CONTEXTEuroclear is a trusted Financial Market Infrastructure providing a secured ecosystem for issuers and investors to transact in a risk-and-cost efficient way. Their international footprint is expanding from Europe, supporting the globalisation of the financial industry. Their strategic ambition is to leverage their systemic FMI capabilities to further strengthen their leading position as a global marketplace. Focusing on the ambition of becoming a FinTech, Euroclear IT has embarked a transformation journey to bring more value to clients, through open and modular architecture, quick innovation, reduced time-to-market, cost-efficient delivery, and world-class cyber-defence.MISSIONEPIC DELIVERY OWNER - Definition, planning, execution, and delivery of large-scale initiatives (epics) - Business, security, technical, organizational, and financial dimensions - Facilitating communication and coordination between teams - Proactive handling of dependencies, obstacles, and risks - Open and transparent communication with stakeholders, senior management, and other stakeholders.TRIBE SCRUM MASTER - Agile transformation of teams, effective application of principles, values, and practices - Coaching, advice, and support for teams - Coordination and alignment of teams towards common goals - Culture of continuous improvement and performance - Organizational change management DIVISIONAL PRACTICE MANAGER (for Project Management) - Development and refinement of project management methodologies, frameworks and standards - Training, mentoring, and coaching of project managers - Implementation of control processes - Evaluation and improvement of practices in line with industry trends, emerging methodologies and feedback

CONTEXTThe Euroclear Group is one of the world's largest securities custody and management system for equities, bonds and derivatives markets. Since the integration of Euroclear and other European custodians into the TARGET2-Securities platform (project supported by the European Central Bank), the European post-trade has become united - it has become more attractive, more competitive, at the cost of increased competition.In the post-T2S era, other markets from Europe (and beyond) are joining T2S to benefit from its economic, technical and operational efficiency. The T2S and Euroclear information systems continue to evolve in a stream of directives and regulations that fall on the back-office market (e. g. MIFID II, CSDR, ANNA, etc.). Opening to non-European investors, optimizing the collateral management (strong collateral assets) and regulating financial markets are becoming strategic concerns.MISSION- Full project lifecycle coverage (~6,000 MD)- Responsibility for key milestones involving Eurosystem and financial institutions- Coordination of pre-project phases (strategy, feasibility, architecture)- Structuring, organization, budgeting, planning - Negotiation of functional/technical resources with Competence Centers- Establishment and monitoring of contractual and financial relations with Partners- Coordination of project implementation teams- Coordination of launches (multi-platform software deliveries, migrations)- Reporting to Senior Management and Sponsors/Clients- Reporting to Governance and external communication (regulators, banking community)

CONTEXTIn the wake of the financial crisis and facing an uncertain situation, the key word for European financial authorities is to boost growth: Europe needs major federative projects. TARGET2-Securities (T2S) is an initiative of the European Central Bank (ECB) which finalises the construction of the European financial market. The project consists in setting up a pan-European securities settlement system: a single technical platform bringing together the 28 central securities depositories (CSDs) around an unique (integrated and harmonised) financial market, abolished borders, a single price (Central Bank currency), reduced delays and risks.The Euroclear Group, the central depository, is the world's largest securities settlement and delivery system on the stock, bond and derivatives markets. Its integration into T2S is a large-scale operation. It represents three marketplaces: Paris, Brussels and Amsterdam - more than 50% of the total volume of transactions on the European market.Within the ISD Euroclear, the T2S program mobilized teams in France and India (Outsourcing nearshore/offshore) for 4 years for a budget of about 92M€ or 130 000 man-days.MISSIONSupport to the Program Management- Operational and financial management- Consolidated monitoring of Scope, Schedule, Budget, Risks, Changes- Declination of the governance strategy (Milestones, Work packages, Task forces)- External communications (Sponsors, Senior Management, Regulators) Support for project managers and department heads- Planning and budget exercice- Transition to a new project management tool- Monitoring of changes, problems and risks- Deployment of tools (KPI), methodologies (traceability), best practices (Whiteboards)Transversal activities (Outsourcing, IT Department)- Outsourcing management: monitoring of deliverables, schedules, contingencies and risks- Implementation of cross-functional processes (management of incidents, defects, milestones)

CONTEXTThe automotive industry is facing a revolution: new players are entering the automotive market with breakthrough technologies. In this context, the PSA Group is compelled to adopt technological innovations, such as the increasingly important integration of intelligent and communicating on-board electronic systems.In this area, Altran supports PSA in its diagnostic activities with 3 Service Centres within the DRD (R&D Department) and the DSP (Services and Parts Department) for an annual turnover of €7.5 million (~50 people).In a tense context where economic performance has become fundamental, the two Groups are setting increasing ambitious goals of flexibility and productivity: Service Centres are restructuring and evolving accordingly.MISSIONTransformation of 3 Service Centres - Evolution towards result-based commitments and business-volume-based invoicing- Deployment of planning tools, processes and indicators- Change management, continuous improvement- Outsourcing development (transfer of activities and ramp-up)Steering and monitoring of implementation - Project portfolio management and QCDR monitoring- Coordination of Governance and Steering Committees- Coaching and support of Project Managers for the security of projectsMonitoring the adequacy of services offered / profitability- Monitoring and optimisation of capacity (load and resources matching)- Internal performance: Hard points & risks - Occupancy/efficiency rate - Growth- External Performance: Delivery Minutes - QCD and Skill Indicators - Service RateSkill monitoring- Set-up of technical reference framework (package sheets, mission sheets, graphs, training)- Development of versatility, capitalisation and exploitation of experience feedback

