Nathalie Vandendriessche

Context: Upstream Promotion Project – Implementation of a global promotion management solution.

Cross-functional management of a strategic project to deploy an application solution for managing and optimizing promotional operations, integrating:

• A internal promotion management tool

• Two external publisher solutions for the design and publication of promotional materials

• SI interconnection through the implementation of data flows.

Achievements

• Fully orchestrated the project from business workshops to RUN deployment

• Coordinated MOA / business / IT / publisher transversally

• Led governance bodies (Steering Committee, management reporting, KPI monitoring)

• Secured the budget – including monitoring velocity indicators and remaining sprint points

• Presented and defended budget reviews and scope adjustments

• Collaborated on business needs definition workshops (technical and functional specifications)

• Prioritized features using Agile methodology based on the user value of User Stories (US)

• Interacted on the capacity of the development team and anticipated staffing needs

• Participated in team Agile rituals (backlog reviews, sprint reviews, retrospectives) to ensure alignment between product priorities and project constraints

• Supervised the integration of features into the publisher's tool, and the interconnection of data flows and APIs

• Managed IT and business acceptance testing

• Controlled non-regression of related tools using the data source

• Decommissioned aging tools – reduced technical debt

• Organized deployment, managed change risk

• Led stabilization tool daily meetings to reduce the number of incidents

• Handed over the project to the support team for operational maintenance.

2 Projects for securing promotional and permanent sales price data flows (strategic SI switch).

Management of two sensitive IT projects aimed at changing the data source for promotional and permanent sales prices, and refactoring its technical path to checkout systems. These projects were prerequisites for decommissioning a legacy application, essential for the SI integration of new stores from the Casino acquisition.

Development

• 3 mobilized resources

• Controlled phase deployment.

Achievements

• Scoped the projects in terms of functionality, budget, and capacity, with review and GO Build approval.

• Secured a highly constrained schedule before the integration of new stores (Casino).

• Rewrote and validated the target architecture diagram to improve data flow reliability.

• Improved pricing data by modifying and refining business calculation rules.

• Wrote functional specifications (SPEC) in the form of decision flowcharts.

• Built a detailed switchover timeline and defined rollback scenarios.

• Managed progressive deployment and contained impacts in stores.

• Managed communications related to the criticality of sales price data.

• Replicated functionalities of the obsolete tool on a smartphone application in stores.

• Decommissioned a tool with technical debt.

• Maintained budget, roadmap, and scope from scoping to project closure.

• Organized and prioritized my activities in a multi-project IT context.

• Handed over the project to the RUN team.

Results

• Improved reliability of sales prices at checkout.

• Deadlines met, allowing timely decommissioning for Casino integration.

100% of 1 development team

~100 users

~10 project stakeholders.

Achievements

• Led the project in Agile mode with continuous adjustment of scope, costs, and deadlines.

• Managed the extension of the solution to several business sectors.

• Actively participated in functional workshops and prioritized evolutions.

• Prioritized User Stories (US) in sprints for a multi-product team.

• Defined the testing strategy and ensured its proper application (implementation of End-to-End tests).

• Met delivery milestones for EPICS.

• Interacted during sprint reviews organized by the Product Owner and Developers.

• Developed budget arbitration scenarios at the request of management.

• Led governance bodies and secured Go/No Go decisions for production.

• Controlled risks and maintained project documentation.

Results

• Standardization of the promotional tender process across all buyer areas.

• Budget optimization: €80k gain.