Customer Stories

Schmidt Groupe operates approximately 160 micro IT applications. The IT department sought to better define the elements to be mapped within this specific application landscape and trusted Oresys to lead the initiative.
Oresys suggested an iterative approach to IT system mapping. Initially, the working group conducted workshops to produce a first version, configured within the selected tool. In the second phase, the group refined the mapping to a more technical version, which was then validated by the sponsors during a dedicated presentation. Oresys concluded the engagement by delivering a final document summarizing Schmidt Groupe’s mapping strategy.
Oresys brought value through its expertise in IT architecture and urban planning, as well as its knowledge of market-leading mapping solutions. Leveraging an innovative, tool-supported “Lean Mapping” approach tailored to client needs, Oresys successfully delivered an operational mapping framework within less than three months for the initial scope.

GRDF’s Eastern Region is aiming to improve customer retention and has launched a loyalty program driven by its field technicians, who play a key role in customer engagement due to their direct contact with end users.
Oresys supported the initiative by working directly with technicians in the field, providing coaching sessions to raise awareness on retention strategies. In parallel, Oresys assisted managers in promoting a client loyalty-oriented culture and implementing both individual and collective engagement rituals.
Oresys brought valuable insights thanks to its deep understanding of GRDF’s operational context and its national rentention program, as well as its expertise in change management and experience in supporting managerial teams. A tailored approach was designed for each site, adapted to the specific needs and characteristics of GRDF’s technician population.

The Eurometropolis of Strasbourg trusted Oresys to support its IT systems urbanization initiative.
Oresys worked with three departments to develop their 5-year IT Master Plans:

Human Resources Department: Oresys first conducted a diagnostic of the existing HR IS and assessed its ability to meet future challenges, such as HR performance management and tools for managers and employees. A 5-year urbanization target was then defined, along with a project roadmap to achieve it.

Water & Sanitation Services: Oresys defined a 5-year IT target focused on improving network maintenance and enhancing the customer billing portal.

Public Procurement Department: The urbanization process helped identify opportunities for process automation to reduce the administrative burden on staff.

Oresys leveraged its long-standing expertise in IT urbanization and its deep understanding of local government operations to deliver a pragmatic approach aligned with business needs.

Within the Direction of Technology and Innovation (DTI) at DGAC, the high standards required for air transport safety demand strong managerial capabilities from both operational teams and leadership.
In this context, Oresys supported the DTI along two key dimensions:

Clarifying the objectives of the managerial transformation
Assessing the current organizational landscape: identifying strengths and challenges, internal convictions, and the strategic need for transformation

This approach enabled the co-construction of a managerial framework for the DTI, defining expected roles and competencies, and formalizing a skills development plan for managers through a dedicated training pathway and the creation of a managerial community.
Oresys helped bring coherence to the transformation by aligning existing concepts and initiatives with the strategic priorities of the DTI.

The Departmental Council of Mayenne is actively developing and deploying its data strategy. The roadmap is structured around four key pillars: data culture, strategy, architecture, and governance.

Oresys supported the department across several initiatives, including:

Promoting and democratizing the use of Open Data:
Defining a roadmap for data literacy
Organizing awareness workshops during the “Data Month”
Designing and facilitating an Open Data hackathon, featuring experiments with OCR tools and generative AI

Raising awareness of AI:
Leading a seminar on artificial intelligence for all DTI staff

Decision-making support:
Designing and applying a methodology for indicator scoping to help business departments build effective dashboards

Data governance:
Formalizing a data governance policy for the organization

Oresys brought its expertise in Data, AI, and Enterprise Architecture, combined with a strong understanding of both IT and business contexts within local authorities, to support the department across all aspects of its data-related challenges.

Safran Helicopter Engines, part of the Safran Group, launched the deployment of oSmoz—a project management system based on the Planisware tool—integrating new project management processes. The objective: increasing accountability among program, project, and work package managers regarding planning data, progress tracking, costs, and remaining work.
Oresys supported the project team by providing expertise in configuration assistance, managing complex procedures for updating key data repositories, and post-deployment user support.
The implementation of a new operating model for the support team, the design of dedicated tools, and the systematic capitalization of resolved issues helped improve efficiency and responsiveness in handling requests. This also enabled the project team to better manage increasing demands and enhance the reliability of project performance reporting.

EDF’s industrial department intervenes on the construction project of two EPRs in the United Kingdom. Its contributions to the project are very sensitive, particularly given the high stakes involved in the quality of the equipment manufacturing and of the transition to the assembly phase.
Oresys took part in:

• The implementation of a Manufacturing Hub Sharepoint, shared both by several of EDF’s departments and by the final client in order to improve the information exchange and the management documents
• Carrying out a diagnosis regarding the organisation of the project industrial department, identifying 5 progress undertakings and framing these undertakings
• Conducting some of these undertakings such as improving risk management and building a data visualization system for KPI / activity indicators of the project industrial department using PowerBI

Monthly management committees are considered an added value by the professionals and the Manufacturing Hub is very much appreciated by all players.

An analysis tool to measure the maturity of Major Infrastructure Projects management across 4 axes:
– Organization in charge of major projects
– Major project resources
– Management of a major project
– Response to contingencies

A focused operational approach of 2 to 3 weeks led by an expert, enabling organizations to get to the essentials by providing:
– A visual maturity diagnosis based on targeted interviews or one or more workshops
– A benchmark with other organizations and business sectors where a similar approach has been conducted
– A proposal for priority enhancement initiatives

Sanofi has been using Planisware software to manage its project portfolios, projects and businesses, particularly R&D, for several decades. A major functional simplification project was launched, involving the consolidation of several key Planisware databases and tool version evolution, with an economy of scale logic. Oresys had also previously worked on the initial Planisware implementation project for Sanofi Pasteur.

Oresys supported Sanofi Pasteur to:
– Frame the project and follow it using agile methods
– Ensure process convergence between Pharma and Vaccines entities
– Define the migration strategy and monitor its execution
– Lead the project restructuring initiative to new management standards

The project helped Sanofi manage clinical studies more efficiently by using one shared schedule for both its Pharma and Vaccines teams. The migration to Planisware E7 also achieved cost savings in tool maintenance.

EDF’s nuclear engineering takes part in industrial projects, which can be major maintenance operations on existing plants as well as the construction of new reactors. Project and business management, as well as project portfolio management, were spread over several systems within the departments perimeter (around 1,000 people each).

Oresys took part in a program to improve engineering methods, and implemented a single common system for all departments, to manage projects and activities, project portfolios and major business lines:

• Design, construction, and agile implementation of a Planisware-based system, across departments and projects, incorporating functionalities for structuring, planning, delegating responsibilities, estimating, workload planning, progress monitoring, etc.
• Support for the directors on change management, training engineering, Planisware trainings and deployment
• Planisware improvement and functional and tool enhancements across the years (decision-making reporting, budget preparation and monitoring, ERP interface, risk management, etc.)

The Planisware-based PPM system is now a common frame of reference for the engineering departments as far as portfolio, projects and business lines are concerned. It has improved regularly for 10 years.

The Fécamp offshore wind farm project provides electrical power of approximately 500 MW through its 70 offshore wind turbines for a total investment of €2 billion.

Oresys intervened to establish and facilitate the management system, integrating with the project teams.

The project was managed in a robust, reliable, efficient and integrated manner across planning, budget and risk dimensions. Deviations and variances were identified and addressed through mitigation actions. An opportunity to accelerate the schedule was implemented.

The Fécamp project met the planned delivery dates while respecting the overall budget and annual budget forecasts.