Customer Stories

Sanofi has been using the Planisware software solution to manage projects, portfolios, and business functions for several decades, especially in R&D. A major initiative has been launched to simplify functionalities, consolidate databases, and upgrade the tool to achieve economies of scale.
Historically, Oresys supported the vaccine division in successfully implementing Planisware for the first time, across an international scope. The new challenge was to assist it in delivering a high-stakes transformation project. This division operates 12 manufacturing sites producing over 2.5 million vaccine doses daily.

Oresys contributed by:
• Framing and managing the project with agile methods
• Aligning processes between the Pharma and Vaccines divisions
• Defining and executing the migration strategy
• Restructuring projects to meet new governance standards

The project enabled Sanofi to :
• Manage cross-divisional clinical studies more efficiently
• Migrate to Planisware E7
• Reduce maintenance costs

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 Fecamp offshore wind farm project will provide approximately 500 MW of electricity through its 70 offshore wind turbines, with a total investment of €2 billion.
Oresys supported the project by establishing and managing the project management framework, fully 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, and opportunities to accelerate the schedule were implemented.

The Fecamp project met the planned delivery dates while staying within the overall budget and annual budget forecasts.

The Infrastructure, Water and Environment Department of VNF decided to implement an Investment Project Portfolio over a 6-year timespan using the Triskell project portfolio management tool, in order to centralize and prioritize the projects within a single platform.

Oresys supported VNF in setting up its portfolio in Triskell, in developing a methodology for prioritizing the VNF various investment projects, in organizing an investment and budget arbitration seminar.

Oresys’ expertise in project portfolio management and strategic portfolio management (PPM / SPM) enabled VNF to establish a shared, coherent, multi-year view of its portfolio, fully leveraging the deployed tool.

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.

Air Liquide launched the SLIM program to ensure compliance with electronic invoicing (e-invoicing) reform requirements across its European subsidiaries (75 French subsidiaries, around twenty subsidiaries in Spain, Belgium and Germany), meeting the defined deadlines and conforming to each country’s specific requirements.

Air Liquide enlisted Oresys to support the compliance program framework: understanding the reform, grasping the European standard and its impact on processes, data and systems (supplier invoice processing systems and billing systems), defining compliance workstreams, organizing the program (roles and responsibilities at subsidiary, country and group levels)… Oresys also supported the program management in cross-functional program oversight and drafting business requirement specifications to evolve supplier invoice processing and sales invoice generation systems, preparing to receive or generate invoices in the correct format.

METRO Connect, METRO France’s cross-functional change management unit, collaborates on strategic projects, providing clarity, consistency and expertise. Among its missions:supporting transformations and enabling projects landing by co-constructing tailor-made change support processes, with the ambition of internalizing expertise and continuously innovating.

Oresys first provided support in defining and enriching METRO Connect’s service offer, clarifying objectives and formalizing the change diagnosis approach. The Oresys team then worked on implementing and coordinating the governance of the METRO Connect unit. Support was then provided through change diagnoses, support cockpits and community animation.

Thanks to its knowledge of the customer context, and its recognized expertise in change management, Oresys was able to ensure the operational implementation of the METRO Connect unit. The Oresys team’s ability to take a step back and understand the multi-project vision enabled it to provide solutions tailored to the success of METRO’s projects.

At Eiffage, the transformation of the HR function must go through an implementation of an expertise and career management solution. Every employee is impacted (around 70,000 people), including the HRs and managers.

Oresys supported one of the Group’s branches in the project management and solution deployment: coordination between the Branch and Group actors, help in the design of the solution, leading steering bodies, etc. Oresys also took charge of change management: cartography of the impacted populations, definition of the change management strategy and of the upskill and communication plan. Oresys trained over 1,600 HRs and managers and guided them at the start.

Oresys’s support contributed to the professionalization of the HR function thanks to more structured, more empowering processes and better adapted tools.

DCI, the French Ministry of Armed Forces’ reference operator for transferring French military know-how internationally, launched a project to overhaul its Finance ERP and CRM in order to improve efficiency and production of business processes, harmonize operating methods within the Group and more broadly modernize DCI and support its growth.

Oresys supported DCI’s 900 employees in implementing Workday and Salesforce. Facing the complex challenges of a growing company, Oresys coordinated and supported DCI’s business and IT project managers in project oversight (project planning, risk monitoring, work and action tracking), as well as in building a change management strategy adapted to population characteristics and taking into account the fulfillment factor. Oresys also implemented a user barometer and established club-format rituals to listen to users and gather expectations and needs throughout the project.

Thanks to its strong change management experience, Oresys ensured consistency across the 4 impacted project domains of Finance, Procurement, Project Management and CRM, while defining and executing a change management and training strategy, notably through Oresys’s tools like RightChange® and POP®.

• Ensure that contracts with suppliers, partners and customers are properly secured,
• Refocus the role of jurists on strategic contracts for the Group,
• Empower contract applicants to set up non-strategic contracts.

In this context, Oresys was involved in steering the project, defining the target processes and associated organization, and deploying them in each of the Group’s department. In particular, this involved setting up a tool to help identify the right type of contract, and post-deployment support for contract applicants within the business lines.

The project has been deployed in the Group’s most important departments in terms of volume and criticality of contracts, and over 70% of those affected (both business units and legal staff) have noted a positive impact of the project on their day-to-day work.

On becoming Chairman of the Ramery Group, Matthieu Ramery defined a new trajectory for the company and a long-term strategic plan. Ramery’s General Management asked Oresys to contribute to the formulation of the Group’s strategy and the creation of the transformation program. The program materializes this ambition through 19 cross-functional transformation projects, affecting all aspects of the Group over the next four years: operational efficiency, managerial transformation, digitization, etc.

Oresys played a key role in supporting Ramery in defining and implementing the program. This involved the organization of several seminars with Management, the creation of the Group’s Strategic Map, the definition of the program’s projects and the Group’s development strategy.

The adoption of a collaborative and participative approach fostered ownership of the projects by the entire organization. The commitment of Ramery’s top management was essential in selecting the appropriate projects and defining the transformation program that met the company’s ambitious vision.

VNF’s Infrastructure, Water and Environment Department (DIEE) decided to implement an “Investment Project Portfolio” (IPP) via the Triskell project portfolio management tool to centralize and arbitrate the organization’s projects in a common tool.

Oresys supported VNF in implementing its IPP under Triskell and building an arbitration method for the organization’s various investment projects, culminating in organizing a budget and investment arbitration seminar.

Oresys’s expertise in project portfolio management (PPM / PFM) enabled VNF’s DIEE to develop a shared and coherent multi-year vision of the portfolio, leveraging the deployed tool.