TeamMood, Giving a major French bank’s I.T. department the edge in Agile project management.
Banking, digital France 1000 team membersAbout Guillaume
Guillaume is in charge of the Agile Center of Excellence of the I.T. department at a major French bank. He also takes care of the digital lab, which tests new tools and practices for the department’s software development team.
Background
Guillaume started using TeamMood on a key digital lab project. Familiar with the Niko-niko calendar, he was looking for a digital tool that would allow him to apply the same approach but for a cross-functional, cross-site team.
“TeamMood adds the human factor in project management.”
How does Guillaume use TeamMood?
1 To gauge morale and stress levels within the team
2 To support agile project operation
3 To improve retrospectives
“TeamMood allows me to gauge the team’s well being and improve the workday of each team member.”
To gauge morale and stress levels within the team
The decision to use TeamMood came from a strong desire to get a reading on team morale.
“Right from the beginning, everyone was game to participate”.
Guillaume wanted to be sure that management’s close monitoring of the project didn’t have a negative impact on the team.
"With team members working three days a week on-site and two days remotely or from their respective sites, we needed a tool that would work both in-house and remotely.
And since it works through email and is Slack integrated, TeamMood was really easy to use.”
Agile team management
In each morning meeting, keeping track of agile methods, Guillaume displayed TeamMood results from the previous day, the average, and the trend over the previous weeks.
“During our daily meeting, team members could share their thoughts and explain low ratings. TeamMood provided employees with the opportunity to speak up and got a dialogue going within the team.”
TeamMood also provided a reading of teams’ stress levels at the end of a sprint, and revealed that they didn’t increase much.
“We’ve kept using TeamMood even after finishing the project. It’s having a positive effect on everyone.”
To improve retrospectives
In the aim of ongoing improvement, TeamMood was also useful for retrospectives after each sprint. The results provided a basis for discussion to weed out problems and work together to find a solution.
“In particular, we noticed that developers were affected by changes in project direction but product owners, who knew in advance, were much less affected. That’s why we decided to inform the developers of these kinds of changes earlier so as they could feel more involved and get into the team spirit.”
“TeamMood’s strength is that it helps power a continuous cycle of improvement.”
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