personal information: name karl johan lisby · i have also been working in c#/.net environments,...

Karl Johan Lisby – [email protected] 1 / 14

PERSONAL INFORMATION: Name Karl Johan Lisby

Born 1963

Nationality Danish

E-mail [email protected]

LinkedIn www.linkedin.com/in/karl-johan-lisby-909715

Main Education Master of Science in Electrical Engineering and Software/M.Sc.EE,

Aalborg Universitet (1987)

Thesis: Operations & Management System for Hyperthermia (a type

of cancer treatment in which body tissue is exposed to high

temperatures to damage and kill cancer cells).

Grade: 13 (highest)

Language Danish (mother tongue)

English (fluently both orally and in writing)

SUMMARY: Technical

competencies

30 years experience from numerous different companies and even more

different roles within software development. Always in the forefront of what

current technology can do, i.e. always part of the frontier of the almost

impossible.

I have been working with high-speed C++ software on Linux servers, putting

the CPU and RAM bandwidth to its limits while breaking the world record in

performance of a capture to disk application.

I have also been working in C#/.Net environments, with timing-critical

applications.

I have been into different technologies from networking (from SDH to IP and

Ethernet) to UX (WEB-based as well as Windows and X-Windows).

Personality I have an outstanding ability to:

o distinguish between the realistic and the ideal in finding the right

balance in solving a problem, such as meeting solution requirements

within the available budget

o to lead and motivate a team to meet challenging quality, time, and cost

targets with a leadership style that is inclusive

o see the bigger picture and help the company to define and refine

visions and strategies for company growth, profitability and customer

satisfaction

o think “out of the box” and provide innovative ideas on how to solve

difficult challenges

o connect with people and be open to their ideas, thoughts and concerns

o be productive and positive at all times. I like to be busy and have lots

to do, but I also believe that every day should be fun for both my

colleagues and I as we tackle a high workload together

o multitask and have many balls in the air at the same time without

losing the overview of sometimes complex situations

o remain rational, calm and focused during high-tension situations that

can cause panic for others

o motivate and to acknowledge achievements. My attitude is that my co-

workers’ success is my success too

o make quick decisions if needed, but I prefer to analyze the situation

before making a decision

o take responsibility for the situation and be proactive

o work on a problem until it is solved. I do not give up until the job is

done

Experience I have been working in device manufacturing companies as well as in the

banking industry. Big (up to 500.000 employees) and small (down to 100

employees) organizations.

I have had roles spanning from developer through architecture, project

management, testing and to people management. I have also been developing

processes including agile transformation and DevOps / Continuous Delivery in a

number of enterprises.

I have great experience with project planning and management, as a SCRUM

master, SAFe/AGILE/SCRUM/LEAN/KANBAN coach and also with CMMI and ISO-


9001 processes – definition as well as follow-up.

Domain

knowledge

I have knowledge about many domains. Through my career, I have worked

extensively with:

• Telecommunications

• Investment banking

• Wind turbines

• Energy production and distribution

• SCADA systems

• IP networks.

Through my education, I also know something about medical devices as well as

industrial automation.

PROFESSIONAL ROLES: Expert Manager

QA Manager – CMMI and ISO9001

Project Manager

SCRUM Master

Agile Coach

Continuous Delivery Manager

C developer

C++ developer

Tcl/Tk developer

Experienced Architect

Test Manager

Software Developer

DevOps

Python developer

Knowledge Release Manager

Tester

C# developer

WORK EXPERIENCE: 2018 – Independent Consultant

2015 – 2018 Director of Software Development at Napatech A/S

2009 – 2015 Manager and Project Manager at Siemens Wind Power A/S

2005 – 2008 Team Lead and Senior Project Manager at Saxo Bank A/S

1993 – 2005 Developer, Project Manager and Team Lead at Tellabs Danmark A/S

1988 – 1993 Developer and Project Manager at DIAX Telecommunications A/S

1987 – 1988 Draftee Software Developer in the Danish Armed Forces

EDUCATION AND COURSES (the list is not complete):

