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Enabled the Network Cloud program testing culture to change from 4 different teams, each with their own testing methods, to a shared quality automation framework, based on a standard interface, reporting, and evaluation tool-set. This allowed development, testing, lab, and operational support teams to work together to find defects as soon as possible in CICD pipelines. Created test suites based on the above automation framework that uses data from two system services to project as test cases instead of coding for the requirements twice. The first service is Gatekeeper Open Policy Agent (OPA) which provide Kubernetes Custom Resources constraints that are monitored over time and the policies and violations are turned into test cases. The second service is the Logging, Monitoring and Alerting (LMA) stack where Prometheus rules and alerts are converted into test cases. Also working with the Security team to move their scanning tools to the left so CIS benchmarks and image Common Vulnerabilities and Exposures (CVEs) violations can be found during the packaging process instead of the deployment process.
Transferred to the AT&T Integrated Cloud team to bring my Development and Agile process experience to the OpenStack Cloud DevOps organization. Started out as a delivery team member on a core OpenStack Team and became the Lead Developer for the FullCD automated deployment team. As the Lead Developer I helped architect the Automated Quality Assurance frameworks for API, GUI, CLI and Resource testing while supporting OpenStack Jenkins and Ansible deployment pipeline.
Helped transform a team, based on extreme programming principles, to be one of the first Gold Level Agile programming teams with a well-defined continuous integration environment. Within a two week iteration cycle, we increased the capabilities of the system to simulate interfaces transaction from 1,200 TPS to 6,000 TPS and supported HTTP RESTful interfaces. Throughput increases were achieved by restructuring database access and increasing caching of key data elements. RESTful interfaces were supported using Jersey framework. Acted as Product Owner of the infrastructure team to improve the ability of the team to support the application as tier one support and improve the relationship between development team. Acted as Product Owner Delegate of the development team in order to help the Product Owner manage the backlog and define priorities.
Helped to grow a team from 3 to 12 members, while increasing the system’s features and ability to support performance testing. The system provided interface reference information, client-side testing and server-side simulations. Worked with presentation Team Leader to design and communicate the team’s direction according to vision, informal requests and formal requirements. Transformed business requirements into formal application design documentation in order to level set the team’s understanding of the release deliverables. Defined direction and promoted standards to improve team’s overall quality of release deliverables in the areas of coding standards, testing coverage and documentation.
Led development teams from three to seven people to deliver 2 major corporate initiatives. The first initiative provided ability to automate the modification of legacy system orders. This project was done with 3 development resources in a phased approach over a 6 to 12 month period, with a 1.4 year return on investment. The next initiative was the ability to split a request into multiple ordering systems, in order to streamline the overall ordering process. This project was done in 9 months with 7 development resources. Both projects were delivered on time with the smallest amount of system test defects. As team leader, I was responsible for the project plan, high level design, detail design, interface agreements, code quality, unit and integration test plans.
Led the architecture team, which designed a J2EE Enterprise Order Management business integration service for a Fortune 100 Company. This system acted as an integration layer between a mediated business model and the legacy systems. Responsibilities included: Creating a fault resilient architecture to handle 300,000 orders a day. Define the best practices necessary to develop a quality system. Define a System Development lifecycle and the process and procedures needed within our direct work group. Review Open Source and industry best practices to evaluate what internal direction should be taken.
Served as architect in the design of the Order Management business integration service for a Fortune 100 Company. This environment was based on the following J2EE technologies: EJB, JMS, JNDI, and JDBC running on IBM’s Websphere Advance Server. The environment also provided tools based on JSP, servlets and HTML. As the architect I created many reusable components for logging, property management, debugging and exception handling. One of the architectural designs was to handle the lack of support in the EJB 1.X specification for JMS while keeping the EJB 2.0 draft in mind.
Converted and maintained an application based in Visual Basic and Access to a SQL Server. Created reporting subsystems in Crystal Reports and Access.
Led workstation architect for a Fortune 100 Company’s business negotiation systems. Designed a reusable framework that was based on a layered messaging architecture that allowed for the middleware to be replaced, during the first phase of the project, without any application code changes. The framework was written using PowerBuilder’s PFC and a threaded DLL, based in C and C++, accessing IBM’s MQSeries Messaging.
Responsible for development projects in the areas of General Ledger, Preventative Maintenance, Quality Lab systems, and Data Warehousing. This job entailed:
Created two and three tier Client Server applications in the Sales Force Automation area. The architecture was based on a PowerBuilder client frontend communicating to RDBMS and Application Servers that access IMS legacy systems. Played key role in creating the system architecture which includes:
Managed a project team of eight, to evaluate PeopleSoft’s product, to consolidate over six major legacy systems into a centralized database based on an Oracle and UNIX implementation. Responsibilities included:
| Project staffing strategy | Business case preparation and tracking |
| Technical architecture analysis and design | System analysis and design |
Provided technical architecture analysis and design support to an immediate work group of 160 people:
Coordinated and assisted six departments with their mechanization needs through the use of subject matter experts, vendor information, external and internal resources. The ultimate goal of this task was to provide the clients with a single customer oriented point of contact, which would allow them to get their mechanization questions answered while ensuring long term viability of their business decisions. This was completed by performing the following tasks:
Client projects ranged from $20,000 to $2,000,000. This coordination effort saved the company over $410,000.
Programmer/Analyst on an online, DB2 corporate mailing and financial management system, responsibilities included:
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