Cheryl Steverson

Agile Coach & Scrum Master at Ventana Medical Systems

Location
Tucson, Arizona (Tucson, Arizona Area)
Industry
Information Technology and Services

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Cheryl Steverson's Overview

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Cheryl Steverson's Summary

Agile Coach, Certified Scrum Master (CSM), Certified Scrum Product Owner (CSPO) & PMI PMP with 30 years of experience as a Project Manager of multidisciplinary and complex projects in IT (Medical, Commercial), Government (DOE, DoD, SPAWAR/Navy), Nuclear Safeguards, Physical Security.

Team leadership, empowerment and iterative/continuous improvement are skills that have driven my success working with Agile/Scrum/KanBan Teams. Result driven, I am an Agile Professional with excellent oral and written communications skills, presentation skills, and I possess strong analytical and problem solving capabilities. I excel in team building and leadership and I have consistently created value for management, sponsors, customers and stakeholders. I have the demonstrated the ability to work independently without oversight or “well defined” tasks or plans.

Cheryl Steverson's Experience

Agile Coach & Scrum Master

Ventana Medical Systems

Public Company; 10,001+ employees; Biotechnology industry

August 2013Present (1 year 2 months) Tucson, Arizona Area

Agile Coach and Scrum Master for Ventana Medical Systems, a Roche Company, committed to improving the lives of all persons inflicted with cancer. My Ventana Teams are responsible for the development of State-of-the-Art and Next Generation instrumentation to be used for Primary Staining and Advanced Staining of patient tissue samples for basic and advanced diagnosis of cancer. We manage software development for these instruments and interact daily with other Teams in the many other disciplines required to achieve development and successful launching of these very sophisticated instruments. Post launch, these instruments are used by hospitals and large medical laboratories for cancer diagnosis world-wide. My roles include but are not limited to:

• Management and Coaching of Scrum Teams in Agile values and principles (Agile Manifesto).
• Maintain the characteristics of Scrum Teams including: self-organization, norms and rules.
• Accountability, autonomy, balance of skills, cross functionality, size, remote Teams.
• 100% dedication, trust and continuous improvement.
• Encourage the proper used of Scrum Rules including Daily Scrum, Ceremonies and Artifacts.
• Communications between Scrum Teams, Product Owner and Stakeholders.
• Scrum Ceremonies: Sprint Planning, Daily Stand Ups, Sprint Demo’s and Sprint Retrospectives.
• Removing impediments for the Team allowing the Team to focus on their commitments.
• Devoploping metrics to guide Scrum & KanBan Teams toward greater productivity.
• Guide new Team members to learn Agile values and principles.
• Maintaining motivation within Scrum and KanBan Teams shielding from outside distractions.
• Prioritized, order and maintain the Product Backlog and develop Sprint Backlogs.
• Writing User Stories with PO, BA and Team leads.

Agile Practices Coach/Project Manger

American Express

Public Company; 10,001+ employees; AXP; Financial Services industry

April 2013July 2013 (4 months) Phoenix, AEDR

American Express Phoenix, AZ 4/2013 – 7/2013
Agile Coach

Agile project manager standing up new Agile teams for AMEX international business partners. Working with remotely located teams in the UK, US and India, guiding a large organization in the adoption of Agile and Scrum values and principles and with the transition from Waterfall methodologies. Ensuring that Agile/Scrum/XP values, principles and processes are followed, assisting Scrum Masters in the execution of Scrum and leading new Teams while training new ScrumMasters to be successful in an Agile environment.

• Management and Coaching of Scrum teams in Agile values and principles (Agile Manifesto).
• Maintain the characteristics of Scrum Teams including: self-organization, norms and rules, accountability, autonomy, balance of skills, cross functionality, size, co-location when possible, 100% dedication, trust and continuous improvement (Kaizen).
• Enforce the proper used of Scrum Rules including Daily Scrum, Ceremonies and Artifacts.
• Facilitator for Agile Teams and Mediator between the Teams, Product Owner and Stakeholders.
• Leadership of Scrum Ceremonies including Sprint Planning, Daily Stand Ups, Sprint Demo’s and Sprint Retrospectives.
• Facilitator for Daily Stand Ups removing impediments for the Team allowing focus on Team commitments.
• Provide training on the principles and practices of Agile and Scrum for Management and Stakeholders.
• Guide new Team members to learn Agile values and principles.
• Maintaining motivation within Scrum Teams and shield them from outside distractions.
• Work with the Product Owner to groom, order and maintain the Product Backlog and develop Sprint Backlogs.
• Assist the Product Owner, BA and Team in writing User Stories and defining engineering guidelines.
• Track Team velocity and maintain project transparency.
• Provide vendors and contractors guidance on working with Agile AMEX partners.
• Lead and manage the Team in their Shu Ha Ri journey.