2016 Kanban (Best Brains)

2016 RedHat Summit in San Francisco

2014 Lean Software Development (Mary Poppendieck and Tom Poppendieck)

2013 CMMI (Siemens)

2012 Software Testing (Siemens)

2011 Managerial Training (Siemens)

2010 Cultural Awareness

2008 NLP Business Practitioner - coaching (Performex HR)

2006 Certified SCRUM Master (Dr. Jeff Sutherland)

2006 Coaching

2005 Managerial training (Saxo Bank)

2005 Kommunikation og samspil (Right Kjaer & Kjaerulf A/S)

2004 Merkonom, Logistics (Handelsskolen Ishøj og Taastrup)

2003 Management Through Values (THINK ABOUT IT)


2002 Merkonom, International Trade (Niels Brock / Copenhagen Business

College)

2001 The course series ”Personal Power” (DIEU)

2000 Project Management (Tellabs)

2000 Situational Leadership

1999 Estimation of Software (Delta)

1996 - 1999 Project Management 1, 2 and 4 (DIEU)

1998 Presentation Technique

1997 Brugervenlige Vinduessystemer (Niveau)

1995 Merkonom, Marketing (Holstebro Handelsskole and Vestegnens

Handelsskole)

1993 Software Testing (Elektronikcentralen)

1992 Teaching Techniques (Bang & Olufsen)

1990 Structured Software Development (Jysk Teknologisk)

PROFESSIONAL EXPERIENCE: PROGRAMMING LANGUAGES

Knowledge Javascript

Python

C#

C++14, C++17

Perl

Shell scripting

Experienced Java

SQL

Expect

Expert C++ (classic)

C

Pascal

Modula-2

Tcl/Tk

PROTOCOLS

Knowledge SOAP

RPC

HTTP(S)

Experienced MPLS

IP

Expert SDH

PDH

DCC

OS

Knowledge Windows

Experienced Linux

UNIX

Expert -


DEVELOPMENT TOOLS

Knowledge Node.js

Microsoft Active Server Pages .Net (ASP.NET)

Microsoft Foundation Classes (MFC)

HTML5

Experienced Microsoft Windows Presentation Foundation (WPF)

Emacs

Netbeans

Microsoft Visual Studio

Microsoft Team Foundation

Git

Github

Expert CVS

Jira

Jenkins

METHODOLOGY

Knowledge Test methods

Experienced CMMI

ISO9001

DevOps

SAFe

Requirement Management

Requirement Development

Expert Project Management

Cross-cultural leadership

Agile

SCRUM

Lean

Kanban

Continuous Integration - CI

Continuous Delivery – CD

OTHER SKILLS

Knowledge -

Experienced Unified Modeling Language (UML)

Object-oriented analysis and design (OOA/D)

UX

Usability testing

Expert High Availability

High Performance

Security

Embedded

Real-time


PROJECTS:

Job Napatech

Challenges Uniting CD, Kanban and making a cultural change:

The search capabilities of the capture-to-disk product had to be radically

redesigned in order to have several searches ongoing simultaneously.

The technical challenge was to improve performance at the same time.

The managerial challenge was to improve the cooperation between testers and

developers, since there were not enough test resources available and since

hand-over from developer to tester (and the other way concerning bug reports)

is waste (in the Lean sense). And waste must be eliminated in order to achieve

efficiency.

Through implementing continuous delivery on top of the already 80%

automated tests and through changing the culture in a direction where all

project participants were equal and not least through introducing an almost

militaristic interpretation of Kanban, all goals were fulfilled.

The main project – re-implementation of the search functionality – involved 18

developers and testers.

Role Project Manager & Agile Coach

Result Shorter cycle time. Less effort wasted on less important things.

Job Napatech

Challenges 40 (50) Gbit/s sustained capture to disk on standard Linux server HW:

The technical challenge was to beat the world record in performance on a

standard Linux server in order to gain access to new customers.

The managerial challenge was that this had to be done while almost all

resources were occupied on developing customer specific features to one of the

biggest existing customers.

