Concretely?

The SPN department is responsible for supporting digital initiatives and managing the associated project portfolio. Each year, it defines and monitors the division’s digital roadmap in order to provide an effective and consistent response to business needs.

This roadmap is built both on the needs expressed by the business teams to SPN and on the strategic master plan defined in collaboration with the national delivery organization.

Since 2022, Oresys has been supporting EDF DIPDE in defining its annual digital roadmaps, regularly tracking progress against objectives, and communicating results to the Executive Committee (CODIR). In addition, Oresys has played a key role in supporting several digital projects from the scoping phase onward, including: establishing a DIPDE Data/AI governance framework; scoping and managing a project to interface two information systems; scoping the digitalization of the production of technical and documentary deliverables; producing the division’s information system landscape; and conducting cybersecurity awareness initiatives.

The collaboration between Oresys and DIPDE has enabled the prioritization of DIPDE’s major digital transformation initiatives and the effective launch of projects.

The City of Marseille aims to modernize its occupational health management by transitioning from paper-based records to a fully digitized solution. This initiative addresses key challenges: meeting regulatory requirements, securing sensitive data, and improving the monitoring of medical activities.
Oresys supported the City of Marseille in defining the needs of two medical departments and selecting the most suitable solution on the market. This phase enabled the implementation of a new Medical Information System.
We contributed to the design alongside the software vendor, supported data migration, organized testing phases, and prepared and facilitated the change management process. Oresys played a crucial role in guiding teams as they adapted their practices to the new system.
This collaboration resulted in the deployment of a Medical Information System that enhances the monitoring of the City’s 15,000 employees by streamlining the management of medical records.

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.