Lead ScrumMaster, Agile Practices Coach, Agile Program Mgr

CACI Federal

Public Company; 10,001+ employees; CACI; Information Technology and Services industry

August 2011April 2013 (1 year 9 months) Naval Base Norfolk, Norfolk VA

CACI Federal Inc. Norfolk, VA 8/2011 - present

• Remove barriers between development and the Product Owner that directly drives development.
• Coach the Product Owner how to maximize return on investment (ROI), and meet his/her objectives through Scrum.
• Maximize the productivity of the development Team by facilitating creativity and empowerment.
• Improve the productivity of the development Team through empowerment and self-organization.
• Refine the engineering practices and tools so that each increment of functionality is potentially shippable.
• Keep information about the Team's progress up to date and transparent to all Stakeholders.

Key skills:
• Management and Coaching of Scrum teams in Agile values and principles (Agile Manifesto).
• Maintain the characteristics of Scrum Teams including: self-organization, norms and rules, accountability, autonomy, balance of skills, cross functionality, size, co-location when possible, 100% dedication, trust and continuous improvement (Kaizen).
• Enforce the proper used of Scrum Rules including Daily Scrum, Ceremonies and Artifacts.
• Facilitator for Agile Teams and Mediator between the Teams, Product Owner and Stakeholders.
• Leadership of Scrum Ceremonies including Sprint Planning, Daily Stand Ups, Sprint Demo’s and Sprint Retrospectives.
• Facilitator for Daily Stand Ups removing impediments for the Team allowing focus on Team commitments.
• Provide training on the principles and practices of Agile and Scrum for Management and Stakeholders.
• Guide new Team members to learn Agile values and principles.
• Maintaining motivation within Scrum Teams and shield them from outside distractions.
• Work with the Product Owner to groom, order and maintain the Product Backlog and develop Sprint Backlogs.
• Assist the Product Owner, BA and Team in writing User Stories and defining engineering guidelines.
• Track Team velocity and maintain project transparency.

Consultant, Instructor

Learning Tree International

Public Company; 501-1000 employees; LTRE; Professional Training & Coaching industry

February 2011April 2013 (2 years 3 months)

As an instructor in the Learning Tree Federal Acquisition Program/Project Management (FAC P/PM) curriculum I use my career expertise, on-the-job experience and great communications skills to help civilian agency personnel achieve their FAC-P/PM certification. Software engineering is an important topic and my specialty within the curriculum is teaching the fundamentals of Agile environments, the Scrum framework and how these differ from traditional command-and-control, waterfall environments. Scrum concepts I teach Scrum practices and principles including backlog management, Sprint planning, execution, review and retrospective.

Project Manager/Consultant

Mont Vista Company LLC

January 2009December 2010 (2 years)

Even construction projects can benefit from an Agile environment. Managing construction, remodeling and landscaping projects for senior residences, I apply my knowledge of senior’s financial security and physical needs along with Agile and Scrum best practices to achieve excellence for my clients and their customers. Incorporating the Agile mindset helped the team to respond quickly to changing requirements. My familiarity with the Agile methodology using the Scrum framework aided my success in bringing multidisciplinary teams together across skill sets and generational boundaries is a direct result of my years of project management, negotiation skills and my career experiences working with clients and professionals not only in different industries but in different countries representing differing cultures.

Key skills:
• Customer satisfaction by rapid iterative and incremental delivery of product
• Negotiations defining physical and financial terms of the project
• Development, teamwork, collaboration, and process adaptability throughout the life-cycle of the project.

