Marco Barrera

The objective is to create an organizational ecosystem in Corporación San Isidoro, connecting and enabling communication between areas. To achieve this, a "standardized workflow" was created so that all educational institutions of the corporation (21 schools) have the same behavior.

The areas covered by this project are:

1) Human Resources, 2) Procurement, 3) Accounting, 4) Quality Management, 5) IT, 6) Pedagogical Area, 7) Community Relations, 8) Continuous Training, and 9) Internal Processes.

The connection of these areas follows the order mentioned. To reduce "resistance to change," OLAS (Organizational Change Management using Lewin's Model) was employed.

In the E2E flow and to centralize information, Jira (JSM and JS) was implemented as the organization's primary tool.

The tasks I performed in this project include:

► Development: Creation and configuration of Jira modules for different areas (automation rules, workflow validations, forms, administration, security, screens, fields, user management, schemes, etc.). My work impacted by creating applications (plugins) within Atlassian using Forge (which allows programming within Jira's source code with JavaScript, without needing to purchase or pay for plugins from the Jira Marketplace).

► Implementation and Training: This involves implementing the created modules in the schools. To prevent an "elastic effect" during implementation, training was conducted in 3 stages: SHU-HA-RI: 1) Theoretical Training, 2) Practical Training, and 3) Support.

► Documentation: Visual documents (videos) explaining the use of modules in different areas, focusing on Onboarding for future professionals.

► Support: Providing technical support for any issues that arise with the created modules.

► Metrics: Enabling management and decision-making. Metrics are generated using Eazybi and PowerBi.

The objective was to connect 3 layers (strategic, tactical, and operational). For this, the Cirsa methodology was created... it is a format based on Agile but hybrid, incorporating predictive processes and the Cirsa culture acquired over time.

This methodology has its own culture and its own toolbox with practices, procedures, mechanisms, among others. The advancement of this plan was carried out using OLAS for incremental implementation and the adherence of teams resistant to change.

This methodology includes:

► Cirsa Framework: The Cirsa framework (modular and flexible) was created to unify different ways of working. Teams (Predictive, SAP, or Agile) start with a minimum standard and add events until they become Scrum or Kanban teams (through modular implementation). This Cirsa framework does not mandate roles like Scrum Master and Product Owner.

► Flight Level 1, 2, and 3: 6 visual boards were planned (2 Upstream and 4 Downstream), creating an E2E value flow from the portfolio. This information flows across different boards/areas, considering operations as the endpoint of the E2E.

► Training: Mentoring was provided to teams included in the waves, as well as coaching at the strategic and tactical levels.

► Metrics: A 3-level perspective (operational, tactical, and strategic). With this, it was not necessary to create different metrics and adapt them to each team. Teams have standardized movements with this methodology, and as such, standardized dashboards are created with an organizational, leadership, and team perspective.

► CoP: A Community of Practice was created to foster communication among professionals. This was achieved by centralizing the CoP in Microsoft Teams.

► Maturity Model: Reflects the evolution of teams from different perspectives: cultural, technical, DoD, continuous improvement... not just Agile.

I served as an Agile Coach for beAgile at NTTDATA, where we implemented cultural changes, incorporated tools and practices, and promoted Agile within internal teams for clients.

Internally, I implemented the beDevOps plan for NTTData Spain to foster a technical cultural change among leaders, strengthening CI/CD and thereby providing better service to clients.

Clients I have served include: Caixa/Silk (projects: CMN-Eines Host, Digital Channels, and CaixaBI Accounting). I worked with IMI (Municipal Institute of Information Technology) and INSS (National Institute of Social Security) on the IMV project.

Additional functions I performed were:

► Transformation Plans.

✔ Service Sales: Creating solution proposals for clients.

✔ Agile Analysis: Analyzing the organization and understanding its flexibility for implementation.

✔ Strategy: Creation, implementation, and monitoring of strategies as solutions.

✔ Discoveries: Initial service phases (product discovery, team discovery, inception).

✔ Measurements: Implementation of measurement systems at the organizational and team levels.

✔ Teams: Empowering teams, analyzing value flow, and integrating them into the organizational ecosystem.

► Training.

Internal inductions for professionals belonging to NTTDATA to offer better service quality to clients. Training was offered from a catalog (open list with established dates).

► Mentoring / Coaching.

I provided mentoring at the operational level, supporting teams for their empowerment and self-management. I provided coaching to leaders, PMs, Product Owners, Scrum Masters, among others, so they could integrate the acquired knowledge and apply it in client projects.