Florian Drevet

I work on a secondment basis as a technical project manager, with a Scrum Master / PPO (Proxy Product Owner) component.

Within an Agile team ("feature team") of 7 people (1 team lead, 1 product owner, 4 developers), we interact with other "feature teams" in a scaled Agile environment (SAFe).

Our scope consists of four lightweight client applications (AngularJS front-end / Java SpringBoot back-end) communicating with other IS applications via message queues, all within an AWS environment.

As a Technical Project Manager, I am responsible for the planning and monitoring of these applications (build & run), and I facilitate communication with the business, other "feature teams", and cross-functional teams (architects, urban planners, devops, infrastructure, service management, etc.).

I also participate in monitoring and pre-analysis of tickets created by users (level 3 support).

As a Scrum Master, I organize and lead the usual ceremonies with our Product Owner (Daily, Sprint Planning, Retrospectives) and produce KPIs throughout and at the end of the sprint.

As a PPO (Proxy Product Owner), I support our Product Owner in writing their tickets and ensure they are detailed enough to be passed on to the development team.

Finally, I also provide support for testing tickets completed by the development team.

One of our applications is both technical and critical (a calculation engine producing financial data) and required significant rework. For this application, my role exceptionally extended to writing user stories, as well as their acceptance testing, setting up User Clubs, and implementing regression tests to ensure a high level of quality and reliability.

Stambia (acquired by Semarchy on 01/01/2022) is a French software publisher, offering an innovative data integration solution since 2009: Stambia DI (Data Integration).

I managed and developed the Research & Development team (from 3 to 10 people) between March 2019 and January 2022.

Numerous challenges were undertaken during this period, always with attention to change management.

Project Management:

Human Resources:

Tools:

It was a great pride to work within a cohesive, efficient, and good-humored team.

As the lead of a multi-resource/multi-project development team within Everial's IT department, specializing in Microsoft technologies (.NET, SQL Server), my role evolved in 2016 with a ramp-up that doubled our staff (from about 10 to 20 people).

The appointment of technical project managers, with the progressive delegation of project management to them, allowed me to continue focusing on my role as manager while occasionally retaining the role of technical project manager on certain subjects.

Since the beginning of 2018, we have actively participated in the successful transition of a major project to the Agile (Scrum) methodology.

My daily tasks:

- Implementation and monitoring of organization, standards, and work processes (pragmatic method close to 2TUP, with a touch of agility)

- Weekly discussions with technical project managers (progress updates, problem identification, and solution finding)

- Regular reporting to my manager

- Bi-monthly meetings with the entire team

- Discussions with various team leads (infrastructure, projects, quality, etc.)

- Leading team meetings to foster cohesion and communication

- Annual reviews & mission monitoring

- CV screening & interviews

- etc.