Team member/Presenter/Consultant

Institute of Nuclear Materials Manaagement

June 2010July 2010 (2 months)

International Workshop on "Containment & Surveillance: Concepts for the 21st Century": The National Nuclear Security Administration Offices of Nonproliferation Research and Development and Nonproliferation and International Security sponsored this event. The workshop focused on determining concepts and needs for twenty-first century containment and surveillance (C/S) systems that support International Atomic Energy Agency (IAEA) safeguards, regional safeguards authorities (e.g., the Brazilian-Argentine Agency for Accounting and Control of Nuclear Materials and the European Atomic Energy Community), and future arms control agreements. Panel discussions among subject matter experts and international practitioners provided the daily topical theme for the following areas of C/S: authentication, tagging, sealing, and containment verification and surveillance systems. Each panel discussion was followed by a question-and-answer session with the audience and an afternoon breakout session. The facilitated breakout sessions were used to compile and prioritize future needs. Individuals attending the workshop included: C/S experts and practitioners, IAEA and arms control inspectors, technology providers, vendors and other individuals with an interest in future C/S system needs. The result of this workshop is a guidance that details the future research and development needs and priorities for C/S systems that support nuclear safeguards and arms control missions. This workshop was implemented using an Agile environment and the Scrum framework to manage daily and weekly activities.

Key skills:
• Leadership of a multidisciplinary team solving complex technical problems affecting diverse international governments
• Communications skills including excellent oral, written and presentations
• Expert knowledge in complex technical software, IT and hardware disciplines
• Analytical skills to visualize, articulate and solve complex problems, understand concepts, aiding in decision making

Project Manager/Training/Senior Counselor

Bankers Life and Casualty

Public Company; 1001-5000 employees; CNO; Insurance industry

June 2006June 2008 (2 years 1 month)

In the ever-changing world of Medicare and Long Term Care, educating seniors about their options is a challenge for both medical and insurance professionals alike. My two major roles here were project manager for new agent training and teaching seminars on senior health and financial issues. My responsibilities included oversight of the hiring and training process for new agents, developing and presenting training courses on senior health related topics, educating agents and seniors of the ever-changing products, policies, laws, regulations that affect the senior population.

In my role as Project Manager for new agent training I applied my expertise and knowledge of Agile and Scrum along with best practices to assure that all phases of each project cycle proceeded on schedule and on budget, encompassing the appropriate processes of the project management cycle. As an educator, teaching seniors in their homes or in large organized seminars satisfied my passion for teaching and public speaking while expressing my empathy for seniors during these difficult and changing times. In this role I was responsible for development and presentation of seminars detailing a broad range of senior’s issues including financial planning, estate planning, home health care, long term care, prescription drug plans, Medicare and end-of-life care.

Key skills:
• Leadership of teams of individuals from diverse backgrounds with differing educational achievements
• Development and presentation of educational materials
• Negotiations using excellent oral, written, interpersonal and presentation skills

Project Manager/Program Manager/Consultant

Brookhaven National Laboratory

Government Agency; 1001-5000 employees; Research industry

January 2001June 2006 (5 years 6 months)

As a consultant to Los Alamos and Brookhaven National Laboratories I continued my Project Management role in the Nuclear Materials Protection, Control and Accounting (MPC&A) program fielded in Russia by the Department of Energy. In this role I demonstrated excellent written, oral and interpersonal skills as well as my ability to work independently and when leading a group. I was recognized by management for my strong leadership skills, team building, versatility and flexibility to succeed in fast-paced environments while managing multiple projects simultaneously.

The Siberian Chemical Complex is arguably the largest and most complex nuclear weapons-related facility in the world. This project was deeply infused with politically sensitive issues of international ramifications, and was a highly visible (and congressionally scrutinized) project with the U.S. Department of Energy. Delicate negotiations were required to satisfy U.S. and Russian security concerns, U.S. political concerns, and practical coordination of implementation activities from at least 5 different U.S. laboratories working through the highly bureaucratic DOE program office. This project not only involved complex technical and political skillfulness but also involved a wide variety of other roles including educator, instructor, presenter, conference and event organizer, negotiator, and mentor.

