Guillaume Poumellec

Mission for Caisse des dépôts

Context: Intervention in the transformation team of Caisse des dépôts on the diffusion of the product mode (internal consulting)

Mission:

- Analysis of audits and adjustment of action plans for the different teams to be supported

- Support for the operational transition of teams applying for the product mode and follow-up

- Contribute to structuring the internal consulting approach of Caisse des dépôts by structuring the support process

Scope:

- NEXT employee portal, implementation of an iterative exploration cycle via Product Map, holistic adjustment of key roles. Ensure a transition to the Product Owner Role.

- Financial Directorate, regulatory project LCR/NSFR switching to product mode. Stabilization of the first milestones after 3 months.

- Mon Compte Formation program: separation and stabilization of a Scrum team for financial management, organizational transition.

Results:

-Contribution to the modular support approach with evaluation criteria and deployable capabilities per team

-Deployment of flow indicators

-Implementation of continuous evaluation during team support

-Work with human resources on job descriptions and job transitions

Context: Agile at scale processes need improvement regarding the Octopia marketplace program Scope: 54 to 110 Employees | 4 to 10 teams | 8 functional domains | 5 Scrum Masters Intervention on two value streams: Logistics | Catalog & Sales Channels

- Preparation and execution of PI Planning

- Implementation of delivery indicators

- Optimization of the scaled work framework (committee)

- Implementation of ARTSync

- Facilitation of the system demo

- Management of local and program risks through action plans

- Deployment of a quality approach linked to retrospectives / I&A Results:

-Implementation of continuous improvement in backlogs, processing 4 times more irritants

-Adaptation of the committee and meetings, resulting in a 20% time saving for the teams

-Stabilization of the RTE position in 4 months, then transfer of the position internally through Peer Learning

Context: Support change management towards "build in quality" by defining the framework, processes, and methods within the IT Partners Directorate Scope: 98 Employees | 7 teams | 7 functional domains | 6 Quality Engineers (QA, QE profiles) Based on operational support for the various teams, I defined three areas of work managed in product mode:

-secure delivery

-continuous improvement

-disseminate the culture. Implementation and management of a quality taskforce for the first cross-functional Agile program tests. Training on operational support tools. Result:

-Implementation of the directorate's quality system (change management)

-Lead time maintenance / +12% Automated Tests / Optimization of regression tests: -40%

-Strengthening of the recruitment process through concrete simulations

-Creation and animation of the QA/QE community

-Exploitation of Accelerate indicators (Google)