By using a single internal developer, an external consultant and a little part of a

tester’s time and most of my personal time to discuss solutions as well as test

strategies etc., we managed to utilize all memory bandwidth and all the

bandwidth of available RAID controllers and in fact get the wanted performance.

Performance test automation was a big part of this project, where I was setting

the requirements and was testing the test as well as the reporting part of the

automation.

Role Project Manager, Test Manager & Architect

Result A world record in performance for capture to disk products.

Job Napatech

Challenges Agile Transformation:

I started out in Napatech by having the challenge of leading the agile

transformation in R&D.

As the first part of this task, I introduced SCRUM in my own team and was the

SCRUM master. It was an immediate success in the sense that it made project

status much more obvious and it made it possible for the project manager to

actually negotiate in due time which features to include in the current project

and which to postpone to subsequent projects.

But SCRUM was not the perfect fit for the team. It needed something more

fluent, which was why I introduced Kanban. After a lot of studying and training

the team, Kanban proved to be the teams’ preferred way to do agile.

Role Agile Coach

Result Better predictability, better planning, more reliable development process.


Job Napatech

Challenges CI/CD Implementation:

After an external assessment of the company’s maturity regarding CI/CD, I

hired a developer with the specific responsibility to improve in this area.

I acted as what is best described as a SCRUM product owner in this regard. I.e.

I was prioritizing, doing top-level architecture and setting the requirements.

I was also being the customer/user as well as making smaller adjustments to

the solutions.

Role DevOps Manager

Result Time from last commit to release reduced from 2 months to 2 weeks.

Time from last commit to “all tests done” reduced from 6 weeks to 24 hours.

Job Napatech

Challenges Taking over as architect and SCRUM master:

When I became the manager for the development team responsible for the

capture to disk product, release 1.1 was being released. Version 2.0 was the

first feature add-on release, where I acted as team lead, but not project

manager.

I.e. this was where I got deeper into the architecture and took over the

responsibility for the team and the product.

The challenge with version 2.0 was that the project manager was busy with

defining and executing another project, which was customer-specific. So I acted

as SCRUM master and thus also took much of the project management

internally in the team.

Role Architect and Manager

Result I took over regarding the product and we also got the new release done.

Job Napatech

Challenges Teambuilding and –development:

The team I took over was not a team. Most of the people had been hired

outside of R&D with the task of inventing “some new product”. I.e. their

mindset was to make new stuff without really being market-driven.

And a short while back, these people had been transferred into R&D and almost

the same number of people had been transferred from another product-line with

a quite different culture and mindset.

The challenge was to introduce a common mindset and culture.

Role Manager

Result Better team spirit, better team performance.


Job Siemens Wind Power

Challenges User eXperience (UX):

One of the odd members of “my” PMO (see below) was a UX-expert. The reason

for having him in the team and thereby for me to have the overall UX

responsibility was that UX was seen as part of the processes more than part of

the development and that the UX-expert was working together with more than

one project manager at the same time, and therefore it was natural for him to

belong to the same team as the project managers.

And having UX experience from Saxo Bank and Tellabs certainly made it natural

for me.

The biggest project, where I was involved in coordinating the UX-expert and the

rest of the project team was the so-called hand-terminal for the next-generation

turbine control, i.e. the local user interface in the wind turbine.

My role was mainly to make sure that the project on one hand utilized the UX-

expert and his many meetings, requirement collections and demos with the

users and that the UX-expert on the other hand actually lived up to the

deadlines he should. But in doing so, I was also enjoying to actually be part of

the design process.

Role Manager

Result I got good insight into UX processes and the hand terminal got good usability.


Challenges Building and developing a PMO:

When the Q-releases (see below) was running smoothly and I had a system test

team as well as a system feature coordinator working in my team, it was

natural for me to give up being a project manager as well as being a manager

for developers.

Instead I formed a project management office with the additional

responsibilities of owning Q-releases and QA / processes.

The challenge, I succeeded with was to create a team of 10 project managers,

who co-operated in managing, producing and releasing software.

Role Manager

Result Uniform processes for project management. Teamwork in the PMO.



