Fabrice Cuny

Euler Hermes, a subsidiary of the Allianz group, specializes in B2B transaction insurance.

As part of the redesign of its customer portal, which handles the purchase of insurance products representing 70/80% of its total turnover, Euler Hermes began an Agile transformation. However, the predictability and productivity of its main programs were not reassuring stakeholders. 9 teams are involved in a complex technical environment (transition to API, mainframe, legacy, AWS, and Node.js).

My Contribution

Analysis of the organization's and environment's challenges, constraints, and strengths, and proposal of a scaled agile solution (framework) adapted to the organization.

My Results:

Implementation of a specific scaled agile transformation with the setup and organization of rituals (Big Room Planning inspired by PI Planning).

Rapid improvement in program progress visibility.

Definition and implementation of portfolio agility through my participation in the Agile Center of Excellence.

Transformation of the focus of the 9 teams towards common deliverables.

Simplification and streamlining of inter-team communication.

Implementation of program monitoring indicators (Time to Market, Predictability, and Risks).

Continuous improvement of the work processes of the involved teams.

Multiplication of team autonomy in their ability to manage dependencies and resolve difficulties.

Training of business teams in Agile principles and Scrum.

Support for product teams in prioritization methods.

France Agrimer (a subsidiary of the Ministry of Agriculture) implements the common European policy for agricultural sectors. France Agrimer's preferred clients are farmers and winegrowers, who use the applications to create, modify, and share their aid application files until they are received. The large number of applications and the difficulty of processing slow down the reception of aid. In this context, France Agrimer must accelerate the integration of new functionalities.

My Contribution: Evaluation of the organizational and product environment. Implementation of proposals and support for the team.

Results

Support and advice to the business team and its directors in the context of reorganization.

Improvement of product definition.

Training of an autonomous and high-performing Scrum team.

Coaching and training of Scrum Masters, Product Owners, and team members.

Implementation of a clear and actionable production plan.

Go-live after 3 sprints.

Very high satisfaction level from business and IT teams.

Implementation of visual management.

Implementation of an Agile acculturation game.

Support and training for junior Scrum Masters.

Workshops with business stakeholders on the product and Agile methodology.

Implementation of agile practices in other areas.

Redefinition of project monitoring tools for the steering committee.

Agile acculturation within business and IT teams.

Visible improvement in product owner satisfaction.

Contexts: I have supported several transformations and Scrum implementations for various companies.

Results:

Implementation of Scrum and Scrumban.

Alignment of product contexts with teams.

Creation of communities (developers and Scrum Masters).

Improvement in quality.

Improvement in delivery frequency.

Improvement in customer satisfaction.