Meryem B.

Intervention on strategic projects PERVAL and IMMO INTER-NOTAIRE in a context of Agile transformation, IT modernization, and transverse steering.

Progressive evolution towards an operational PMO role focused on Delivery Management, project governance, and multi-team coordination.

Expertise

PMO • Delivery Management • Jira Expert • Atlassian Suite • Jira Product Discovery • ROVO AI • Agile Governance • Roadmap Steering • KPI & Reporting • Risk Management • Product Discovery • Transverse Coordination • Workflow Management • Continuous Improvement • Stakeholder Management

Missions

Delivery steering and Product / Tech / QA / Architecture / OPS coordination.

Structuring of project governance and improvement of roadmap visibility.

Optimization of Scrum & Kanban workflows and improvement of delivery fluidity.

Management of production incidents and prioritization of critical issues.

Facilitation of Discovery workshops and functional scoping with business units.

Advanced Jira expertise:

dashboards,

automations,

reporting,

board management,

Agile KPIs.

Implementation of ROVO AI agents to automate:

reporting,

flow analysis,

delivery KPIs,

risk tracking,

sprint summaries.

Monitoring of indicators: velocity, WIP, CFD, aging backlog, capacity, delivery health.

Results

Stabilization of production and reduction of historical backlog.

Improvement of delivery predictability.

Industrialization of Agile reporting via ROVO.

Strengthening of Product / Tech / Business collaboration.

Delivery of strategic features within expected timelines.

As part of the modernization of inspection processes at DEKRA, I led a multidisciplinary team for the development of a mobile application for field inspectors. The project's objective was to enhance operational efficiency and the quality of automotive safety services provided by the group.

Mission Objectives:

• Digitize inspection information collection.

• Optimize exchanges between business and technical teams.

• Ensure smooth and incremental product delivery.

Main Actions:

• Lead initial planning in conjunction with stakeholders.

• Organize collaborative workshops to ensure team alignment on project objectives.

• Facilitate Scrum ceremonies (Daily, Sprint Planning, Review, Retrospective) to maintain delivery flow.

• Actively manage the backlog: prioritize high-value features.

• Facilitate collaboration between developers, designers, and business experts, fostering trust and autonomy.

• Implement a continuous improvement culture through targeted retrospectives and optimization areas.

• Proactively resolve obstacles impacting sprint pace.

• Implement tracking indicators, regular demonstrations, and user feedback to adjust product direction.

• Regular reporting to internal and external stakeholders.

Results Achieved:

• Incremental delivery of a robust mobile application, facilitating field inspections.

• Smoother communication between field and back-office.

• Enhanced DEKRA's reputation for innovation and quality.

• Team upskilling in Agile practices and establishment of sustainable iterative functioning.

Scrum Master – ENI Gas & Power France

Project: Development of an energy consumption tracking application

As part of the development of an application designed to allow customers to track their energy consumption and adopt more sustainable behaviors, I served as Scrum Master within a multi-team setup structured under the Scrum of Scrums (SoS) framework.

Teams: 2 Scrum Masters, 28 IT professionals, 4 Business Analysts, 3 UX Designers.

Mission Objectives:

• Provide an intuitive and reliable platform for customer energy tracking.

• Optimize agile practices in a multi-stakeholder environment.

• Ensure coordination between technical, business, and architecture teams.

Key Actions:

• Implementation of the Scrum of Scrums framework: facilitating SoS ceremonies, synchronizing Scrum Masters, sharing common challenges and obstacles.

• Agile Coaching of teams: promoting Scrum and Kanban practices, supporting skills development.

• Implementation of tracking indicators (velocity, progress, blocking incidents) for effective iteration steering.

• Transverse coordination: active collaboration with architecture teams, related IT systems, Ops, and transverse studies.

• Managing dependencies and resolving inter-team blockages to streamline development.

• Protecting teams from external solicitations and facilitating decision-making at the appropriate level.

• Joint work with Business Analysts for functional prioritization and backlog clarification.

Results Achieved:

• Improved inter-team coordination and scaled agile steering.

• Progressive delivery of features with user experience at the forefront.

• Strengthened agile culture and operational efficiency in a multi-project environment.