CONTEXTFor many years, the automotive industry has followed a general trend: increasing the weight of vehicles to meet the needs for comfort and performance. But with the rise of environmental and global warming concerns, regulations have become increasingly demanding, particularly in terms of CO2 emissions. Thus, vehicle weight reduction, one of the most effective levers, is at the heart of Altran's innovation strategy to offer vehicle manufacturers ultra-light equipment, in order to contribute to sustainable mobility.Together with the internal ECOSHELL Research & Innovation Project, Altran forms a consortium of industrial and scientific partners for a project financed by the European Commission. Intended for the development of electric vehicles, the project is based on the use of bio-composite materials with a low environmental footprint.MISSIONDevelopment of new ultra-light and biomaterial-based compounds for electric vehicle projects - Total project cost €4M - Consortium management (10 European partners) - Administration of the financial contribution and distribution of funds- Review of reports and verification of the consistency of project tasks- Monitoring of beneficiaries' activities- Compilation of Periodic and Final Reports- Planning and piloting internal deliverables and activities- Financial management, actual and forecast budget

CONTEXTHeavily impacted by the financial crisis, confronted with the end of government bonus schemes, the automotive industry must reorganize to bounce back: reducing abruptly the volumes in Europe and boosting the production rate for new high-potential markets.To reduce costs and increase flexibility, the Renault-Nissan Alliance relies on a strategic lever: the transition from logistics to global supply chain management. New processes and new developments in information systems are being implemented to enable a collaborative mode of operation with the engineering, sales, purchasing and manufacturing branches. To penetrate new markets, the Alliance must also rely on a strategy of pool purchase, engineering, storage, production and distribution. This involves standardizing all business and industrial processes and building gateways between the Group's information systems. Complex world-wide strategies are emerging: ramp down/up by geographic plates, multi-brand marketing, consortium projects, multi-stakeholder project phasing...MISSIONWithin the Supply Chain World Division- More than 10 industrial projects per year (Russia, India, France, Spain, Morocco...)- Partnership projects: Nissan, Daimler, Dacia, GM, Renault Samsung Motors, Mahindra, Lada.- 35 sites covered - 15 cross-production sites - Process evolutions: 13 Supply Chain businesses - 130 processes and procedures- IT evolutions: 2 strategic IT systems (GPI, SIGNE) - 6 critical IT systems - 10 standard IT systemsManagement of two business segments (10 people)- Project ownership / Project management- Planning and piloting of projects (vehicles/organizations/factories/IT)- Customer relationship management (steering committees / convergence points)- Monitoring of resources, quality, performance and risks- Transformation of Business Segments

CONTEXTWith the fragility of the global economy and the decline of the European market, car manufacturers must improve their ability to anticipate and take an overall view of the company. For the Renault Group, lean, just-in-time and zero-cost are the standards and imply a flawless logistical organization.To this is added the complexity of industrial and IT projects: massive mergers, geographical expansion, new technologies, and the rising share of immaterial and knowledge-based assets.Renault IT Department as to face a threefold challenge:1. Integrating intra-company flows: implementation of a single, all-inclusive information system (ERP) which aligns all the divisions of the company (centralization)2. Integrating inter-company flows: real-time vision of the entire network, sharing of operational and financial data with partners and suppliers (distributivity)3. Exploit new technologies (processors, storage, Web services, interfaces, open standards TCP/IP, XML, RFID, etc.): synchronization of companies, their processes and IT systemsMISSION- Management of Alliance IT projects (Renault/Nissan)- Implementation of major functional and/or technical evolutions- International: FO (United Kingdom, Japan), BO (India), Business (France, Romania)- Support the Business in their transformation (Value Innovation) - IT Marketing- IT functional performance- Definition, optimization and implementation of IT processes- Rationalisation of the application base (IT audit, function point reduction, KPI)- Many trips: plants (Renault, Nissan), suppliers (Dassault, CEA)

CONTEXTWith the emergence of new technologies, medical imaging is undergoing radical changes. Constant advances in research and technology allow for earlier and accurate diagnosis, more targeted and less invasive treatments. GE Healthcare positions itself as a precursor in this mutation.The dominant patterns concern the pathologies of the 21st century (cardiovascular diseases, neurological diseases, cancers...). Processor power increases the speed of acquisition and resolution tenfold. Pattern recognition and image processing algorithms allow very elaborate 3D reconstructions, approaching 4D in near real-time. The applications allow to combine the images (anatomical and functional or from different modalities). The workstations are equipped with innovative solutions for the prediction, prevention and treatment of pathologies (computer-aided detection, computer-assisted diagnosis, expert systems, etc.). Another growth-promoting theme is image networks -medical data archiving and sharing systems.In these areas, GE Healthcare faces competition from major industries (Siemens, Philips, Toshiba…). The competition is on product performance but also on the entire patent portfolio, with a continuous struggle to obtain the regulatory approvals of every country’s medical authority.MISSION- Responsibility for a portfolio of projects and control of their execution- Projects: CT Perfusion (turnover: $14 million) and Volume Share (turnover: $60 million)- Entire Life Cycle: study, development, production, marketing- International environment : US, Europe, Asia- On time delivery, quality, costs, safety (Lean Six Sigma approach)- Legal and Regulatory Management (FDA) - Intellectual Property Management

