Who is Jeremiah Weeden-Wright?

Since joining HCA IT&S, I have helped a small team of web developers, project managers and support personnel to help migrate over 900 older websites to a new content management system (dotCMS) for HCA. Primary tasks were to develop new functionality for these sites via dotCMS widgets and Apache Velocity code within the dotCMS system. I was also tasked with building functionality that was available in the legacy system, into the new system.

As there was little process before I started, I took it upon myself to implement an agile development cycle in which code was developed and released in short 1 month iterations. This kept code in production stable and allowed us adequate testing and QA before releasing code to our customers. In the 4+ years that we have been using this process, we have added in a change board, planning meetings, JIRA, an agile board and have developed a team velocity based on estimates. Today, the entire organization is using JIRA as well as *agile-like* processes to have standard, consistent rollouts.

In addition to my development and process roles, I:

• led the organization away from a 'website-by-website' custom approach into an 'enterprise-wide' solution where code is centralized on a global server, thus making it much more manageable and maintainable.
• the solution above is known as the Healthcare Unified Technology (HUT) and now it fuels all of HCA's hospital sites (see http://eirmc.com for an example)
• co-led an effort to build out the 'entity branding warehouse' where branding was added to a central, authoritative repository where it could be pulled to build out dynamic stylesheets.
• managed the development team including 1:1 meetings and semi-annual performance reviews.
• helped implement HCA's CRM Modules - a unified strategy to pull authoritative event and provider data and display it on the websites via an enterprise system bus known as 'the Forge'.
• currently subject matter expert on HUT as well as the Google Analytics development on HCA's websites for the past 5 years

Joined a small team to help with the completion of the Electronic Checklist (ECL) tracking system for Flight Operations Support (FOS IT). ECL is a web application used to automatically generate product data and the ability to track these products to completion. The multi-tier project uses a SQL Server backend, LINQ for an Object Relational Mapper (ORM), C# for the business and controller layers and ASP .NET / jQuery / jQueryUI for the user interface (UI). We subscribed to an agile methodology where we would status our tasks daily through VersionOne and Microsoft Team System.

My responsibilities were to meet with customers, elicit requirements, provide design and architecture documentation along with technical oversight and develop the application.

Within the Future Combat System Advanced Collaborative Environment (FCS ACE), I served as a developer on a team dedicated to implementing integration across an extended enterprise of distributed systems consisting of Boeing, its suppliers, and various government sites. This was implemented via an integration broker (Tibco) in conjunction with XML-based enterprise messaging using WebSphere MQ and web services.

As a developer, my responsibilities included transaction development, which in addition to the actual development also included documenting the requirements, creating the design, defending the design in a formal architectural review, writing the test plan, and writing the interface control document (ICD) that is published out across the enterprise.

As a Tibco administrator, my duties were to monitor all Tibco environments for problems, maintain uptime, and build, load and deploy enterprise archives while actively searching for process and architectural improvements that may enhance the performance and reliability of the system.

One major accomplishment was leading an effort to use an implementation of Scrum as an approach to software development during a major software upgrade. The management team embraced and implemented the process, finishing 15 two-week sprints and successfully completing the upgrade.