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BAE Systems Ltd
- Project Manager/Assistant Control Account Manager
2015 - maintenant
Integrated to a major military engineering and industrial programme, as assistant Control Account Manager (CAM) on Sensors systems (radars, sonar, antennas) I am BPSS cleared. My job is to take care about all project management related missions and to deputy my manager on various topics within the Control Account area:
Schedule and planning management:
Management of a complete re-base lining activity to re-align CAM area with up to date programme milestones;
Implementation and monitoring of a 12-month CAM schedule in line with the time-related business drivers;
Monitoring and control of the project priorities through the effective management of deadlines and constraints;
Management and monitoring of the overall project workload and delivery rate through the chairing of the regular schedule management reviews;
Definition of project scope and resource plan;
Team management:
3 doted reports (i.e. 3 Engineering Managers) managing a team of 14 project members (i.e. Maritime engineers);
Chairing of the weekly team meeting;
Risk management:
Identification and assessment of all the project related risks;
Implementation and communication to the customers of the risk response through dedicated actions plans;
Circa 15 risks managed through different project areas: processes, team,
IT tools;
Competences/skills developed: project management, programme management, project scoping, workshops management, meeting management, team management, English, Earn value Management Management, Business development, consulting, Prince2, change management, leadership, problem solving.
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Altran UK Ltd
- Project Manager
2014 - 2015
Altran UK Ltd for on behalf of Rolls-Royce Military Aerospace Ltd
I was a key player in a multi-million GBP successful project that is part of an overall transformation programme. My mission was to manage and to coordinate a transfer of technology - and all related documentations - to an external major partner on a 15-month schedule. I acted as the deputy to the Altran Senior Project Manager at a strategic and operational level by managing the project on the following areas:
Project management plan and scope definition:
Definition and implementation of the project strategy in line with the vision of the Programme Manager;
Project scoping based on the collection of business/customers requirements and boundaries;
Definition and quotation of project `Statements of Work';
Maintaining stakeholders engagement through an effective identification, communication and management of respective interests;
Definition of the overall process and supporting tool (Access) objectives to support the transfer of technology).
Schedule/planning management:
Definition, implementation and monitoring of a 15-month project schedule in line with the time-related business drivers;
Monitoring and control of the project priorities through the effective management of deadlines and constraints;
Management and monitoring of the overall project workload and delivery rate through the chairing of the regular schedule management reviews; (98% deliverables on time)
Responsible for change control activities (i.e. re-visiting project schedule to manage customer expectations and re-prioritisations);
Team management:
Definition and implementation of a 30 people resource plan;
4 direct reports (i.e. 4 Team Leaders) managing a team of 26 project members (i.e. Aerospace Engineers, Technical Administrators, IT Engineers);
Definition of the project competences strategy according to the project needs;
Participation to the recruitment and training processes:
Selection of candidates, (ten new starters as-of today)
Leading the project induction path
Supporting identification of training needs and completion of training programme for the project's new starters;
Leading lessons learnt workshops to capture and re-use project best practices : circa 60 lessons learnt captured and re-used;
Risk management:
Definition, implementation and monitoring of the risk management strategy;
Identification and assessment of all the project related risks;
Implementation and communication to the customers of the risk response through dedicated actions plans;
Circa 80 risks identified and managed through different project areas: processes, team,
IT tools;
Communication management:
Organisation and chairing of the project weekly progress meetings with the project leaders, the programme manager and the customers;
Organisation and chairing of the daily visual management progress meetings with the project team;
Participation to the monthly programme management meetings between Rolls-Royce (customer) and Altran senior management team to present the project performance.
Other tasks performed:
Management of a desk moves project;
Active participation to the Altran UK Ltd project management communities to share best practices, lessons-learnt, initiatives.
Competences/skills developed: project management, programme management, project scoping, workshops management, meeting management, team management, English, Customer Relationship Management, Business development, consulting, Prince2, change management, leadership, conflict management, problem solving.
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AIRBUS Ltd
- International Project Leader
2012 - 2013
AIRBUS Ltd - V.I.E (Volunteer for International Experience)
My project sat within the Knowledge Management (KM) department comprising a team of 50 internal consultants and contractors. The main missions of my international project leader position were to establish and implement new business and communication strategies to promote and strengthen the position of the department as a true centre of expertise for the company, and to support the expansion of its scope of activities. During this successful transition period, the main challenge was to ensure the buy-in of the senior management and the team members of the departments.
Project Leader: Customer Relationships Management (CRM)
Definition and implementation of the new CRM strategy for the Knowledge Management centre of expertise;
Definition of the new roles and responsibilities for the dedicated CRM activities;
Manage the transition period to implement the new organisation and to ensure the continuous buy-in of the department stakeholders and team members (10 internal consultants and 40 contractors);
Organisation and chairing of the monthly CRM transition review;
Active management of a 250 KGBP budget dedicated to CRM activities: internal customer markets analysis, customer business needs understandings, customer meetings;
Active management of a dedicated team of 12 contractors to develop and implement the KM services through the organisation.
International Customer Focal point: (internal business manager)
Proactively managed the promotion and development of the KM portfolio within three Airbus divisions: Human Resources, IT and Finance;
Active participation to Airbus internal events as KM representative;
Project Leader: Communication
Definition and implementation of the new Communication strategy in line with the defined CRM vision and strategy;
Definition and implementation of the project communication plan for the overall KM portfolio;
Active management of a 45 KGBP budget dedicated to communication activities:
communication means development,
Contractor management:
3 direct reports (i.e. 3 team contractor leaders) managing a team of 16 project members (i.e. Aerospace Engineers, Technical Administrators, IT Engineers, Advertisers).
Competences/skills developed: project management, change management, Prince2, CRM, communication, organisation management, advertising, stakeholder management, knowledge management, internal consulting, planning management, change management.
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BNP Paribas
- PMO - Officer
Paris
2010 - 2012
During a challenging reorganisation period for this multi-national organisation (i.e. 23 countries), I was an accomplished team member within the Corporate Project Management Office (PMO). I actively acted as the Executive Assistant to the Head of Corporate PMO at a strategic and operational level by ensuring a successful support to the company on the following PMO responsibilities:
Project governance:
Supporting the definition of a new project governance process for the overall company;
Managing the endorsement and the implementation of the new project governance process through a transition period by ensuring the commitment of the corporate management staff and local PMOs;
Advocating and enforcing the new project governance process through the management of the PMOs community of practices;
Acting as the corporate internal focal point on the project governance process for the Arval senior management staff.
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Comexposium
- Chargé d'affaires Gold-Meetings
Paris La Défense
2007 - 2008
Stage fortement tourné vers le métier de commercial qui m'a vu assisté ma tutrice de stage dans la réflexion et la mise en place d'un service de rendez-vous d'affaires sur des salons professionnels. Nos missions étaient :
- Détecter les visiteurs du salon avec un projet de business;
- Détecter les Exposants pouvant répondre à leurs besoins et leurs vendre le service des Gold-Meetings;
- Lors du salon, mettre en relation les professionnels par le biais de rendez-vous individualisé.
Retours de mission:
- Succès de la mission et plébiscite du service par le professionnels.
- Légitimation de l'initiative auprès de la direction de ComeXposium et proposition du service sur d'autres salons.
Retour d'expérience: (préparation de 2 salons):
- Développement d'un état d'esprit de "Customer Focus";
- Stage commerciale qui m'a permis de développer mes capacité de communication, de conviction et de ténacité;
- Mes prises d'initiatives et de responsabilités ont été reconnues et appréciées.
