I recently sat down and spoke with Dianne McGaunn who is currently working at OCD Tech as a Senior IT Project Manager. We spoke about her experience with SVPM and how that has helped her build her career in project management. Here are some of the questions I asked Dianne, her responses about her volunteer experience, and how it helped her secure a job.
What kind of projects did you work on as a volunteer and how did they shape your understanding of Agile?
I never really saw myself as a project manager at first, but I was naturally placed in leadership roles. About five years ago, I discovered Agile and project management, and it just clicked—it really aligned with my background as a teacher. Of course, I used to think in longer-term plans, so Agile’s incremental approach felt like a big shift at first.
My journey with SVPM was a real turning point. Through hands-on experience as a Developer, Product Owner, and Scrum Master, I gained the confidence I needed to pursue a career in project management. The supportive community at SVPM was incredible—it gave me the knowledge and encouragement I needed to make that leap.
When I got my first professional role, it was in traditional project management, and honestly, it was a bit disappointing because it didn’t match what I’d learned about Agile. But when I transitioned to an Agile-focused project, I leaned heavily on SVPM’s materials and principles. That shift felt seamless, and it really boosted my confidence.
In so many ways, SVPM didn’t just help me land a job—it gave me the skills I needed to truly thrive in an Agile environment.
How does the Agile culture in Silicon Valley differ from other industries or regions you’ve worked in?
I can only speak from my own experience. I work for a small security consulting company that has a really strong Agile mindset, but I was contracted to a large bank where things were done quite differently.
Agile adoption varies so much depending on the organization, its culture, and even the geographic location. In my case, the project followed more of a traditional SDLC rather than a true Scrum framework. A lot of the work ended up being more reactive than proactive.
From what I’ve seen, the effectiveness of Agile really comes down to the company’s leadership and their overall mindset toward Agile practices. Without that buy-in, it’s tough to make it work the way it’s intended.
What Agile frameworks (Scrum, Kanban, SAFe, etc.) were most commonly used in the projects?
In my projects, I’ve primarily used Kanban, but recently, I’ve been incorporating the Scrum framework as much as I can.
A lot of it really depends on the tools available within the organization. For example, my company exclusively uses Microsoft tools, which can sometimes feel limiting. I honestly wish I had access to tools like Jira or Trello—they’d make it so much easier to facilitate Agile practices more efficiently.
How do you handle challenges like scope creep, stakeholder management, and technical debt?
Most of my work hasn’t really been structured around Sprints—it’s been more focused on project coordination. As a Project Manager, my priority is always getting the job done, and when I was contracted to a bank, I had to adapt to their existing processes.
I did make an effort to gradually introduce new ways of working, but honestly, the key to success for me has been swift and clear communication. That’s especially important for managing scope creep and making sure documentation is thorough.
In environments that require a lot of documentation and formal project initiation processes, I made it a habit to document everything—storing information in shared folders and confirming details over email. That made it easier to spot and address red flags quickly.
Whether you’re working in Agile or SDLC, I think communication is one of the biggest factors in a project’s success. I know a lot of organizations resist meetings and documentation, but I think that’s a mistake. As a Project Manager, it’s my job to make sure there’s clarity, accountability, and consistent progress.
What are the key takeaways from your volunteering experience that still influence your work today?
Through SVPM, I learned how to build a community, collaborate with teams, and work effectively with others. On top of that, I gained a really strong understanding of the Scrum framework and how to actually implement it.
SVPM didn’t just teach me the fundamentals—it gave me the chance to put theory into practice. I have so many valuable memories from working with the group, especially experimenting with innovative tools that really pushed us to think outside the box.
One of the most valuable lessons I took away—beyond Scrum itself—was the importance of using the right tools. I often find myself reflecting on what my SVPM colleagues would use in certain situations because they’re always leveraging cutting-edge tools to support aspiring Scrum teams.
Even now, SVPM continues to inspire me. It pushes me to explore, experiment, and keep learning—not just in Agile but in so many other areas too.
What do you think the future of Scrum masters or Project management is going to be, with AI increasing and replacing most of the jobs?
I strongly believe in the power of deep learning and human-driven success. While some companies might try to automate the Scrum Master role with AI, I don’t think they’ll succeed.
Organizations that prioritize human Scrum Masters and Project Managers are the ones that will truly thrive. Success isn’t just about processes—it’s about working with people. AI comes with its own set of challenges, like privacy and transparency concerns, but the bigger issue is that it lacks the human touch needed to foster effective teamwork.
To me, empathy is the key ingredient for success, and that’s something A.I. simply can’t replicate. It’s the human connection that makes all the difference.
How did the transition from Waterfall model to Agile happen? Was it smooth or any huddles?
For the first two and a half years, I was contracted to a large bank. When that contract ended, I returned to my organization to focus on internal software development projects.
I proposed running these projects in Agile using Sprints, and when I asked if anyone had questions, management was completely on board. After we wrapped up our first Sprint and retrospective, the team found the experience both enjoyable and really insightful.
There weren’t any major issues, but the biggest challenge was clarifying team roles and making sure we had the right people involved in planning, development, and so on. The key takeaway for me was how critical clear role definitions and strong communication are to the process.
I’m excited to keep working in an Agile way and refining the process even further as we go.
In conclusion, Dianne’s volunteer experience proved to be instrumental in shaping her career. It not only allowed her to gain practical knowledge of Agile frameworks but also provided hands-on experience with team building, communication, and cutting-edge tools. These experiences built her confidence, strengthened her skill set, and gave her the ability to navigate both Agile and traditional environments effectively.
Her journey demonstrates how volunteer work can bridge the gap between theory and practice, offering a solid foundation for transitioning into a professional role. It’s a testament to the value of continuous learning, community engagement, and adaptability in achieving career success.
