Jean-Baptiste Cadot

Part of 3 teams of the same business line, I am in charge of getting the teams synced and as efficient as possible to deliver the features asked by the Strategy Roadmap. The most important part about that, considering that I'm working with 3 teams, is that I do my best to coach and guide them to stay autonomous, focused on continuous improvement and use Scrum framework to give as much transparency as possible on their work and their product increments to get continuous feedback from the Strategy, the customers and other stakeholders. An additional challenge here is that the teams are also accountable for the support of their products. That's why I'm working with the Customer Success department to have a more efficient support organization to make sure that support escalation to the product teams are only product-related topics, and not configuration or topics that are available in the product documentation for example. That way, the teams can stay as focused as possible on delivering features and improving the products. I have also done an internal consulting job of 3 months to help a team in a US office to improve their organization and methodology and help them be more proactive and autonomous with Agile. Indeed, as they were part of a company that was merged in ITIVITI a little while ago, they were not working with the same methodology. As a global result, the teams are more autonomous and more proactive on sprint reviews. As part of this scrum event, roadmaps are regularly reviewed and timelines are updated according to sprint results and strategy changes. Demos help raising regular feedbacks and be more focused and accurate on implemented solutions, and teams are less polluted by external requests as various stakeholders have better visibility on the status of the product and releases.

Deployment of Agile framework in a Web agency. As a Scrum expert, I first need to audit Agile and Scrum knowledges and mindsets in the web agency. A big part of the mission is about change management. I need to work with all entities in order to have an Agile agency and not only Agile development teams. So, the important part of the job is also to work with the commercial director on how to provide an Agile contract which will still reassure customers but also give the opportunity to the internal Product Owner to be free from contract constraints. As a result of the audit, the Scrum framework was not in my opinion the best solution for FIDESIO to work with and I gave recommendation on Agile principles and framework like Kanban that were most suited to its environment. The main task that I had after the audit was to make sure I trained the different roles to get as much as value as possible from Agile good practices. In that regard, the teams were trained to do regular client demos to get early and continuous feedback on the product they were building. It helped easing client relationship, especially in case of delay in the deliveries, as clients were aware of the difficulties and potential changes of priorities met within the development phase. On the other hand, the team and the project managers were trained to do project retrospectives in order to learn from mistakes that were made during a project and try be more efficient in the future.