Arnaud Miranda

For 11 years, operational management involved handling the entire project lifecycle, from initial client contact to production deployment and the setup of Technical Maintenance Agreements (TMA).

Each project followed 4 main phases:

• Pre-sales and Scoping

◦ - Analysis of business and technical needs, qualification of challenges

◦ - Solution definition, costing, and project planning

◦ - Contribution to proposals and commitment on scope, costs, and deadlines

• Execution

◦ - Operational project management (Agile)

◦ - Recruitment and management of multidisciplinary teams (dev, QA, Architecture, PO, Design)

◦ - Progress tracking, risk management, steering committee

◦ - Supervision of design, development, testing, and acceptance tasks

• Delivery and Deployment

◦ - Organization and management of production deployments

◦ - Client acceptance management and deliverable validation

◦ - Management of stabilization phases

◦ - Documentation and skills transfer

• Run and TMA

◦ - Setup and management of TMA

◦ - Definition and monitoring of SLAs and KPIs (availability, resolution time)

◦ - Incident management, support, and evolutionary maintenance

◦ - Steering committee facilitation and continuous improvement

Several dozen projects were managed during this period with budgets ranging from €15k to €800k for multi-year projects.

Two projects are particularly noteworthy:

- The myCloudTaxi project, developed over 3 years + TMA for a budget of €800k

- The JO Tokyo 2020 project, lasting 1.5 years + TMA for a budget of €380k.

For 5 years, I held a dual role: sales management for 50% of my time and operational project management for the other 50%. In this capacity, I participated in pre-sales, execution, and delivery phases. My role began in the pre-sales phase and ended at production deployment.

• § Pre-sales and Scoping

◦ - Analysis of business and technical needs, qualification of challenges

◦ - Solution definition, costing, and project planning

◦ - Contribution to proposals and commitment on scope, costs, and deadlines

• § Execution

◦ - Operational project management (Agile)

◦ - Recruitment and management of multidisciplinary teams (dev, QA, Architecture, PO, Design)

◦ - Progress tracking, risk management, steering committee

◦ - Supervision of design, development, testing, and acceptance tasks

• § Delivery and Production Deployment

◦ - Organization and management of production deployments

◦ - Client acceptance management and deliverable validation

◦ - Management of stabilization phases

◦ - Documentation and skills transfer

During these 5 years, I managed about fifteen projects with budgets ranging from €80k to €1.4M.

Two projects are particularly noteworthy:

- The Allopneus project, developed over 2 years for a budget of €380k

- The Watchever project, which lasted 3 years + TMA for a total budget of €1.4M.

Creation and development of a "Consulting" Business Unit within an IT service company.

• • Recruitment and team management

• • Business development based on the existing client base

• • €1.2M in revenue in 22 months

• • 12 Consultants recruited