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, but upon reflection, I realized that I have gravitated naturally to people and project leadership throughout my life. About five years ago, during my most recent career pivot, I discovered Agile and project management, and it just clicked—it aligned with my former background as a teacher and current role as a technical professional. Although it took me a while to make the shift from longer-term planning to incorporating Agile’s incremental approach to projects, it was a natural and welcome shift.
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 into project leradership.
When I got my first professional role after working with SVPM, it was in traditional project management, and honestly, it was a bit disappointing because I was not able to put my Agile experience directly into practice. However, the experience I had received at SVPM was still transferable in many ways. Recently, when I transitioned to an Agile-focused project, I leaned heavily on what I had learned at SVPM and was able to utilize the principles and even some materials. That shift to an Agile project felt seamless, which 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 or any project leadership environment. The key to success is to understand the culture, meet the team where they are, and bring them along toward an Agile framework if it makes sense and is appropriate.
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. In the 1990s, I worked in Silicon Valley in the software industry. Back then we were not using the terminology of “Agile”, but we held some of the same values that Agile espouses today. Upon reflection, my second career in education shows how much of my success in the classroom was about having an “agile mindset” (although I still did not know that terminology.) These days, in my third career, I work for a small security consulting company in the Boston area, and this group has a really strong Agile mindset. However, my first consulting job through them was to a large bank with a more traditional project management culture, so I have had the chance to experience traditional and Agile project management.
Agile adoption varies so much depending on the organization, its culture, and even the geographic location. As mentioned, In my case, my first project as an official project manager followed a more traditional framework rather than a true Scrum framework, and in this case, much 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 to be used.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 possible.
Any tools can be used to support the work, but effectiveness can depend, at least in part, on the tools available within the organization. For example, my company exclusively uses Microsoft tools, which can sometimes feel limiting. In other companies, we used Jira and Trello, which make it much easier to facilitate Agile practices more efficiently and effectively.
How do you handle challenges like scope creep, stakeholder management, and technical debt?
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; verbal and written communication must be clear and 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 with Agile or traditional project methods, I think communication is one of the biggest factors in a project’s success. I know many 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; clear communication is what makes this happen.
What are the key takeaways from your volunteering experience that still influence your work today?
Through SVPM, I honed my ability 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 implement and apply 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 and practices that pushed us to think outside the box and continually innovate, fail, and eventually reach success.
One of the most valuable lessons I took away—beyond the application of the Scrum framework—was the importance of using the right tools and practices. I often find myself reflecting on what we used when I was volunteering and wondering what innovations my SVPM colleagues are using today! The scrum teams at SVPM are always leveraging cutting-edge tools to support aspiring Scrum teams.
These days, I am on the Board at SVPM. I hear about all the innovative and groundbreaking things SVPM is doing now, and you all continue to inspire me! SVPM 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 through relationships. While some companies might try to automate the Scrum Master role with AI, I don’t think they’ll succeed in things other than easily automated tasks and tools. The success of a team is not only in the tasks it completes but in how masterfully the group works together to rise above challenges and learn – that is not something that can be effectively automated by an AI, at least not in my opinion.
I believe that organizations that prioritize human Scrum Masters and Project Managers to build and maintain team momentum 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, at least for now, is that it lacks the human touch needed to foster effective teamwork and collaboration.
To me, empathy is the key ingredient for success, and that’s something AI simply can’t replicate at this point. 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 using a traditional project management approach. When that contract ended, I returned to my organization to focus on internal projects, some being software development projects. I proposed running these projects in Agile using the Scrum framework, and 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 have not been any major issues yet, but I foresee some challenges to be clarifying team roles and making sure we have the right people involved in planning, development, and so on. We are a very small group, each of us wearing multiple hats by necessity. Again, clear communication will be key to success.
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 with SVPM proved to be instrumental in shaping the latter part of her career (Her career in project management was her third career pivot, the first two being in software and then in education). 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 at SVPM 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 when leading project teams.
