Zabe Thierry

I am currently in charge of decommissioning Apave's application portfolio. My role is to analyze and gather as much information as possible about the targeted applications in order to plan each decommissioning action by coordinating all the stakeholders made available by the pole managers (PROD, INFRA, MOA, etc.) to carry out a careful decommissioning, all while respecting the established methodologies. The historical context of Apave and the priority of the subject make this a project where communication and perseverance are essential for success.

On assignment for the Services and Payments Agency. Within the Monitoring department, I first intervened to help the existing management team bring the reporting level back to its expected standard, provide new reporting quality indicators, and help integrate best practices to maintain the good reporting level. Within this department, I held the role of BigPicture Champion, BigPicture being the JIRA planning module. I was the department's point of contact for all issues related to reporting, JIRA, TEMPO, BigPicture, etc. Subsequently, I was responsible for a Delivery team composed of 4 developers, a technical lead, 2 business analysts, and a tester to develop several features for the Monitoring application, which is part of the ASP's new IS responsible for processing aid from application to payment. The stakes were high because the schedule was imposed by the European Commission, and the amounts to be distributed to the large number of beneficiaries are significant. Good communication, connecting the right people, and capitalizing on and disseminating information were the key points on the Delivery side. On the planning side, taking a step back from the project's situation upon my arrival and anticipating risks allowed for realistic schedules to be proposed for delivering the features. Respecting the ceremonies (DSTUM, evolution kickoffs) and the daily challenge of the team's activity were paramount to meeting the deadlines. Applying these best practices allowed me to successfully complete this mission overall.

On behalf of the EDF UNITEP entity, responsible for providing data update tools for production sites, I was responsible for the UFT/Pool domain, which involved two teams: one team providing data update tools, manual entry, and automated entry with UFT (note that the target application is undergoing a major migration that requires adapting our tools), and another team using these tools for data updates. Activities: Data regulation pilot: Proximity and advice to EDF data RSP, management of data update requests according to priority. Team management. Tool development pole pilot: Activity planning. KPI reporting. Advice on development execution. Preparation and facilitation of client committees. Team management. Quote preparation. Resource rotation management. Application of Lean Management with the implementation of daily stand-ups and regular lessons learned for various activities.