PMO expertise in a Legal Dispute.

• Aug 2019 - Present

Objectives: - Support the Lawyers team on the methodology applied during a transformation program to identify the different causes and responsibilities in the project failure.Roles and Responsibilities: - As an Expert on the methodology, I prepare arguments on how the method was wrongly applied by the IT Partner during the program execution and analyze the opponent team arguments to strengthen our position.- I m providing technical support to the client-lawyer team through workshops, interviews with the internal project members, and project documents analysis (Request for Proposal, WRICEF, City Map Coverage, Blueprint, Project Charter, Budget, Cost, Planning, Weekly Report, Commercial Proposition…).The Outcome: We highlighted the following failure points: - A wrong governance: confusion between the Quality Management and the Project Management, lack of independent quality lead in project instances, a non-adaptive communication plan to the stakeholder dimension, failure in enforcing a proper WBS (Work Breakdown Structure), confusion in roles and responsibilities to produce expected deliverables.- Lack of training for the whole team (client & external resources): the project team wasn't trained on the implementation methodology, the consultant teams and the PM were neither certified on methodology nor the solution and were missing industry knowledge. - No risk management and no alert on tremendous key performance indicator project deviation: Quality, Costs, Delays, and risk were not taking care of.Deliverables: Argument Paper and Point of view, Animation of Workshop, Technical Notes for the judge.

Realization of the digital ecosystem

• Feb 2019 - May 2021

Objectives - Deliver the go-to-market version of the Digital ecosystem.Roles and Responsibilities - As a project manager, I was responsible for the knowledge transfer between the team that produced the MVP to a more experienced team to deliver the first version of the application. - I was also responsible for keeping the stakeholder informed about the risk and issue during the execution and keeping the prioritization of the backlog aligned with the stakeholder expectation. - My role as a PM was to support the team in the application of the Agile Methodology by influencing and supporting the multi-instance: Keeping the Daily Meetings efficient, supporting the team to better self-organize, helping the team to address issues, alerting to team about the risks, leading meetings as Retrospective, and continuous review of the communication management plan. - We conducted the realization phase using an iterative method of development. - We conducted the test phase and received validation from stakeholders.- We achieved development and are currently in a raising fund's processes,- I am working vigorously to support investor's money collection while keeping an eye on future roadmap evolution. Outcome - Close off the project and obtain sign-off from the stakeholder.- Delivery of the 90% of the Scope: 100% of Must have, 60% of Nice Have. - Preparation to Go-To-Market.Deliverables - Technical Documentation, Delivery of 85% of the scope.

Selection of solution versions and IT partner - Distribution

• Nov 2020 - Feb 2021

Objectives: - Support the client in the version of his ERP and IT partner selection.Roles and responsibilities: - Strengthen the initial Request for proposal. - Through Brainstorming workshops with internal resources, we defined critical processes to be addressed and built the critical user stories. The main selection criteria were the business value, and we requested a demonstration of how the solution will support these business scenarios. - With the stakeholder, we reviewed the list of selection criteria to be more focused on Quality, Cost, and Schedule as key performance indicators and readjust the plan of process selection. - We headed the Q/A phase and investigated responses based on predetermined selection criteria. - We coached the stakeholders on how to challenge the shortlisted partners and led the oral presentations. - Finally, we produced our recommendations helping the client in the decision process.The Outcome:- Better Business visibility on Expected Value- Better Choice of SI (System Integrator) Partner- Deliverables: - Reviewed all responses and define Strengths and Weaknesses, Request for Proposal (RFP), Critical Path Processes, User Stories & Business scenarios, Conduct Consultation Processes.

