Concretely?

A tool for assessing the maturity of large infrastructure project management across four dimensions:
•Organization responsible for major projects
•Large project resources
•Management of a major project
•Response to contingencies

This hands-on, operational approach, conducted over 2 to 3 weeks by an expert, focuses on the essentials and provides:
•A visual maturity assessment based on targeted interviews and a few workshops
•A benchmark against other organizations and sectors where a similar approach has been implemented
•Recommendations for priority improvement initiatives

The Olympic Village required major works to clear the areas planned for its development. As part of this, RTE must dismantle four 225 kV high-voltage lines and relocate them into an underground tunnel, as well as move a 63 kV transformer substation.

Oresys implemented a project management framework for these infrastructure projects, covering scheduling, risk, and budget/cost tracking, and ensured regular monitoring. Oresys also provided contract management support during the tender phase for the design and construction of the technical gallery.

Risk analysis enabled the identification of potential bottlenecks, escalation of critical issues, and prioritization of actions during the construction phase.

Safran, the world’s third-largest aerospace company, launched a strategic initiative to professionalize project management, PMO roles, and governance methods under shared standards across the whole company. To support these best practices and ensure consistency, Safran decided to build a Planisware PPM Core Model deployed across all group companies.
Oresys contributed by:
• Designing the Planisware Core Model, its interfaces (ERP, time tracking), and data migration tools using a tailored agile methodology
• Supporting several group companies in deploying Planisware, including Safran Aircraft Engines, Helicopter Engines, Transmission Systems, Nacelle, Seats
• Setting up and running a user & management support team, driving change, assisting PMO team coordination
• Designing a Business Intelligence model to support multi-sources advanced dashboards
Today, most Safran companies use the Planisware Core Model to manage portfolios, projects, business lines and resources, budgets and actuals

To optimise the management of its numerous projects (theme parks, ski lifts, and cross-functional initiatives), Compagnie des Alpes implemented a unified governance framework for its investment portfolio, covering both strategic and tactical projects.

With support from Oresys, the initiative helped structure processes, deploy Microsoft Project Portfolio Server, and guide teams through the transformation.

Oresys contributed by:
• Analyzing existing practices and benchmarking them against market standards
• Defining governance processes and drafting functional specifications
• Implementing the portfolio management software
• Designing and facilitating change management for leadership and users

Thanks to Oresys’ expertise, Compagnie des Alpes professionalised its investment management, structuring governance processes and supporting strategic decision-making.

In an increasingly competitive environment, IPSEN sought a harmonised view of its R&D portfolio—across therapeutic areas and core competencies—to facilitate strategic decision-making. With support from Oresys, IPSEN defined a unified, industrialised approach based on shared standards.

Oresys contributed by:
• Defining a common structure and standard rules for business cases (NPV, POS, etc.)
• Implementing a consolidated Planisware framework with advanced capacity reporting
• Supporting strategic review sessions by consolidating data across projects, R&D, and Finance
• Establishing and supporting the Portfolio Office to monitor progress and update the portfolio
• Proposing further developments: advanced reporting, capacity planning, historical analyses

This approach enabled IPSEN to strategically prioritise its assets and establish sustainable, harmonised portfolio review practices.

Faced with the rapid evolution of the sector (technologies, customer uses, new entrants), Orange structured the governance of its “New Product Development” roadmap to better guide investments while meeting the Group’s budget targets.
With support from Oresys, the Consumer Marketing Division launched a progressive, tool-supported approach covering all products (Mobile, Home, Internet) and their full lifecycle.

Oresys contributed by:
• Formalising governance principles and arbitration rules for the unified roadmap
• Deploying the Planisware solution (from POC to industrialisation)
• Facilitating arbitration workshops with decision-makers
• Setting up and supporting the Portfolio Office responsible for ongoing monitoring
• Proposing enhancements such as advanced reporting, capacity planning, historical analysis

This engagement enabled Orange to sustainably structure the steering product-investment through clear governance, a robust toolset, and effective cross-functional facilitation.