R.A.I.D logs for accuracy, focus and completion.
 Maintained and managed Project financials and budget.
 Groomed product backlog with stakeholders and sprint team defining upcoming sprints and releases (Jira)
 Managed team of 14 resources, team consisted of roughly 10 offshore and 4 onshore contracted resources

Edgewell Personal Care 1/19 – 8/19

Sr. Project Manager
 Coordinate Program communications with external vendors and internal resources for Program
progression
 Establish and Define Project Schedules and timelines tracking deliverables and milestones
 Ensure assigned projects are delivered on time, within budget and meet high quality standards
 Issue and Risk Management – Surfacing Issues and Risk while managing those through mediation and
remedy.

Monsanto – St. Louis, Missouri 4/17 –

10/18
Sr. Project/Program Manager
 Managed Program Budget and communicated/updated project expenditures against project forecast. ($60
Million program budget, 2-year effort)
 Coordinate/Communicate/Facilitate ongoing Infrastructure Transformation Program efforts.
 Coordinated migration of roughly 4000 servers and 6000 applications from onsite data center to a 3rd party
hosted facility.
 Maintained project Risks, Issues and Action Items, Decision Logs, project change requests using JIRA and
Lessons Learned throughout the duration of the project
 Coordinate Program communications with external vendors and internal resources for Program
progression
 Communicate Program status via use of SharePoint Dashboards, Excel Pivot tables/charts and Power
Point.
 Ensure assigned projects are delivered on time, within budget and meet high quality standards
 JOHN T. HARRIS
TECHNICAL AGILE PROJECT MANAGER, PMP CSPO
https://www.linkedin.com/in/john-harris-pmp-cspo-85894633/

 Manages day-to-day operational aspects of all assigned projects and gains consensus from stakeholders
to ensure successful implementation.
 Facilitated Daily Standups – communicating progress, commitments and roadblocks
 Facilitated retrospectives, reviewing what went well, what did not go well and plan for improvements.
 Maintain Program R.A.I.D logs for accuracy, focus and completion.

Essence Healthcare / Lumeris – St. Louis, Missouri 5/15 –

2/17
Sr. Project Manager / Agile Coach
 Coached Product Owners in Backlog Grooming and creating Product Roadmaps in an Agile Environment.
 Transitioned and Coached teams in the Best Practices and Principles of Agile/Iterative software
development as we moved away from Waterfall and towards Agile
 Managed Product deployments
 Managed Development Teams in a Matrix organization across multi-functional operational groups.
 Refined and groomed product backlog(Jira) for upcoming sprints and releases.

Monsanto 10/13 – 5/15

Project Manager/ Scrum Master
 Transitioned and Coached teams in the Best Practices and Principles of Agile/Iterative software
development as we moved away from Waterfall and towards Agile/Scrum/KANBAN
 Scrum Master for 3 delivery teams – Facilitate Daily Stand-ups, Retrospectives, Sprint Reviews, and Sprint
Planning sessions as well as remove any roadblocks surfaced by the teams.
 Coached Product Owners in Backlog Grooming and creating Product Roadmaps in an Agile Environment.
 Lead large cutting edge technical agricultural IT Software Development efforts that will change the way
farmers’ plant and grow crops in the future.

Gateway EDI/ TriZetto – St. Louis, Missouri 11/08 –

10/13
Program Manager/ Sr. Project Manager/ Scrum Master
 Transitioned and Coached teams in the Best Practices and Principles of Agile/Iterative software
development as we moved away from Waterfall and towards Agile/Scrum/KANBAN
 IT Product Development Portfolio Manager responsible for documenting and tracking current development
efforts and pending future efforts
 Member of the Release Management Board responsible for reviewing, approving and or denying
production deployments.
 Managed Product deployments
 Scrum Master for 4-5 delivery teams – Facilitate Daily Stand-ups, Retrospectives, Sprint Reviews, and
Sprint Planning sessions as well as remove any roadblocks surfaced by the teams.
 Coached and Mentored Other Scrum Masters – Led the implementation of Agile and pushed this into other
areas of IT. Taught Best Practices.
 Lead large complex new product development efforts utilizing Agile/Scrum Principles and Best Practices
(4-5 teams concurrently) Familiar with: .NET, C#, SQL
 Tracked and reported IT efforts for Capital R&D financials in accordance with SOP 98-1
 Researched and accounted for lost $500K Capital Dollars for Q2 2013
 Created and updated Burn down and Velocity charts as well as various backlog views in MS SharePoint
 Managed Product Backlogs in Visual Studio TFS