Processes Design - Insurance

• Nov 2018 - Feb 2019

Objectives: - Support the Project Team with Lean management techniques to define the new optimized TO Be Processes. Roles and Responsibilities:- As a consultant, I was accountable for the definition and the design of the TO-BE processes following BPMN rules. - With all the business process owners, we went through several Brainstorming workshops to define, using an iterative approach, and transform the As-Is Processes into the TO-BE processes. - I animated these workshops using Lean Management techniques to address process steps with the view of value for the client (Lean). This helps the operational team to accept wastes that are not due to their daily job but commanded by a weak As-Is process. This method helps to suppress operators' resistance and demonstrates the business value of the change. - We also followed best practices to optimize the front office processes such as three levels structure, focus on invariant steps and not on the detailed procedure, a process has a Start Point and Finish Point. The Outcome: - Definition of the TO-BE Processes reducing the Lead Time. - Alignment on the processes design enforcing BPMN rules (from 72 tasks to 18) - Knowledge transfer on Lean Techniques like Value Stream Mapping and Lead Time, techniques all focused on client value.Deliverables: Animate Workshop on Agile Methodology to define the Scope, Define with Lean technique the TO-BE Process, Review the Communication Management Plan, Redefined Scope,

Conception of a Digital Ecosystem

• Feb 2017 - Feb 2019

Objectives: - Manage the conception phase of a digital ecosystem as an internal product. Roles and Responsibilities /As a project manager I was accountable for the delivery:- Through leading “Design Thinking” workshops with Market and software developer experts we defined the scope of our product to be aligned with users' and market expectations. - Through Brainstorming workshops with the stakeholder, we defined the vision of the project, defined the User Stories as a Request for proposal, and the criteria of delivery acceptance. - I formed a team of developers to manage several POC and versions of an MVP development. The team was an international distributed developer team (France, Morocco, Thailand). - We defined the provisional Budget and Planning, and the risk register. - I led the team through Daily meetings, retrospective meetings, Kanban board backlog, and sprint execution. Outcome - Conduct the development team shift - Manage knowledge transfer to a distributed local and more experienced team.- Define Master Data Management - Design mobiles and web interfaces - Change project method from Agile to Hybrid for better budget monitoring. Deliverables User Stories, Request for Proposal, Provisioned Budget & Planning, Product Roadmaps, Delivery of MVP, and POC.

Project Quality Review - Insurance

• Sep 2018 - Nov 2018

Objectives: -Provide a global diagnostic on the quality delivery of a transformation program to a project sponsor. Roles and Responsibilities- As a senior consultant, I had to plan and conduct, depending on the methodology we defined with the Senior Project Manager, interviews with stakeholders, and key member teams.- The methodology consisted of an assessment of Quality, Costs, and Schedule as Key Performance Indicators of project delivery. The assessment was conducted through a review of the five following dimensions: Governance, Planning, Budget, Risks, and Deliverables. The review was based on private interviews, survey results, and a review of project instance reports. - With the stakeholder and senior project manager, we analyzed the project charter and Stakeholder engagement plan to meet the program objectives and clarified the levers for adjustments. - With the key member team, we reviewed the application of the Agile methodology and defined ways of improvements for better delivery. The Outcome: - Improvement of the common understanding - Sensibilization on the risk’s management - Alignment of the project team with Agile Methodology Deliverables: Project Charter, Project Management Plan, Stakeholder Engagement Plan, Risk Register, Plan risk Mitigation,

How are the technological innovations influencing the company's business model? - Construction

• Jul 2017 - Nov 2017

Objectives: - Identify a new business model enabled by a BIM (Building Information Management) innovation initiative. Roles and Responsibilities: - As a Consultant, I worked with the internal Lean team, responsible for continuous improvement. During workshops, we identified weak points in the As-Is processes, defined the new optimized TO-BE Processes with operational actions to improve time to value for the clients.- With Business Expert, we went through interviews to define the new organization responsibilities and challenged the TO-BE Processes. - With the IT team and Technical Expert, we went through workshops to identify the risks and the impact of the new implementation on the actual IT landscape and studied improvement ways. - We defined with the stakeholder the vision and the commercial expectations: - improvement of the client satisfaction - greater agility in the process to maintain a leading position in the market. The Outcome:- Definition of the TO-BE Processes and the new organization. - Presentation of the evolution roadmap and implementation scenario to the Direction Board. Deliverables: Risk Register, Definition of the To-Be Process, Identify Quick Win, Roadmap.

Animateur parascolaire

• Jun 2014 - Aug 2016

Président

• Feb 2013 - Feb 2014

Assistant ingénieur

• Jul 2013 - Aug 2013

Mission Service Civique

• Nov 2012 - Jul 2013