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Agility

Our agility service offer

Our vision of agility

Since 2007, MALTEM has engaged in the transformation of IT projects with its clients. With TF1, we discovered this methodological approach and adopted its principles and practices.

We have been implementing the Agile approach on all our clients' projects for over 10 years . Essentially based on the SCRUM and KANBAN methodologies, the practices of our development teams enable us to provide our clients with the ability to deliver products or product increments on a regular basis.

The vision that we defend today of this Agile approach is based on a well-defined methodological framework and an ability toadapt to the specificities of organisations, products and technical constraints.

With the support of our Agile coaches, we provide support to our teams and clients. This support can take different forms: awareness, training, coaching over several weeks, workshops, retrospectives.

Our Agility division capitalises and consolidates our knowledge and experience of the different approaches implemented by our clients. Other approaches can then be shared to enrich our responses to the problems encountered: Lean startup, OKR, holacracy, etc.

The Agile approach is also based ontechnical excellence. Our development teams adoptextreme programming and clean code practices. Thecontinuous integration andtest automation approach contributes to the improvement of the product and the fluidity of the software production chain.

OUR EXPERIENCE OF AGILITY

13 Agile Service Centres in Paris, Bordeaux, Lyon

18 Scrum Master

26 Product Owner

12 years of experience on agile projects

5 Agile Coaches Available to clients and teams

Agility Cluster

Scrum Master Community

Agile training in our induction course

Regular Agile REX and meetup

OUR KEY FACTORS AND BARRIERS TO AGILITY

success
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  • Quality of project scoping
  • Quality of specifications
  • Test strategy
  • Definition of roles and responsibilities (in particular the Product Owner)
  • Proximity to the team (including teleworking)
  • Discipline in following rituals
  • Implementation of a DevOps approach for quality and performance monitoring
  • Continuous improvement
  • Lack of direct and verbal communication
  • Lack of support for novice teams
  • Do not involve trade representatives in the process
  • Mismanaging priorities
  • Suffering from external dependencies

Our experts

Damien Crepin

Extreme Coordinator - Facilitator - Agilist, Omnilog Bordeaux

Julien Karacha

Product Owner / ex Scrum Master at Le Parisien

Maha Essghaier

Tribe Scrum Master at BNP

Brice Leo Mie

Scrum Master, Organisation Coach at GRDF