Jose Ignacio Noguera Garcia

Deliver with predictability: −25% cycle time on multi-team initiatives, 80% adoption in 6–8 weeks, clear executive reporting (Power BI) and proactive risk control.

Roles held: Delivery Lead · OCM Lead · Product Owner · Agile Coach

- Multi-country transformations; PMO, stage gates and hybrid delivery (predictive + agile) aligned to PMI performance domains.

- Agile Coaching (2024–present): 4 cohorts × 5; 100% certified (CertiProf). 1:1 coaching; ADKAR/ACMP integration; monthly circles and an active community of practice.

- Nicaragua (2021, multilateral): 80h Scrum + 43h DevOps + 3 months follow-through → national agile community launched; OKRs/KPIs and backlog in place.

- Virtual (2020–2023): engagement & community program with bi-monthly increments; 28 facilitators; 400+ asynchronous participants.

- Panama (2019, international org): 3 contractor cohorts + 1 staff cohort in MS Project (Plan 1/3); PM/PMO service catalog; stage-gate model; post-training support.

- OCM/PMO: comms & training plans, stakeholder/readiness assessments, champions network, resistance management; standardized PM toolkit (WBS, baselines, templates), vendor governance & SLAs, portfolio prioritization.

- Delivered training and coaching (PMP, Scrum, Agile) as part of PMO capability-building engagements

Delivering process improvement at scale: measurable reductions in cycle time and defects, improved SLAs, and a stronger CI culture. Trained 40+ Green Belts and coached >40 professionals/year 1:1 on problem/CTQ, DMAIC execution and control until benefits were realised.

Roles held: Lean Six Sigma Black Belt · Change Lead · PMO Consultant · Agile Project Manager

- Led LSS waves and cultural change across banking, pharma, tech and manufacturing.

- Built an integrated maturity model (LSS + TOC + PMI OPM3) to prioritise the pipeline, set governance and link improvements to business objectives.

- Electoral technology (multinational): co-developed the project methodology; stage-gate model integrated with PMBOK Process Groups and the Agile Practice Guide (scope, procurement, SLAs, multi-site rollout).

- Improvement toolkit: VSM, SIPOC, CTQ, DMAIC charters, control plans; OKRs/KPIs on a bi-weekly cadence.

- Tools: Microsoft Project, Jira, Confluence.

- Reported to improvement committees and tracked benefits post-implementation.

- Delivered training and coaching (PMP, Scrum, Agile) as part of PMO capability-building engagements

Delivering operations and projects with predictability: reduced lead time, increased throughput, fewer post-delivery defects; >80% classroom utilisation; 1-day response and 2-day incident SLAs. Scaled the practice to 7 employees and 6 associates.

Roles held: Operations Manager · Delivery Manager · Scrum Master (special projects) · Vendor Manager · Community Builder

- P&L ownership, portfolio and capacity planning; PMO-style governance (utilisation, margin, strategic accounts) across tech, energy and finance.

- Operations (Kanban): multi-site coordination of open and in-company programmes in VE/CO/PE/EC; 400+ professionals/year; recurring delivery cadence.

- Projects (Scrum): set Planning/Daily/Review/Retro cadence, removed impediments and managed dependencies; led organisational digitalisation.

- Events & alliances: bi-monthly own/partner events with itSMF/ASQ (30–90 attendees); workshops with Microsoft, HP, AESOFT/UTPL; Puerto Rico & Miami; brand/community growth.

- Standards & tools: delivery playbooks & QA (curricula, Senior instructor onboarding, certification paths, sales→delivery handoffs); reporting cadence (milestones, risks, satisfaction) and SLAs; relationships with PMI, APMG, Scrum Study, DASA, CertiProf.