Nexus CPDS

Quick facts

/ CONTEXT

Nexus CPDS was created at the Software Factory of UESB’s Center for Software Research and Development to replace fragmented processes with an integrated operation. The platform brings together room, laboratory, and equipment reservations, inventory, users, projects, requests, notifications, and permissions.

I joined during MVP development, and my responsibilities evolved with the product. Alongside my technical work, I became the team’s Scrum Master, connecting the team, stakeholders, and priorities through the final release.

/ CHALLENGE

The challenge went beyond building features. The project had to turn the needs of different university areas into a workflow the team could understand and into incremental deliveries that stakeholders could validate.

This required us to:

• organize demands from several modules in a single backlog;
• clarify business rules with professors, coordinators, and users;
• balance product evolution, fixes, and technical quality;
• identify blockers before they affected delivery;
• keep priorities and progress visible.

/ MY ROLE AS SCRUM MASTER

I structured the development flow to give the team predictability without losing the flexibility required by an evolving product. My work included:

• planning and organizing sprints;
• creating, prioritizing, and refining issues;
• breaking complex features into smaller deliveries;
• maintaining the backlog by module;
• following up on progress and deliveries;
• identifying and removing blockers;
• distributing work and providing technical support;
• facilitating communication between developers and stakeholders.

GitLab Issues, GitLab Issue Boards, and ClickUp supported the process. More important than the tools was building a shared understanding of what needed to be delivered, why it mattered, and which dependencies had to be addressed first.

/ DISCOVERY AND ALIGNMENT

I took part in stakeholder meetings to understand existing processes, gather functional and non-functional requirements, validate business rules, and align expectations.

Working as a developer as well helped close the gap between planning and execution. I could translate institutional needs into technical tasks, anticipate implementation risks, and support architecture decisions with direct product knowledge.

/ DELIVERY

The work progressed from the MVP to the consolidation of the platform’s core workflows. The team evolved modules for reservations, spaces, laboratories, equipment, and inventory, as well as features for people, projects, external requests, notifications, and access control.

I also contributed to business rules, REST APIs, data modeling, front-end and back-end integration, and automated test planning—keeping quality within the delivery flow instead of treating it as a final isolated step.

/ HIGHLIGHTS

MVP → production across the full evolution cycle

Scrum Master + developer combining leadership and technical context

Real-world use in CPDS/UESB operations

/ OUTCOMES

Nexus was completed and delivered in July 2026. The final version went into use on UESB’s intranet, with a public presentation of the platform.

Beyond shipping the software, the project established a more organized way of working for a multidisciplinary academic team: a visible backlog, aligned priorities, refined demands, and continuous communication with the people who would use the system.

This experience strengthened my ability to work as a technically grounded Scrum Master—facilitating the process, supporting the team, and keeping decisions connected to product value.

/ SKILLS APPLIED

• Agile leadership: Scrum, Kanban, sprint planning, refinement, and continuous improvement.
• Product management: backlog, prioritization, scope, requirements, and incremental delivery.
• Facilitation: communication among the technical team, professors, coordinators, and users.
• Software engineering: Laravel, React, REST APIs, PostgreSQL, and systems architecture.
• Quality: implementation reviews, standards, documentation, and test strategy.