Notable Projects Include:

Agile Software Development Finance
 Coordinating with Senior Executive’s in defining efforts for Capitalization in accordance with SOP 98-1.
 JOHN T. HARRIS
TECHNICAL AGILE PROJECT MANAGER, PMP CSPO
https://www.linkedin.com/in/john-harris-pmp-cspo-85894633/

 Defining policy and procedures for Capitalized Projects approval.

 Create Oracle ERP reports for Capital and Expense metrics (monthly)
 Identified $500,000 of previously expensed efforts as Capital.

Real Time Payment Assurance

 Project developed a Real Time Health Care Claim Estimator used to estimate health care cost for patients
prior to and at the time of visit at the Providers Office. This product allowed Provider Offices to inform
patients their financial liability for their office visit.
 Lead Project through Agile SDLC. Inception, Design, Development and Tracking, Implementation and
Support.
 Total Project Budget over $10 Million
 Lead 4 development teams (~25 resources) including Application Architects, Product Owners, Developers,
Business Analysts, and Quality Assurance.
 Communicated/Coordinated with cross functional IT Teams for all efforts in an effort to surface possible
dependencies or roadblocks.
 Facilitated daily stand-ups and bi-weekly retrospectives with each team.
 Coordinated Testing and Implementation with 3rd party end points.

Near Real Time Messaging

Project developed a close to Real Time Messaging system that would update the Providers with Claim Status
and Messages from either Gateway EDI or the Payer.
 Lead project through Development, Implementation and Support Phases. (Waterfall Project)
 Total Project budget over $1 Million
 Coordinated with Key stakeholders for all efforts to identify impacts and surface possible dependencies or
roadblocks.
 Facilitated weekly status meetings with Key Stakeholders.
 Provided weekly status reports to Executive Level Management.

Disaster and Recovery Site Build

 Project defined and built out a Disaster and Recovery failover site that would meet the requirements for the
Business Continuity Plan.
 Lead Project from Inception, Development, Construction, Implementation and Support. (Waterfall)
 Total Project Budget over $2 Million
 Lead team in Migration from Physical Servers to a Virtual Server Environment (VMware).
 Lead team (Sys Admin and Contractors) in the migration to a new upgraded EMC solution.
 Negotiated with 3rd Party Vendors for both Hardware and Software costs.
 Coordinated Logistics for Hardware move to D&R site.
 Coordinated build out of Datacenter space at D&R site (Power, Data and Racks).
 Facilitated weekly status meetings with Key Stakeholders (CIO)
 Provided weekly status reports to Executive Level Management.

AT&T Communications – St. Louis, Missouri 06/06 –

11/08
IT Project Manager
 Coordinated with various workgroups and clients to work towards a project that is completed on time, under
budget and satisfactory to the client.
 Efficiently managed Issues and Risks preventing project roadblocks
 Effectively coordinated communications with distributed project teams
 Managed multiple Projects concurrently
 Mentor new PM’s as needed within current work group
 JOHN T. HARRIS
TECHNICAL AGILE PROJECT MANAGER, PMP CSPO
https://www.linkedin.com/in/john-harris-pmp-cspo-85894633/

 MS Project and various project management tools are involved to manage budgets and deliverables
 Effectively communicated project status to all stakeholders
 Negotiated with project stakeholders to identify resources, resolve issues, and mitigate risks.
 Project managed the implementation of Sun, HP, Compaq, and IBM midrange servers and Enterprise SAN
solutions into AT&T strategic data centers for a number of business units.
 Utilized internal Critical Path Methodology measurements and Jeopardy management to meet customer
delivery requirements on more than 25-50 projects concurrently.
 Work with internal/external clients and vendors to formulate project definition, develop alternative solutions
to business/system proposals, develop project timelines, forecast project/team financials, and issue
tracking and resolution.
 Monitored all project deliverables to ensure adherence to quality standards including architecture design
documents, test plans, training materials, and project documentation.