Challenges Combining Agile, ISO9001 and CMMI in defining, documenting and

following-up on a complete set of processes for SW R&D:

Siemens Wind Power is ISO9001 certified. But when the certification was

achieved, there was no internal SW R&D. And the certification seemed to have

been forgotten when SW R&D was in-sourced.

In essence, no processes were documented and especially the requirement

processes were very much up to the individual developer.

At the time, SW R&D had been extended with a large number of Indian

colleagues. And Siemens Bangalore is CMMI level 5 certified.

I.e. the challenge was to keep everything agile and if possible make processes

even more agile, while preserving the Danish ISO9001 certification as well as

the Indian CMMI certification.

I was allowed to hire a Danish QA employee as well as make one person from

India join my small QA team. Later we got up to 4 Indian colleagues in the

team.

The work in the QA team spanned from defining and implementing a process for

requirement management and to being a SCRUM product owner for our Jira

setup. Indian colleagues did the actual changes to Jira.

Role QA Manager

Result SW development living up to the ISO certification as well as becoming more

agile.



Challenges Defining and implementing a quarterly release cycle and building a

system test team:

After some time in Siemens, it became increasingly clear that something had to

be done about the release cycle. SCADA and turbine control releases were not

synchronized and especially the SCADA releases were very frequent though

always delayed. In addition, it happened more than once that the newest

SCADA system had features that were incompatible to the newest turbine

control release.

I got the task of improving this.

My first step was to define that we only made one release each quarter. And

that was a release train common for all deliveries from SW R&D, i.e. both

SCADA and turbine control. The features that could fit on the train in both

SCADA and turbine control could become part of the release. Other features had

to wait for the next train, i.e. the next quarter.

And then I made a quite extensive description of the phases (from definition,

requirements and through final testing) and lifecycle of what I named Q-

releases and education of the SW R&D department (especially managers and

project managers) as well as all internal customers.

Once I had the common timing and tact working, I got a person appointed to

coordinate feature and user story definition across teams so that we could

ensure that for example the SCADA part of a feature was not forgotten in the

planning phase.

The final stage was that I got permission to found a new team of system

testers. I then hired testers and a test coordinator and got them well introduced

in the workflow in SW R&D.

A little later – initially without my knowledge – another system testing team

with a bigger scope, i.e. testing both SW and HW together was formed. That

was obviously outside of the SW R&D, but nevertheless, it did not make sense

to have to system test teams competing, so they were merged instead and

therefore, I was relieved of this particular part of the responsibility. But I

remained the owner of the Q-releases.

Role QA & Test Manager

Result 100% reliable release schedule. Not a single slip with incompatible releases.

Much improved predictability concerning feature contents of releases.


Challenges Agile transformation:

I and two of my fellow project manager colleagues, who were exactly as newly

hired as I was, decided to introduce SCRUM. Until then, different teams had

been organized in each their own way.

Some teams cooperated through classic waterfall methods (which worked fine).

But some teams did not work together as a team. They got a task assigned

from their manager and when they were done with that task, they were

assigned another task. And my project team consisted of a single developer that

was equally newly hired.

So we started out with the non-teams and organized the work according to

SCRUM.

The well-functioning waterfall teams joined the SCRUM world a year or two

later.

This way, we introduced SCRUM in the entire software department, which

became known as a department on the leading edge of agile development and

associated processes and methods.

Role Agile Coach

Result Agility, team work, shorter cycle times, transparency in status and planning.



Challenges Transforming a proof of concept into a product:

I took over a proof of concept that had been made to order by an external

supplier. It was supposed to be a platform that should be easily adaptable to

provide a (thick) UI to present data from wind turbines and to control turbines.

The tool was comprised of a framework and a number of “widgets”. The user

was supposed to have access to set up the UI he or she wished. We dropped

this idea, because the users wanted a finished product and not a thing they first

had to spend time on putting together themselves. So we hard-coded the UI in

terms of which widgets that was on the screen etc.

There was no clear strategy about what the proof of concept should be used for.

Some had the opinion that it should substitute the WEB-based UI of the SCADA

system; some thought it should become the next hand-terminal, i.e. UI to be

used by service personnel inside the wind turbines. It ended up being a remote

tool for the service department, i.e. not used inside the turbine.

