Pilotage de projets
Methodologie
L'approche présentée est taylorisé au contexte de chaque projet
Pre-Project phase
- Viabilité du projet
- Compréhension du contexte du projet, l'environnement et les attentes des clients
- Définition d'une approche et un plan de projet de haut niveau
- Identification des risques et défis majeurs
- Définition des étapes et la méthodologie de la phase d'initialisation
Initialization phase
- Mise en place de la gouvernance du projet
- Définition des variables du projet
- Définition des modèles de reporting
- Définition du processus d'escalade
- Définition des canaux de communication
- Définition de l'approche de développement (AGILE, cascade, hybride)
- Définition des rôles et responsabilités (RACI)
- Identification des principaux livrables
- Définition d'une roadmap du projet
- Définition de la stratégie de conduite du changement (Plan de formation, de communication, supports cibles...)
- Identification et structuration des besoins de personnalisation des clients
- Plan de gestion de projet C
- Stratégie de tests
- Stratégie de migration
Build phase
- Définition de la planification et du contenu des version du projet
- Priorisation des exigences
- Planification (Release, sprint, lot...)
- Contrôle des progrès et de la qualité
- Gestion des risques et des problèmes
- Gestion des modifications
- Exécution de la stratégie de conduite du changement
Final phase
- Phase d'UAT finale
- Activités de migration
- Basculement et déploiement en production
- formation finale et mise en palce du support aux utilisateurs
- Transfert vers l'équipe de de production
- Cloture du projet
- Période de stabilisation
Projets majeurs
QBE Insurance
Duration: 18 months from end of 2012 to 2014
Budget: 3.5 M€ / 2 900m.d
Customer portal link: https://tradecredit.qbe.com/herakles/do?action=Login
My roles were Business Project Manager and Product owner
Problem Statement
- QBE Insurance current Credit Solution had following pain points:
- Too many hand-offs and unclear end-to-end accountability
- No single source of truth
- Cost of maintenance and long term support; increasing
- Out dated systems (AS 400)
- Weak data management
Objectives
QBE was seeking a single integrated platform to handle their Trade Credit Business to achieve:
- Optimal and digitized customer experience
- Establishment of a global group platform
Scope
Internal Insurance processes as well as customers and intermediaries experiences through three dedicated portals covering the following business areas across APAC, EMEA, NA, India
- Commercial Underwriting
- Risk Underwriting
- Policy management
- Claims
- Product management
- platform administration
Key Success factors
- Clear vision of program delivery and implementation plan
- Strong support from sponsors
- Clear understanding transformation challenges and impacts for people
- Cost and Budget provided for full program of work
- Dedicated project core team on client side
- Strong empowerment of the core team to make decision on behalf of the business
- Shared Integrated plan
- Partner relationship
- Trust
Challenges
Main challenges were:
- To design and develop the solution at the same time. Most of the modules of core OOTB platform were not developed at that time yet
- To incorporate all regions requirements in one global system
Solutions put in place to limit risk and ensure a proper execution and delivery:
- Onsite discovery workshops within the different regions
- Definition of the WBS by modules and business value for the client
- Build of a Proof of concept on a limited scope
- Support the client to move from a traditional waterfall approach to an agile scrum approach
- Organize regular onsite workshops
- Regular requirements reviews and prioritization
- Project scope adaptation to incorporate changes
- Provide onsite support for testing
Outcome
For the first time QBE had a competitive advantage of having a single cloud platform to handle all their trade credit business across all regions with integrated workflows and aggregated exposures
Export Development Canada (EDC)
Duration: 36 months from end of 2013 to mid 2017
Budget: 15 M€ / 12600 m.d
Customer portal link: https://cis2.edc.ca/herakles/do?action=Login
Customer testimonial: https://www.youtube.com/watch?v=XW7DwcwGVWw
My roles were Business Project Manager and Product owner
Problem statement
EDC had the following pain points
- The legacy systems were reaching ends of life
- Architecture was complicated
- Systems were not fully integrated
- Processes were not automated
- The customer experience was poor and not a priority
Objectives
EDC was seeking a new integrated platform to:
- manage their Accounts Receivable Insurance policies portfolio
- Improve and digitize customer experience
- Speed up the commercial underwriting process
- Centralize the data
- Rationalize and factorize their insurance products
Scope
Internal Insurance processes as well as customers and intermediaries experiences through three dedicated portals covering the following business areas:
- Commercial Underwriting
- Risk Underwriting
- Policy management
- Claims
- Product management
- platform administration
Key Success factors
- Clear vision of program delivery and implementation plan
- Strong support from sponsors
- Clear understanding transformation challenges and impacts for people
- Cost and Budget provided for full program of work
- Dedicated project team on client side
- Shared Integrated plan
- Partner relationship
- Trust
Challenges
The main challenges were:
- A scope driven project but within a dedicated budget
- A long project over 3 years. We had to keep people motivated and trust on our ability to deliver
Solutions put in place to limit risk and ensure a proper execution and delivery:
- Onsite discovery workshops
- Put in place and configure a sand box environment based on the standard system for users to appropriate the product
- Perform Interviews with all staff
- WBS broken down by modules and business value for the client
- Leverage of the existing standard system to identify gaps, requirements and support workshops
- Monthly business workshops to dig into design details
- Provide guidelines to rationalize insurance products
- Advise in defining full digitized customer experience
- Implementation an agile scrum organization
- perform demos of the product to show concrete progresses
- perform regular training to prepare for testing periods
- Provide onsite support for testing
- Adapt the project management approach to incorporate late changes in the organization and scope
- Increase the development capacity to deliver more with good quality
- Integrate both teams as one team and attend to mutual rituals (daily scrums, retrospectives, scrum of srums...)
