Customer Stories

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.

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.