Thanks to the whole team Agile en Seine for the organization: Amina Bourguiba, Franck Beulé, Farida Mellouk, Farida Mellouk, Arnault Etouman, Caroline Castillo, Soun Banh, Couthaier Farfra, Chrystelle Cogneville, Alain Sallon, Alain Sallon, Alain Sallon, Alain Sallon, Alain Sallon, Janro Pons, Janro Pons, Mélina Cosy, Badr Zeroual and a special thanks to 🙏 FARRA 🙏 Couthair for making possible our participation on behalf of the Pro de la Transfo/CIO Revolution.
7th edition, 940 participants, 125 speakers!
We have heard a lot about business agility, Lean portfolio management, OKR, agility at scale, product approach at scale, frameworks, SAFe of course... on everyone's lips, for good or for bad... ^^
In short, great feedback for the #Pro2latransfo.
4 themes were on the program:
• SCALE: around transformation at scale.
• THINK: to new ideas! .
• PRODUCT: to continue to keep what is essential alive and evolving.
• BEYOND-IT: to consider non-IT business sectors where agility is needed.
Here is our (necessarily subjective) selection of “take away” conferences we were able to attend for the AirSaaS #Pro2latransfo community and the CIO Revolution Podcas.
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“There is an amalgam between trust and transparency, on the contrary trust is opposed to transparency, a register of knowledge”
“Trust pays off!”
“Having a “Manager Posture” is an antidote to charisma”
“We are enhanced by the trust we have received”
“Process? The poison is in the dose! ” “Beware of procedural overdosage”
“Businesses have jumped into well-being with “happy gadgets, candy, table football,... but it's not working! ”
“Kindness: there is nothing more violent than not competing with others (not to be confused with conflict).”
“Work is not an end, but a means, because there is always something else that justifies work. Anything that has a price is not a moral value.”
“Fear is now a sign of maturity”
“Manager's posture/impostures” = antidote to charisma”
“Leadership is more about authenticity than technique”
“The key value is courage”
“It is important to have a good balance of processes. Of course you need processes but you have to avoid overdosing and implementing processes in areas where they don't add value (for example procedural well-being?).”
“Sometimes you also have to know how to take risks (Action intelligence in the sense of Aristotle).”
“Of course, you also have to give meaning to a company. Technology is only the means.”
Anne Gabrillagues (coach) and Florence Lyon (Dir. Transfo) told us what happened behind the scenes of their transformation... in a context where the team is overwhelmed by direct and indirect requests!
“Our transformation manifesto, co-written with the sponsors, served as a compass”
“We have carried out in-depth work on the concept of responsibility vs. the culture of the external service provider”
“We must not forget that processing activities come in addition to the work of the teams.”
“Our goal was to find the right degree of process to secure with a framework and release.”
“Prioritizing by value is the key!”
“Among the learnings, we encountered a lack of data that we had not taken into account enough. We developed an obsession with regular measurement ^^”
“Too many tools kill the tool, agile coaches always have plenty of tools!”
While many only see the trifecta and the PMU bars... the hidden face and the requirements vis-à-vis the IS are colossal! 2000 transactions/second, a recalculation of ratings every 5 seconds, MEPs every day... an IT department of 400 people out of 1200 employees.
Nelson Dufosse, Release Train Engineer, presented a focus on the last 4 years... the life of a Tech Company, its multitude of ambitions in parallel (Recruitment, Management Structuring, AWS migration, AWS migration, creation of new products, redesign of hardware...) and how they go about making it possible with SAFe trains.
“For 20 years, all tech companies have faced some of the same difficulties, managing to scale, working on robustness, quality, people problems...”
“To launch Agility at scale, we created two trains that cross departments with 125 people... 10 to 15 teams and 7 solutions per train!”
Obstacle side:
Their global approach is based in particular on integrating inspection into their culture by relying on “authentic feedback + attempts”.
“It seems that the first step in the transformation is to throw people in the pool.”
“On the contrary, the PMU has established an innovation system from a technical and functional point of view that makes it possible to try safely and to de-risk choices. A system based on trial and error readjustments...”
“Success builds trust. Trust promotes autonomy and transparency. Transparency allows for alignment.”
“Today we control our delivery from start to finish, from the idea of starting with the business to production.”
“We have transformed PI planning... our real subject is to secure the most important topics!”
“As soon as we belong to a system, we need a minimum of alignment to really make progress”
“The training is integrated into the strategic plan with a budget of > 100K.”
“The PMU has also made it a strategic priority to maintain skills, in particular with the establishment of communities.” There were the creation of 6 communities: Scrum, Product, Product, QA, QA, Opes, Back, Front.
“By bringing people together... we will see that naturally all the problems will be simplified... when there are addiction problems for example it works better because people talk to each other!