There were many challenges:

- Defining the purpose for the product

- Building up a project team with UI, XAML and WPF knowledge

- Stabilizing the software

- Building a test suite

- Building prototypes of what could have become the hand-terminal for

the next-generation turbine control – including several visits to turbines

and to service personnel

- Transferring the end result to colleagues in India for maintenance

releases

Role Architect and Project Manager

Result We got some return of investment in the PoC and the service personnel got an

improved remote interface to turbines.

Job Saxo Bank

Challenges My own transformation into Agile:

Since I was a people manager as well as a project manager, I was not part of

the PMO in Saxo Bank. But even so, I played a big role in introducing SCRUM,

which was new to me at the time.

As all other project managers in Saxo Bank, I became a certified SCRUM master

– having Dr. Jeff Sutherland in person as my teacher.

After getting the certification, I educated my team and transformed myself from

being project manager into being a combination of project manager, SCRUM

master and agile coach, trying to teach the acting product manager (who was

one of the leading traders) to become a SCRUM product owner.

SCRUM helped to shape the projects that followed the initial Saxo Trader II

project and to provide a transparent status of subsequent projects.

Role Agile Coach and SCRUM Master

Result I became a certified SCRUM master with experience.


Job Saxo Bank

Challenges Localization:

Saxo Banks customers are worldwide. As a consequence, Saxo Trader II should

be translated to numerous languages (more than 20).

That gave a number of challenges:

- The software had to be designed for localization, i.e. all text strings

visible to the user had to be isolated in resource files, all dialogue boxes

etc. had to be inverted when the user changed language to Hebrew or

Arabic, there had to be room enough for Chinese and Japanese, which is

a pixel or two higher than letters in other languages.

- The logistics of having translated languages put in for every new release

had to be coped with, so that the translation work did not delay

releases.

- I had a lot of work in coordinating between external translators, internal

proof-readers, whose main job was typically to be account managers

and the developers, who seemed to change any text string at the most

inconvenient time

Role Architect

Result Apart from my personal leanings, the Saxo Trader became available in many

languages and the translation and release processes were systematized.

Job Saxo Bank

Challenges Planning and finalizing an unfinished project:

When I joined Saxo Bank, Saxo Trader II was “almost” ready for release. I.e.

there was no knowledge in the project about what it takes to make a product

ready for release.

After analyzing the state of the project, I found that most requirements that I

collected from the banking professionals, who also were the people having the

customer / user contact, were already known, although not documented.

Looking through the code and interviewing the architect and the CTO revealed

no unhealthy design choices, but there were quite a few missing features, such

as the ability to actually trade forex, which is the main business in Saxo Bank.

In short, I was able to plan and estimate the rest of the project to last for 6

more months. And since we fulfilled that plan without further delays, we

finalized the next generation and price-winning Saxo Trader on schedule.

Role Project Manager

Result Launch of Saxo Trader II in time and thereby a continued commercial success

for Saxo Bank.


Job Tellabs

Challenges Classic project management and being program owner:

During a number of years, I was managing a team, being project manager for

25 people and being project owner with a cross-functional responsibility for

other project managers.

- Planning and follow-up using Microsoft Project

- Definition and implementation of project and progress metrics

- Performed steering committee meetings providing progress reports, risk

evaluations and other project related information in a structured

manner

- Follow-up on delivery of the product to the first customers including

handling of initial problems

- Total overview of the overall project including product development,

user documentation, course material, marketing material etc.

- Led a cross-functional team of 4-6 project managers and a product

manager, a marketing person, a customer support responsible a course

responsible and a person responsible for user documentation

- Transformed the job from having its main focus on reporting to the

steering committee to a focus on understanding the total project and

knowing the vital details as well as introducing more formal risk

management, change management and simpler metrics

Role Program Owner

Result My routine in using a steering group, reporting to upper management etc.

Really well-managed and well-coordinated projects.

Job Tellabs

Challenges Making complex matters seem simple:

During the many projects with the NM2000 system, many people were on-

boarded. And all these people had to be educated in the quite complex

concepts of SDH.

