Landry Robert

Project management within the IT department with the objective of being responsible for planning, risk management, budget monitoring and the point of entry for the various stakeholders/businesses/services

AREAS OF INTERVENTION:

Pricing Theme (Supply Department):

Implementation of a Pricing application (central + franchises) (>250 man-days)

- Organization of governance + project roadmap

- Organization of a call for tenders

- Organization of the implementation of the solution until commissioning

- Project monitoring / workshop / Organization of COPIL/COPROJ instances

Offer Theme (Supply Department):

Implementation of the assortment portal (franchises) (>400 man-days)

-Organization of governance + project roadmap

- Project monitoring / workshops / Organization of COPIL/COPROJ instances

- Organization of the implementation of the solution until commissioning

IT Security Theme (SSI):

Implementation of a tool to secure developments (>100 man-days)

- Organization of governance + project roadmap

- Organization of a call for tenders

- Organization of the implementation of the solution until commissioning

- Project monitoring / workshops / Organization of COPIL/COPROJ instances

Infrastructure Theme:

Monitoring of an infrastructure project (>200 man-days)

- Implementation of a CTA (VEEAM x DELL)

- Feasibility study

- Migration Plan

- Commissioning

Production mission, within the Linux/Unix/LDAP team in an international context.

As part of a transition mission with the objective of:

- Stabilizing the backlog initially

- Implementing/updating processes to sustain the activity

- Piloting the offshore package

The daily tasks were as follows:

- Management of Run activities carried out by CAPGEMINI in India and France (90 + 40 people)

- Management of incidents, requests, problems and changes (service now)

- Crisis management (participation in cells)

- Management of N3+ activities (backlog management, capacity planning)

- Monitoring of the quality of services provided by the CDS and control of compliance with the CDS's commitments (challenging the teams, enforcing the process, etc.)

- Monitoring of the CDS's takeover of new transferred scopes (organization of build to run)

- Monitoring of CDS staff

As part of the implementation of a competence center (specializing in GIS/geomatics) on a fixed-price basis within the DGNum (DAD), I was involved in the following activities as an operational pilot:

- Management of a team of +12 people

- Portfolio of +15 projects on average to manage (from 5 days to several months)

- Geomatics profession

- Contractual objectives to be met (Cost, Time and Quality)

- Arbitrate and prioritize subjects

- Pilot the transition phase (organize reversibility, skills transfer, etc.)

- Writing of the IT Project Management Plan (PMP)

- Risk management

- Set up the organization (committees, Teams, etc.)

- Participation in governance instances: COSUI, COPIL and COCON

- Manage resources (team management, capacity planning)

- Set up a portfolio of projects (indicators, monitoring, etc.)

- Manage requests

- Organize quotations

- Create quotes

- Set up indicators (risk mapping, performance, monitoring, etc.)

- Develop the roadmap

- Management of DTDICT projects and regional domains