Designing products and supporting projects are challenges that Geza takes on every day.

Support a team of young software developers:
- initiate conversations about the present and the future of the team
- find the goal and priorities of the team
- teamify the siloed development and operations structure and processes
- assess development (and operations) capacities versus requested efforts
- re-asses priorities and schedule implementation together with End Users and Stakeholders
- gather feedback from End Users and Stakeholders about the collaboration process
- understand the sw-dev relevant characteristics of End Users' environment and circumstances, like how frequently and where the changes arrive from to their field
- initiate conversations with End Users and Stakeholders about mid-term business priorities and related sw-dev requests 
- work on the increments of the collaboration process
- assess options to document work in Jira and Confluence
- facilitate team events.
The Team directly supported the Business Operations department of a rapidly growing startup courier service in UK. They developed and operated a dozen of data pipelines outside of the main software product --as of DevOps approach--, like payments to Couriers, Client invocing, quality assurance evaluations, administration of inputs for several fundamental logistics and other algorithms, among others. They had daily contact with the End Users of the outputs. The new requests and the feedbacks on adjustments arrived immediately. The priorities in the backlog changed frequently and suddenly, due to external circumstances.
They were part of the Business Operations, not the Software Development - thus certain organisational and technical resources were out of reach. The Team was gradually built up from juniors. The current structure was absolutely siloed, as on each pipeline only one of the members worked. Hence the capacity usage was suboptimal. The siloed structure beared several high business risks, as the software functionality was in daily or weekly usage. As the whole company grew very fast, and within it the UK business operations the fastest, the whole organisational structure was under reorganisation, also the introduction of OKRs in strategic planning was rolled-out. That gave a good opportunity to talk about the collaboration process with the End Users and Stakeholders.

As part of a major re-factoring program, the integration project of the new gaming SDK was introduced. The same project, as a later phase 2, contained the introduction of the next generation gaming SDK, that was still under construction.
The slot gaming sector is highly competitive, and plays with high costs and high revenues. New games are deployed to production as frequently as 4-5 new slot games in 2 weeks. Beside that, 50-100 existing slots within an application are maintained and further adjusted to the changing taste of the End Users. There are a dozen of strict regulations to comply with.
As the member of the Program Office, I was accountable for the integration of the new SDKs into the whole software lifecycle. The project organisation included the publisher company, the developer of the SDK (mother company of the publisher), and the slot developer companies (part of the group, and externals).
The new SDK introduced a new language, a new set of standard features, new plugin mechanism, new way of publishing / updating slots in the app, hence a new software development process. Also, the preparation of the artifacts for the slots' marketing also changed. Meanwhile, in the same app and in the same software development process, the old SDK and related old slots, and their maintenance, needed to be supported for another 2-3 years.
During the setup of the project the Project Charter was created based on Stakeholder interviews. Along that, the main deliverables and tasks were defined, with the high level schedule. The project's events and administration process manual was drafted, extended with the risk and issue handling.
As a result of a reconsidered holding wide budget, and new management in the publisher company, the whole program was pulled back, only some of the most foundational and ongoing tasks were kept alive.

The project started as a product discovery sprint. The 2 weeks sprint included gathering the vision from Stakeholders, drafting the main features as backlog items and user stories, and sketching up a 3 years long road map, filled with the main project activities. The Team delivered a clickable low fidelity UI design, and three tech stack options for implementation. Also drafted recommendations for the technical and project implementation of the simple dynamic UI prototype (for market research), for the prototype (limited-service used by selected early adaptors for concept and design testing), and for the later MVP (published for the public).
The Team continued with the implementation.
First, through delivery cycles, built a portal to promote video-based courses, extended with currated comments and references to other publicly available resources. The service was planned to be flexible to various subscription options.
Then, after the Client decided to pivot, another portal was built on top of the foundational features of the previous. The service was imagined as a promotional portal for a currated list of podcasts, enchanced with exclusive content.
As a Scrum Master / Agile Project Manager, the task was to lead The Team, build up communication and facilitate events, keep the information flowing, keep an eye on the prodcut backlog, and act in any case The Team members needed support.