I devised a allegory in terms of conveyer belts and smaller boxes being packed

into bigger boxes to explain the multiplexing and switching of bit-streams that is

going on inside the SDH equipment.

And I devised a graphical way of representing the network object model in

terms of circles for switching points, circles with a dot for multiplexing and de-

multiplexing, lines and pipes for links and so on.

It all helped very much not only during the on-boarding, but also during the

further development, where it made it much simpler to add Ethernet and MPLS

over SDH.

Role Onboarding Manager / Teacher

Result Much faster onboarding. Common language and understanding in the teams.


Job Tellabs

Challenges Disruption – building a proper user interface:

The NM2000 management system was implemented on TeMIP. And in TeMIP,

the user was supposed to be exposed directly to the object model of the items

being managed. That kind of worked for the simpler kinds of equipment, but

even for those, there was a tendency to twist the object models away from

standards and into something that made the UI more usable.

That was clearly a bad idea – especially for the network functions, where we

had to follow the standardized object model, so I proposed a way to build our

own GUI outside of TeMIP.

I started out by prototyping a generic view of the switch within an SDH network

element. And then I got the approval to have myself and one more

implementing that view and then go on with a proper GUI for the network

model and network functions.

The biggest feeling of success came when the users (customers) gave very

positive feedback concerning the usability.

Role Architect, Software Developer & Project Manager

Result A way better and more user-friendly product.

My experience in UI design and implementation.

Job Tellabs

Challenges Becoming a UNIX guru as well as a proper project manager:

There were numerous projects where the network management functionality

was gradually being implemented in the NM2000 system (see below).

During that time, I had various roles starting as an architect and gradually

becoming more the manager and project manager.

During the time, I picked up a lot of knowledge both technically and project

management-wise:

Technically:

- SDH

- OOA/OOD

- C and C++

- UNIX

- TeMIP

- Tcl

- SQL (Oracle)

Project Management

- Microsoft Project

- Several Project Management courses and educations

- Visualizing the plan – I had a giant Gantt chart on the wall, where

progress was made visible for the entire team using colored pens and a

piece of sewing thread (to mark the date).

The network functions were implemented within the TeMIP framework, but with

some added architectural components, such as a Tcl interface (my idea) that

made it easy to unify the interface towards different kinds of network

equipment, which had different interfaces in terms of TeMIP access modules.

At the heart of the network functions was an Oracle SQL database, where the

network topology as well as all the traffic paths and associated metadata was

stored.

Role Architect and Project Manager

Result I became a routined project manager, UNIX guru, C++ developer, object

oriented and so on and so forth.


Job Tellabs

Challenges Definition and ITU-T standardization of a model and data structures for

an SDH network:

One of the basic ideas with the NM2000 management system was to introduce

centralized management of the SDH network. I.e. to enable paths (bit-streams)

to be created across the network and to monitor these.

The first main architectural tasks, which I got to lead was to define an object

model for the network and the traffic within the network.

This work was done both internally, through discussions with customers and

through standardization work, where I participated in several standardization

conferences.

We had to move faster than ITU-T, and we had to implement the object model

in TeMIP, so we took a few liberties and defined a complete model long before it

was standardized.

And then the work of implementing the network functions could commence.

Role Chief Architect

Result My experience in standardization work.

A well-defined and well understood object model for SDH (and later

MPLS/Ethernet) networks.

Job Tellabs

Challenges My base as a software developer:

I started out as a software developer implementing a TeMIP Functional Module

to enable backup and restore of the configuration of a network element, i.e. a

piece of SDH transmission equipment.

The module was part of the SDH management system, which was implemented

on one or more UNIX servers.

The management system and all its modules were written in C.

Role Software Developer

Result Great routine in software development.

Job DIAX

Challenges I started as a software developer and became a combination of developer,

project manager, delivery manager and team lead without personnel

responsibility.

Role Software Developer and Project Manager

Result Great routine in software development.

personal information: name karl johan lisby · i have also been working in c#/.net environments,...

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