Giancarlo Marzocchi

Within the DSIT of EDF - a cross-functional division dedicated to group projects - the Apps as a Service (A2S) product is a white-label web and mobile solution for sharing and subscribing to content. Several entities use A2S for different use cases: alerting on the application park of the nuclear IS, dissemination of data related to energy prices, sharing of documents and information on premises, use of the application as a corporate social network...

Product Management:

- Challenging the product in order to give the whole team perspective

- Improving the existing product as a priority rather than being in a "flight

ahead" with very many bugs that polluted the use of the

product

- Deletion of certain functionalities, and simplification of the product

- Redesign of the web user interface, in order to have a simple product and

understandable by all

- Organization and facilitation of user testing workshops

- Organization and facilitation of client workshops (demo, follow-ups, various

workshops)

- Management in gitlab of all the elements of the menus in order to be

autonomous on vocabulary and translation modifications in

the applications

- Complete management of the backlog and reporting in Jira

- Complete redesign of the documentation in Confluence

- Other: management of releases, implementation of Scrumban vs

Scrum

Testing:

- Testing of web and mobile applications:

• 4 products based on A2S, with a common base, but with

also specificities each time

• Each product had to be tested in recipe and pre-production

• Each product was composed of the web, iOS and Android

Results obtained:

- This product is the result of several redesigns over the years, but has not yet managed to give satisfaction, for several reasons: lack of stable vision, "flight forward" in decisions rather than consolidating the existing, technical legacy with rigid architecture, lack of software quality, and absence of unit tests, integration tests, and non-regression tests, significant turnover in teams, code specific to clients embedded in the "white label" code base...

- Despite these difficulties, and budget cuts that have greatly reduced our team, we have managed to make the right decisions: consolidation of the existing, simplification, refactoring of certain bricks, negotiations with users to converge requests in order to reduce specificities, search for simple solutions, and team decision-making.

- Even if on paper, the product does not seem to have evolved much in almost two years (not many new features), the product is now stable, pleasant, quite efficient, and users appreciate it much more than before.

As part of the Discovery phase of the redesign of a group HR platform, I supported the Decathlon Academy entity in setting up agility within the product team, and also in upskilling two Product Owners.

Product Ownership:

- Product strategy, in pairs with the Product Owners

- Backlog management: product prioritization, ensuring good

understanding by the whole team of the User Stories, and their good

drafting

- Workshop facilitation: Product Roadmap, Personas, Lean Canvas,

Story Mapping...

- Workshops and support for Product Owners so that they can

build skills on the role

Scrum Mastering:

- Implementation of agility (awareness, workshops, implementation of agile ceremonies and artifacts)

- Change management with the objective of making the team autonomous quickly.

- Ceremony facilitation and facilitation

- Continuous improvement and dissemination of good practices to

team members and Management

Results obtained:

- During this Discovery phase, my arrival allowed the team to better challenge the Roadmap, to better prioritize the projects, and to realize that the desired product would cost much more than expected. The strategy was therefore revised, and the client decided to rely on an editor solution (LMS Learning Management System) which largely met its need

- Better framing of the Scrum methodology, Resetting the Jira (breaking down Epics and User Stories as well as how to write them), setting up the Definition of Ready and Definition of Done

- Skills development on Agility of two Product Owners

- Better alignment of the two business divisions using the solution

Product Manager & Scrum Master at iThaque Agro

iThaque Agro is a start-up that offers a marketplace for fresh producers from mainland and overseas territories to connect producers and buyers. The iThaque platform provides several tools and information to effectively manage the needs of short supply chains. I supported this start-up mainly on the Product Management side, in order to challenge their model, and allow them to improve their solution and launch it throughout the territory.

Product Management:

- Implementation of a product strategy

- Market analysis and budget management

- Vision workshops with the Program Management

- Product Roadmap

- Personae workshops

- User interviews, shadowing and empathy map

- Lean Canvas

- Backlog management

- Story Mapping

- Testing of web and mobile applications

Scrum Mastering:

- Implementation of Agility

- Contribution of concepts such as the Lean Start-Up.

- Facilitation of Scrum ceremonies

- Reporting

Results obtained:

- Challenge of the business model as well as the product: opening up to more types of customers (restaurateurs, individuals), in addition to local authorities, with a Lean Startup approach.

- Implementation of a "light" Scrum adapted to the size of the structure

- Assistance with the deployment strategy in mainland France