Petr Novotný

• T-Mobile: I was responsible for design, kick-off, and setting the B2B division on the agile track, developing and leading a group of Agile coaches, decreasing time-to-market, improving the Sales-Delivery parts of the organization, and assisting a Board member with leading the division from an agile perspective.
• Asahi: I led a small transformation team responsible for transforming the current way of working toward agile. We achieved a significant reduction in bugs and misunderstandings, increased the happiness of local markets and their customers, brought transparency, and helped improve the quality of external IT delivery.
• FEG, Vodafone: My colleague and I prepared and ran the Product Owner/Manager development program.
• NTT, Generali, various companies: agile workshops, consultations, setting up the roadmaps and improving the processes

• I established, facilitated, and brought Agile insights to Tribe Leads (B-1) guild with weekly meetings.
• I co-created an Agile roadmap for ČS.
• I was the Agile Coach, trainer, and speaker at various ERSTE Group meetings and conferences.
• I set up the Agile framework within the ČS.
• I hired and managed a squad of Agile coaches (50+) to help ČS with the transformation.
• I managed the BoD's expectations when it comes to the Agile aspects of the transformation.
• Within the Transformation team, I co-created the internal Academy, change management, selection process, performance management, and workplaces.

• I supported OHRA IT (approx.). 50 people in the adaptation of the Agile way of working. Although Scrum was already implemented by the majority of the teams, the Agile manifesto was not fully part of the DNA, and I lifted the department to the next level of agility.
• I helped the Scrum Masters keep a positive and enthusiastic attitude, grow by role modeling, and communicate in a more transparent way by establishing and facilitating their guild.
• I helped teams develop their skills in order to rapidly become self-steering and benefit from Agile approaches.
• I helped Product Owners improve their overall alignment and departmental planning, use new and current tools in a more efficient way, and improve the handling of their backlogs.
• I helped management adapt to Agile leadership more easily, to get the most from the teams while keeping them self-steering, happy, and transparent.

All of the above I did through continuous assessment, facilitating Agile rituals, conducting workshops, providing on-the-job coaching, team coaching, one-on-one mentoring, and delivering Agile training classes, workshops, and briefings.

Agile Coach

• Coaching Scrum Masters, their teams, and individuals within the WBS division.
• Providing Agile and Scrum training sessions.
• Establishing a Scrum Master guild at the division level, co-organizing ING Agile days.
• Improving ways of working, management reporting, and helping with the implementation of Agile.

Scrum Master

• Scrum Master of multiple international teams, assisting Product Owners with effective Product Backlog management, facilitating Scrum events, removing all kinds of impediments, etc.
• Organizing at the departmental (5 teams) level: magic estimation, guilds, management reporting (release burn-up charts, teams' and departmental metrics), aligning ways of working, products' roadmap, and smell-o-meter.

Business analyst / Scrum master

• Main activities: Team transition from waterfall to Scrum; requirements analysis and management; change, process management.
• Implementation of projects: SEPA, 1XML, FATF VII, Payment Stack.
• Process-related activities: CMMI implementation, reporting, and creating and maintaining procedures.
• Side activities: incident and test management; training and presentation for juniors, offshore (India) test team, and various stakeholders.