Adrien Abad

Scrum Master for the OMER team, with the mandate to improve team quality and align the product with the business objectives of the SAFe Factory.

- Coaching the team in its SAFe transformation (PI Planning).

- Co-creation, with the Product Manager, of a story map to project the product within the business ambitions of the SAFe Factory. Highlighting business objectives and using the OKR method to measure the achievement of these objectives.

- Rationalization of meetings and pilot support in a Lean approach, to obtain maximum value with minimum effort.

- Aligning the team on a common definition of quality (DoD and, if applicable, DoR).

- Coaching the team on the importance of building quality into the product, not after its completion.

- Assistance in writing and breaking down user stories (INVEST, Elephant Carpaccio).

- Clarifying roles and responsibilities within the team.

Agile Coach / RTE for the SAFe CRM program within the Consumer Domain, attached to the SEB Group's IT Department.

- Implementation of an ART Sync to standardize dependency management and alert reporting, improving the program's ability to meet its commitments, increasing completion from 70% to over 85%.

- Development of a measurement culture to assess program performance and support transformation elements by sensitizing teams to the concept of performance relative to Lead Time (time elements spend in the process, cycle time, and queue size). This led to the first team coaching mandate, aiming to reduce lead time by 10% (from 55 weeks to 49.5 weeks).

- Facilitation of workshops with the business to redesign the inbound process and subject readiness to reduce lead time (awaiting impact measurement on lead time).

- Implementation of regular transformation points within the program to pace the transformation, both at the program level and within each Scrum team.

- Facilitation of the various events necessary for the progression of the SAFe train (PI Planning, System Demo, Inspect & Adapt, ART Sync, Scrum of Scrums, PO Sync).

- Generalization and standardization of program monitoring indicators.

- Training in story mapping and sensitization to the concepts of incrementality and iterativity in relation to business objectives.

- Building a shared product vision to renew team motivation and engagement (ongoing).

- Data cleanup within JIRA (bug management, backlog management, data purging).

Scrum Master for the UCR team – Unified Consumers Repository – a cross-functional product for authenticating consumers and products from all SEB group brands.

The intervention mandate focuses on the intrinsic quality of the product and the processes enabling a commitment to this quality.

Here are the actions taken as part of the Mandate:

- Aligning the team on the definition, for each member, of what "expected quality" is and what the notion of "done" means, to improve quality and user satisfaction, and to detect bugs as early as possible. Implementation of a Definition of Done (DoD) to raise the quality level, allowing us to reduce the rework rate from 27% to 10% and increase quality from a QA score of D to B.

- Improving the product delivery process by assisting the team in improving its testing strategy and selecting automated testing assets, which increased the team's human perception of releases from 2.5/5 to 4/5.

- Increasing team performance: Implementation and transition of the team to a Miro board centralizing all necessary information for the SCRUM team: sprint goal, Kanban board, confidence index, DoD, DoR, retrospective actions, and daily plan. Coaching the team to express and break down small items for easier delivery, reducing the percentage of US slipping from sprint to sprint from 55% to 35% of sprint US.

- Coaching the team on the notions of multidisciplinarity and pull flow to eliminate bottlenecks, and reducing the transit time of items by 13%, from 8 weeks to 7 weeks.

- Team Facilitation: Facilitating all Scrum / SAFe framework events within each sprint and respecting their timebox.