The « Université Grenoble Alpes » (UGA) is a renowned university of France that attracts 55.000 students per year and 6.000 staff members. The need of merging different IT departments was also the opportunity to launch an agile transformation, from values to tools. Within a few months, the UGA Information Systems Division (ISD) has succeeded in changing the operating procedures for their software development projects. Precisely, the agile tool Tuleap has enabled the ISD to effectively implement agile approaches and methods.
Customer interview
Nina Reignier-Tayar is the Chief Officer of the DANA, the Department of Digital Support to the Administration in French, which is part of the ISD at the UGA. She is in charge of supporting development teams whose responsibility is to create and maintain 200 software applications serving different departments at the UGA. Nina shares how their agile transformation at scale went.
♖ Challenge
The challenge is two-fold: making software project management evolve towards a customer-oriented, agile approach as well as providing teams with all the necessary tools.
★ Solution
Tuleap Enterprise Edition Silver (on-premises)
Interview N. Reignier-Tayar, Chief Officer of the DANA, the Department of Digital Support to the Administration – UGA.
Tuleap is a pillar of support to our agile efficiency
N. REIGNIER-TAYAR, DANA/ISD at the UGA
✔ Outcomes
A SUCCESSFUL AGILE TRANSFORMATIONa three-step process, from values to tools |
75 users, 200 software applicationsSmooth adoption of Tuleap for project tracking not only by development teams but also by any other department in need |
Significant improvement of team collaboration“We have more cohesive teams now. Employees are happy to progress this way” |
A three-times higher project efficiencythat best meets customers’ requirements |
The challenge of merging departments
Within the merger between the universities of Grenoble and Valence, the decision of subsequently merging their 3 Information Systems Divisions was also made as to ensure greater operational efficiency. However, it is true that such a shift always generates resistance and makes procedures evolve. The Directorate-General of the IT System and its service of « Digital Support to the Administration » (DANA in French) had to take up several challenges:
To put it another way, the merger supposed a broader technical and human reorganization: HR, organizational and tool-related challenges. The ISD merger was a prerequisite for other departments’ merger. No room for mistakes: they had to get it right. As to achieve this challenge, both the ISD and DANA therefore opted for agile approaches, considering that they best allow teams unleash their potential at a pivotal moment. |
This is the UGA today:Some figures about the Université Grenoble Alpes:
Concerning the ISD of the UGA:
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