Aleksandr Ivanenko

I'm leading the Production Team on War Robots: Frontiers. So far, the following initiatives were successfully implemented by the Production team under my leadership: - Implemented a clear version release lifecycle with well-defined phases, outcomes and rituals, improving efficiency from initiation to post-launch - Created a detailed Release Schedule with milestones, acceptance criteria, timeline considerations. Streamlined communication, ensuring team alignment and plans transparency. - Enhanced Jira Management, providing clear guidelines for task descriptions, introducing measures to avoid scope creep and misalignment, improving version control process. - Introduced a project-wide retrospective process, gathering team feedback to drive continuous improvements in future release cycles.

Project: Mortal Kombat Mobile Duties: - Release management - full development lifecycle and regular releases on Android and iOS platforms; - Manage a headcount of 80+: 2D/3D Artists, Animators, VFX Artists, UX/UI designers, Game Designers, Technical Artists, Technical Designers, Software & QA Engineers; - Work in close collaboration with internal and external stakeholders (Playtesters, PMO, Stakeholders on client's side); - Program- and Studio-wide activities (Knowledge sharing, risk management, internal projects, etc.); - Iterative improvement of existing processes and practices, related to project team development, performance improvement, communication and comfort of work; - People management: 1:1s, performance review, participation in roadmaps creation for team members, mentorship for team leads and key team members; - Planning and scope management: long-term, short-term and operational; Results: - Successful delivery of new game mode feature – on-schedule and with positive community feedback. New feature was delivered alongside with regular content. - Implemented new pipeline for regular content: Creation of 3D art assets and animation sets now starts in advance (1-2 releases ahead), giving more time for all domains to deliver their scope – as a result more complex and time-consuming content pieces are delivered on-schedule with the same team composition. - Implemented regular knowledge sharing practices: Regular meetings / brainstorms within PMO team, team-wide retrospectives, etc. - Improved retrospective process, which now involves all 80+ team members: now there’s 2-steps process with active use of collaboration tools (Miro, rooms in MS Teams, etc.) - Improved planning and progress tracking processes, combining both waterfall and agile best practices which works best for our project: Gantt chart to track dependencies and important milestones, roadmaps with clear priorities – for particular release and for the whole year, health checks, demos.

Duties: - Establishing close relationships with leading game development companies and publishers - Building and streamlining processes on projects with team size from 5 up to 25 team members - Managing of cross-functional teams, both remote and co-allocated - Working with PMI approach, Scrum framework and Kanban method - Leading of projects with both fixed-price and time and materials models, 3-4 projects in parallel - Project development planning: new directions of collaboration, growth of project headcount - Management of internal projects: processes improvement and new initiatives - Risk management, conflict management - Meetings facilitation - Working with financial system: invoicing, payroll data preparation, analysis of finance metrics Results - Projects: New World - Amazon Games: - Project headcount was increased from 2 up to 16 artists. The project was kept stable due to its division into 3 separated teams and implementation of scaled framework; - Shifting of team members mindset to teamwork and cooperation paradigm, establishing of cross-team communication: daily meetings, planning sessions, demos, retrospective, one-to-one meetings; Immortals of Aveum - Ascendant Studios: - Number of directions of cooperation was increased from 1 to 5 (Concepts, Characters, Foliage, Rocks, Tech Art); - Creation of project knowledge base, which was used as a benchmark for other projects and departments; Results - Studio-wide activities: - Implementation of Kanban method on several projects. The whole process became more transparent for partners and internal stakeholders. Average cycle time was decreased by 30% due to WIP limits, pipeline description and communications improvement; - Creation and implementation of project metrics and objectives system. Now it's being tested on 6 studio projects. - Streamlining of studio resource management process. As a result the process became less time-consuming and more transparent

Duties: - Responsibility for both management and technical solutions of a particular project; - Leading of fixed-price projects in accordance with PMI approach, including all stages of a project lifecycle; - Responsibility for project scope, budget, schedule and quality; - Contractors management; - Risk management - Purchasing management; - Sign-off and comissioning; Results: Successful completion of mezzanine building project: - Duration: 1,5 years; - Team size: 15 team members and 3 contractors companies; - Project was delivered within scope and budget, 1 month prior to deadline. - As a result, 300 square meters of body shop were freed up for new assembly lines installation; Successful completion of manual assembly lines merging project: - Duration: 2 years; - Team size: 10 team members and 2 contractors companies; - Project was delivered within scope and tight schedule (the most part of time was for preparation activities only, main scope of works were done in one months of plant shutdown), with 30% of budget savings due to re-use of existing equipment; - As a result, 4 car models are produced from one production line, freed up plant area was used for robot cells installation