| Period | 2011, Jan - 2011, May |  |
| Roles | Project Leader, Scrum Master, Change Agent |
Short description of the background and assignment
BMA develops innovative information systems for Obstetrics. The programme Cratera was started to migrate the current product to VitalHealth platform. Update: VitalHealth was abandoned.
The migration triggered a lot of extra Research and thus the pgoramme is more than just a Development programme.
Responsibilites
I was responsible for timely realizing the new guidelines and the deployment of 70+% of the development capacity. In total I had to ensure that about 50% of BMA's total capacity was doing the right things.
Challenges
- The prevailing mindset and behavior was that of ad-hoc which is fine for small incremental changes.
- Many core decisions regarding the direction of the s/w package were uncertain
Achievements
- As the project leader I kept all the available resources utilized with the right things whilst keeping the options open and making sure that the impact of the research progress was known
- As a interim Scrum master I relieved the load of the actual Scrum master and ensured that two Scrum teams functioned well
- As a change agent I ensured that meetings started and ended as planned and that promisses were either delivered or an early warning was given.
Learning Experiences
When possible, seperate the Research part into a seperate, preferably prerequisite, project. This can be managed in a project-like way very easily. As a prerequisite project because the outcome can have a significant impact on the Development part of a project. In this case a magnitude of 1, 10 times more; i.e. instead of 8 weeks, it became 80 weeks.