Key skills:
• Leadership of cross-functional teams implementing custom software applications in matrix organizations
• Skillfulness in leading intense multi $M international contract negotiations
• Complex multidisciplinary technical projects integrating IT, software systems, hardware, procedures and practices
• Analytical skills, problem solving, conceptualization, data gathering, analysis and organization, cost/benefit analysis
• Excellence in application of Agile, Scrum and PMBOK® best practices managing project scope, time, cost, risk and quality
• Outstanding oral, written and interpersonal skills

Project Manager/Program Manager/Consultant

Los Alamos National Laboratory

Government Agency; 5001-10,000 employees; Research industry

May 1987December 2000 (13 years 8 months)

Los Alamos National Laboratory is one of the United States’ top academic, research and international policy organizations. As Project Manager in the Nuclear Nonproliferation and International Security Division I led multidisciplinary teams in the development of complex IT and nuclear material control systems. I led teams of excellent individuals including nuclear materials control and accounting experts, physical security experts, technicians, scientists as well as contract and administrative staff.

One of my many projects was the development of a video alarm, assessment and response system (NTVision) for surveillance of weapons-grade nuclear materials in U.S. domestic and International Atomic Energy Agency (IAEA) storage facilities. I led the development and fielding of this new video surveillance system based on leading-edge video and network technologies. This project required contributions from a diverse multidisciplinary team. I led the Project Charter effort, acquired all funding, identified and engaged the stakeholders while managing project scope, time, cost, risk and quality.

Concurrently, in my role as an educator I developed and taught courses on Nuclear Material Protection, Control and Accounting in the U.S. and Russia, published dozens of technical papers and presented those papers at domestic and international conferences.

Key skills:
• Leadership of multidisciplinary teams executing IT, software and hardware projects
• Management of R&D and technology transfer aspects of complex technical systems
• Fostered team spirit and open communication in all phases of a fast-paced technical environment
• Recognized for excellence managing project scope, time, cost, risk and quality
• Public speaking, writing, publishing, organizing international professional events
• Educational development and presentations related to nuclear safeguards systems, procedures and best practices

Programmer

Sperry/Honeywell

June 1983April 1987 (3 years 11 months)

Working in three separate Sperry/Honeywell divisions, I worked individually and as a team member to implement avionics systems for Boeing commercial jets, U.S. military aircraft and business-class jets. My major contributions included:
• Code review and simulator testing for Boeing 757 avionics systems during the developmental stage
• Development of triple-redundant avionics software for the C130 High Technology Test Bed aircraft based on the High Accuracy Inertial Navigation System on the U.S. NASA Space Shuttle
• Cost savings consolidation of Air Data systems for 7 Cessna Citation series aircraft
• Development of a methodology for Federal Aviation Administration (FAA) approval of Gulfstream’s G-IV private jet
Result: Applauded by Sperry management and by the FAA for my individual work, cost savings and definition of a new approval process for the Gulfstream G-IV air data system. I then developed and presented a course presented to fellow aerospace engineers detailing the process required for FAA approval of future air data systems produced by Sperry Flight Systems (merged w/ Honeywell).

Staff Member/Instructor

Arizona State University

Educational Institution; 10,001+ employees; Higher Education industry

January 1981May 1983 (2 years 5 months)

The Computing Services Department of ASU received its first IBM “PC” early in 1982. While supporting staff and students who used the ASU IBM mainframe and PDP-11 minicomputers I played a major role in teaching staff members and students about the new PCs and subsequent PC networks established across the campus. Responsible for developing course material on the new PC hardware and software applications, I also presented these courses in a mini-course format. These courses included:
• Series-style courses presented one day per week over several weeks,
• Single 1.5-hour topical sessions,
• Evening short courses,
• Weekend format courses
• And some developed specifically for a department or special audience.
My audiences ranged from 150 persons for topical sessions to 12 persons for department specific courses. As ASU developed its first PC networks, I designed and implemented software for self-paced courses that were available to all staff and students and presented on networked PC workstations.

Cheryl Steverson's Skills & Expertise

  1. Program Management
  2. PMP
  3. Agile Methodologies
  4. SDLC
  5. Quality Assurance
  6. Management
  7. Integration
  8. Scrum
  9. Project Management
  10. Leadership
  11. SharePoint
  12. Visio
  13. Training
  14. PMO

Cheryl Steverson's Education

Arizona State University

Activities and Societies: PMI PMP, Certified ScrumMaster (CSM), Certified Scrum Product Owner (CSPO)

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