Support of a team and program by a Scrum Master / coach

Insurance French mutual insurance company, >10 Bn turnover
1 year

The mission: objectives, issues and results


As part of a large-scale program around 360° customer knowledge, the client entered into a process aimed at gaining agility in order to be able to deliver value in an iterative way and reduce the risks faced by the program with regular deliveries.

In this context, the client was looking to be supported by the presence of a Scrum Master in one of the program's teams, the other similar positions being located outside our immediate geographical perimeter. This person would be responsible for supporting the other team members (developers, testers, project managers, product owners, etc.), helping them to improve their agility skills, and thus promoting quality work, delivered regularly and meeting the expectations of stakeholders.

Actions taken

  • Mission of about 3 days per week in a team of 16 people including technical profiles, functional profiles and pilots.
  • Accompanying the team on its rise in competence around agility
  • Facilitation of recurring team events (Scrum events: Sprint Planning, Daily Scrum, Sprint Review, Sprint Retrospective, refinements).
  • Participate in various program level committees to facilitate these and provide visibility on the team's progress in terms of functional and organizational advancement.
  • Facilitation of the team's work through the organization and facilitation of workshops, the progressive implementation of visual management, the alignment of group tools (Jira, Confluence, SharePoint...) and best practices.
  • Leading cross-team events, inside and outside the program, to raise awareness of the benefits and prerequisites of an agile approach among client teams.

Results obtained

The team immediately became proficient under the guidance of our Scrum Master, and managed to understand the why and the scope of each practice.

Meetings that used to seem endless and without real purpose have been dedicated to clear and precise goals.

The team stopped parallelizing dozens of topics at a time and focused on a few completed topics, leading to a more regular delivery of value (weekly deliveries).

The team's quality practices have improved over the weeks, notably through the systematic implementation of automated tests, leading to a very low rate of anomalies (less than 20 anomalies, and 0 blocking ones, for several hundred days of work).

Stakeholders present at each sprint review expressed their continued satisfaction throughout the team's work.

The team members themselves noted a clear improvement in their working conditions, leading to a better focus on important activities and therefore a better velocity.

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