Outcome
For the first time EDC was able to manage its portfolio in an efficient way while focusing on customer experience and customers a high quality of services
Zurich North America (ZNA)
Duration: 14 months over 2018 and 2019
Budget: 2.6 M€ / 2 200m.d
My roles were Project Director and Business expert
Problem Statement
Zurich had the following pain points
- No core system with integrated workflows
- No single source of truth
- Home made applications but not maintained due to loss of knowledge
- Weak customer portal experience
Objectives
Zurich was seeking a single integrated platform to:
- Manage US, Canada and UK Short term Multi Buyer policies portfolio
- Extend the system to manage political risk portfolio
- Improve and digitize customer experience
- Centralize the data across the regions
- Improve reporting capabilities
Scope
Internal Insurance processes as well as customers and intermediaries experiences through three dedicated portals covering the following business areas across the US, Canada and the UK
- Commercial Underwriting
- Risk Underwriting
- Policy management
- Product management
- platform administration
Key Success factors
- Clear vision of program delivery and implementation plan
- Cost and Budget provided for full program of work
- Buy-in from Program Sponsors
- Dedicated project core team with high implication of the business
- already Identified, at a early, customization stage and system enhancements
Challenges
The main challenge was to build new system modules and processes to support US regulatory and specific market approach while implementing the system and few customization
Solutions put in place to limit risk and ensure a proper execution and delivery:
- Organize onsite discovery workshops with all stakeholders
- Definition of the WBS by modules and business value for the client
- Leverage the standard system to identify gaps and requirements and support workshops
- Advise to adopt standardized processes
- Advise in defining standardized task workflows
- Organize regular onsite business workshops to dig into designs details
- Implement an agile scrum organization
- Perform regular demos of the product to show concrete progresses
- Dedicate a specific scrum team to the system enhancements to support US marker processes and regulatory
- Prioritize requirements all along the project to incorporate late changes
- Provide onsite support for testing periods
- Provide onsite training at each delivery of the increments
Outcome
For the first time Zurich North America had a single integrated system with digitized workflows and processes across US, Canada and UK
Etihad Credit Insurance (ECI)
Duration: 4 months over 2018 - 2019
Budget: 300 K€ / 260 m.d
Customer portal link: https://cis.eci.gov.ae/herakles/do?action=Login
My role was Project Director
Problem Statement
ECI wanted to start its credit insurance business but had no platform to support any of the business processes
The platform needed to be easy and quick to implement minimizing changes
Objectives
ECI was seeking a robust and integrated platform, able to cover all business processes and workflows as well as a full digital on-boarding process through an online portal, to start and grow their Trade Credit Business
ECI wanted to support the organization to be setup with the platform
Scope
Internal Insurance processes as well as customers and intermediaries experiences through three dedicated portals covering the following business areas:
- Commercial Underwriting
- Risk Underwriting
- Policy management
- Claims
- Product management
- platform administration
Key Success factors
- Strategic project with full support of top management
- Cost and Budget provided for full program of work
- Minimum Viable Project
- Robust and proven platform
Challenges
The main challenges where linked to the project context:
- First of a kind project where I had to implement a standard system while experimenting a dedicated project management approach
- Standardization of the project management approach
- First project in Middle-East with related cultural aspects
Solutions put in place to limit risks and ensure a proper execution and delivery:
- Prepare standardized templates of reporting tools, documentation and deliverables
- Identify a very limited set of configuration points to be discussed with the client
- Stick to the standard design (MVP) and schedule customization after Product ion start
Outcome
Implementation of the standard Trade Credit system with integrated workflows and a full digitized user experience
American International Group (AIG)
Duration: 18 months over 2020 and 2021
Budget: 4.2 M€ / 3 500 m.d
My role was Project Director
Problem Statement
AIG had the following pain points