Note that contributing is one of the individual goals and that communities and that this represents approximately 20 hours per month in the timetable.
The PMU has ambitious recruitment goals for DOSI of around 70 people.
“On the recruitment side, we realized that the competence was mostly external.” The right solution is a mix of external consultancy/internal team.
And if we want to be a tech company, we need the best! In contrast to fast processes... To get the best ones, we make them go through a fairly long process with a code exercise to do at home, a review by someone from home, interviews with operational HR. All this to assess whether, beyond being a good developer, he will be a good element in a system. Because today, hard skills without software are useless”
(They estimate the recruitment time at 10:00am.)
“Today we started a product department, a data department to put data at the center, to unite IT and the product so that we can make decisions at the CODIR level on really strategic themes and not leave in all directions. There is a real need at this level, so we will strengthen ourselves on the SECOPS part and others.”
The IS/IT & digital teams came back to the implementation of Lean Portfolio Management (inspired by SAFe.)
They shared their Digital Portfolio governance seen as a lever for strengthening the group's strategic plan.
aka “Managing transversality in a corporate portfolio”.
The deployment teams composed of the Performance Office, the Agile Pole, the PMOs and the Enterprise Architects deploy governance and tools that maximize opportunities to create value and growth, from the Group's OKRs to the operational level.
“The Renault LPM meets the challenges of transversal management of Value Streams. In particular how it helps Executives and Directors to align themselves with the management of transversal programs, the calculation of value and the management of budgets.”
Helped by the deployment of OKRs at the group level, the deployment of product LPM across the strategy is ongoing.
“On the governance side, the system was based on governance managed by businesses.”
“The agile teams were so business-oriented... that it was difficult to know the overall strategic contribution of the company.”
“The challenge: A new governance to provide transversality.”
“The decision was taken to set up governance based on the group's value chains. A digital value stream”
“This governance allowed us to manage this complexity of the business”
“It is the governance authority that owns the what and the how”
Renaud CHEVALIER Product Organization Consulting Thiga/Groupe La Poste has revalued the concept of enterprise architecture, more precisely business architecture!
For him, Product Management has gone beyond the borders of digital pure players.
It is rethinking our approaches to portfolio management. Explore the specific challenges businesses face when they need to develop new capabilities and evolve their value chains. Learn how Business Architecture and Change Management play a critical role in product portfolio management, driving strategic initiatives well beyond IT.
However, he points out that despite the scale-up, two operating modes continue to coexist around the marketing product. One managed in project mode “business side” and one managed in product mode “on the IT side”.
He presented a representation of what a company must be able to do to provide a complex service:
For him:
“Product Management is scaling up”
“Product mode is becoming more common in Tech products”
“Beware of the word “product” and the application of practices at the wrong level”
“Applied to the complex Marketing Product, Product Mode facilitates the execution of the strategy”
“5 enablers are necessary including Business Architecture” *
“Business Capability Management makes it possible to leave IT by making Product Mode holistic”
Feedback on two ENGIE entities was led by Sophie Montet, Agile Coach at the Agile Center, the practice at the service of the ENGIE Group, and Laurence Bago, Agilen Transformation Manager whose mission is, in particular, the implementation of the LPM and the animation of the SAFe train.
The key challenge presented: strengthening the capacity to deliver more value.
Indeed, within the ENGIE group, more and more entities want to implement LPM to optimize investments, absorb hazards and make the most of them through agile delivery.
In short, how can you contribute to accelerating the adoption of LPM? Laurence and Sophie Montet presented a comprehensive feedback on the implementation stages, the difficulties encountered and the results to date.
One of the most rewarding conferences!
Too many topics in parallel and not prioritized
Ambitions beyond the available budget
A lack of sharing of the vision roadmap
Overloaded and unaligned teams
Few projects delivered...
Entities choose how to scale (or not)
Today SAFe for 6 entities
Spotity template for 1 entity
Hybrid model for 1 entity
8 SAFe trains launched in 4 years In the group
The LACE (Lean-Agile Center of Excellence) in support
Community of practice activator
Over 45 Leading SAFe certification training sessions
Support for agile transformations (trains, LPM, specific workshops such as pitch, MVP, prioritization or value chains)
More than 45 projects in the entity, an overloaded team... The first thing was to align everyone with an OKR session.
Then start setting up LPM with EPIC and prioritization.
Then implement horizons to be sure to maintain capacity for the future
PI planning “we put everyone on a train”!
The first step to acquire was vocabulary...
The second was role implementation and a mindset that changes between IT and business.
Third point for everything related to governance > strat trim review + endowment review >
Finally, the fourth step: continuous improvement, work on the measured value
Each initiative gets a grade. On the Fibonacci sequence on the value.
1 hour and 30 minutes to do the notations: 10 min/subject
3 min to pitch benefits and how to respond to/contribute to strategic axes by the bearer.
