Almudena Rodriguez Pardo
Almudena Rodriguez Pardo, born in Bilbao (Spain), studied computer science at RWTH University Aachen (Germany) and started working for Ericsson in 1995. In the 22 years involved in the telecommunication sector, she achieved a strong technical background as a developer, quality coordinator and technical market support engineer in different organizations within Ericsson. Moreover, Almudena was strongly involved in the Agile transformation and DevOps deployment at Ericsson, and worked as an Agile and DevOps consultant for Ericsson customers.
She is a well-known public speaker with international reputation at Agile and DevOps conferences, where she has been invited at Agile Tour London, Scan Agile Helsinki, Agile Practitioners Tel Aviv, Delivery of Things World Berlin, Agile Pep Minds Berlin, Conference Agile Spain, Agile Conference Austria, Agile Serbia Conference, etc… Furthermore, she contributes to the Agile community with publications like InfoQ
Almudena is actually partner at the international company Improvement21, working as Business Agility Consultant and Agile expert supporting organizations worldwide in their way to Agility and DevOps deployment.
ABOUT THE PRESENTATION
How I became a tester! Breaking silos within cross-functional teams
Almadena Rodriguez is a developer – technical, knowledgable, skilled. When agile methods were introduced at her workplace, she faced a new challenge: how to be cross functional? How to be a tester? Introducing Agile methodologies and setting up Scrum/Kanban teams in organizations brings a tremendous change in the way traditional software development was produced. Cross-functionality, self-organization, high-performance, T-Shape skills… Agile team members face challenging situations! Furthermore, for all they talk of the advantages of agile methods, is there really a buy-in from the business when it comes to knowledge sharing among employees? Almadena brings some good news: Yes, Scrum team cross-functionality works! This talk is about her hands-on experience, how spreading skills among Scrum team members, supported by a T-Shape Community of Practice as company strategy, nurtured a learning culture within the Agile organization, broke the traditional silos of expertise, and increased the efficiency of the teams and the people who worked in them.