- No core system with integrated workflows across regions
- Out-dated systems
- No integrated systems
- Complicated infrastructure
- No single source of truth
Objectives
AIG was seeking a single integrated platform to:
- Manage all it entities across the world
- Improve and digitize customer experience
- Centralize the data across all regions
- Improve reporting capabilities
Scope
Internal Insurance processes as well as customers and intermediaries experiences through three dedicated portals covering the following business areas across APAC, EMEA, NA, India, China
- Commercial Underwriting
- Risk Underwriting
- Policy management
- Claims
- Product management
- platform administration
Key Success factors
- Clear vision of program delivery and implementation plan
- Strategic program with full support of top management
- Cost and Budget provided for full program of work
- Dedicated project core team on client side with a high implication of the business
- Shared Integrated plan
Challenges
The main challenges were take into consideration all countries specificity:
- Each Country regulatory
- Local interfaces to local downstream systems
- China political risks
- local business processes
Solutions put in place to limit risk and ensure a proper execution and delivery:
- Organize onsite discovery workshops within different regions
- Put in place and configure a customer sand box environment based the standard system for users to appropriate the tool
- Definition of the WBS by modules and business value for the client
- Leverage the standard system to support requirements gathering and workshops
- Organize regular onsite business workshops to dig into designs and requirements
- Implement an agile scrum methodology
- Organize frequent demos of the systems to show concrete progresses to all regions
- Prioritize requirements to incorporate late changes as much as possible
- Increase team capacity to allow more changes than anticipated
- Implement a dedicated instance for China
- Adapt the approach and organize remote support calls, workshops, demos and training due to covid 19 situation including extending the project timeline
Outcome
For the first time AIG has a single integrated system across all regions with
- Common digitized workflows
- Standardized and automated processes
- Common customer and intermediary portal
Export Guarantee of Egypt (EGE), Egypt
Hollard Insurance, South Africa
Liberty Mutual, US (Chicago, New York)
Allied World Assurance Company (AWAC), US (New York)
For each of those four projects the following performance variables were very similar
- Duration: < or = 12 months over 2020 and 2021
- Budget: 150 K€ / 100 m.d
My role was Project Director
Problem Statement
Each of the four insurers had started their credit insurance activity without integrated system, meaning:
- no reporting capabilities across their portfolio
- no workflow
- no portal to offer to their customers
Objectives
They were seeking an integrated platform to handle and grow their Trade Credit Business
Scope
Internal Insurance processes as well as customers and intermediaries experiences through three dedicated portals covering the following business areas:
- Commercial Underwriting
- Risk Underwriting
- Policy management
- Claims
- Product management
- platform administration
Key Success factors
- Full support from top management
- Budget and cost defined for the full program of work
- MVP (standard system) to implement with none or limited customization
- Improved project management methodology
Challenges
The main challenge was to deliver the project during the Covid 19 situation, preventing from meeting people face, working closely with project team members
Solutions put in place to limit risk and ensure a proper execution and delivery in addition to common project management processes:
- Leverage all digital tools we had to perform calls, workshops and training remotely
- Put in place and configure a sand box environment close to the production enthronement for users to start using the system at a very early stage
- Prioritize requirements, remove or postpone complex requirements to keep MVP scope simple and doable to secure client GO LIVE
- Provide guidance in setting up task workflows and insurance products
- Anticipate and extend the project timeline taking into consideration
- a lower productivity and,
- latency in exchanges
- Provide multiple training sessions for users to feel comfortable with the product
Outcome
Implementation of the standard Trade Credit system with integrated workflows and a full digitized user experience
Transform And Change - SIRET 898 070 784 00019 - APE 7022 Z R.C.S Versailles 8798 070 784 - N°TVA Intra. FR19898070784
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