CONTEXTIn less than a decade, the automotive industry has considerably evolved, with mechanics gradually giving way to on-board electronics and multiplexing. Software updates have become unavoidable and this major turning point forces manufacturers to move towards the connected car. For Renault Group's After-Sales, the challenge is crucial. Because technology is young, malfunctions can be dangerous for the driver as well as for the brand image. Maintenance, diagnosis and repair are very expensive due to lack of experience. Renault's IT department implements remote reprogramming and remote-control tools, central reporting of diagnostic information, diagnostic support systems and technical assistance systems on a Worldwide network.MISSION- Management of all or part of IT and software projects- Identification of challenges, risks and opportunities- Project structuration: milestones, deliverables, responsibilities- Conducti of steering committees and progress meetings - Preliminary studies and drafting of specifications- QCD (quality, cost and delay) gap analysis and action plans- Functional tests and acceptance- Organisation and coordination of deployments- Assistance - Communications - Training

CONTEXTIndia in the 21st century is the world's third largest energy consumer behind China and the United States of America, and its energy needs are constantly increasing.Alstom, one of the world's leading power transmission and distribution companies, is selected by the Southern Region Electricity Board (SREB) to strengthen the South Indian electricity grid. Alstom relies on Alcatel's know-how to put digital intelligence at the service of electricity transmission. The Franco-Indian consortium is thus superimposing a vast telecommunication network on the electrical network infrastructures (copper, optical fibres, multiplexers, LAN/WAN routers, PABX telephony, TNMS monitoring system, etc.). This network allows detecting incidents, isolating faults and restoring traffic on alternate flows - in real time.The project is complex: 5 Indian states, more than 70 sites, with consortium and intercultural management. It is 25 months late in 5 years. The objective is to complete it as soon as possible, while obtaining from the Indian Client the final payment and the regularisation of sureties.MISSION- Project Manager (Business Engineer) on the India-South project (15M€)- Leadership on the Project Team (Site, BE, R&D, Business Managers, Purchasing)- Organisation, planning, follow-up: variance alerts and action plans- Financial and contractual management: budget (margin & result) - Consortium management (local co-payments, subcontractors)- Customer relationship: negotiations on late payment indemnities, litigation claims, payment due dates.- 95% resolution of the 150 technical/contractual points blocking the final payment. - Collection of the final payment (2.5M€) and regularisation of the sureties (1.5M€)- Trips: ALSTOM Systems: Noida, Hyderabad - POWERGRID Corporation: Bangalore

- Technical and business proposals (various scale contractors)- Boarding: references packaging, setting-up (solutions, methodologies, quality, KPI,....)- Business plan: economic valuation, costing, achievable margin (Bid/No-Bid), risk analysis (Go/No-Go)- Strategic partnerships development : grouped responses, centralized billing - Customer loyalty, monitoring on opportunities

CONTEXTInformation systems are transforming and accompanying the transformation of the entire company. Within Renault's IT teams, the operational quality of applications is guaranteed by two objectives: integration and industrialization.Integration. Faced to the incessant arrival of new technologies, there is the challenge of making the existing computer base cohabit with modern systems. Old mainframes must work with Internet-based technologies (intranet/extranet web services). Also, machines and software from different eras communicate through interfaces that are also evolving.Industrialization. To effectively deploy new information systems, to maintain and improve existing systems, it is necessary to industrialize the deployment of applications and their technical bases (bearing in mind the time-to-market). Industrialization extends to technical acceptance and sometimes includes the automation of business tests.MISSION- Coordination and applicative support for business, developers, production and operations- Communication of operability recommendations to the Project teams- Organization of technical acceptances - Integration of hardware/software/system upgrades- Development of Operational files – Implementation of a technical reference framework- Performance, volume analysis and monitoring - robustness testing and load test- Progress solutions : quality, productivity indicators, automation

The CETIM, technical centre for the mechanical engineering industries has been created in order to link scientific research with industry, to promote technological progress and to provide companies with the means and skills required to increase their competitiveness.These objectives are translated into missions of anticipation and innovation. Anticipation is organized around a strategic watch of technologies and markets. Innovation includes work in partnership with the scientific community, major federating projects, sectoral and multisectoral R&D activity, the development of human potential and material resources. One of the promising areas in which CETIM is working with Altran is the shape memory alloys. These highly promising materials have a wide range of uses from robotics to medical applications.MISSIONProject appraisal and set-upState of the art: bibliographic studies - interviews with researchers, workshops - benchmarking: materials, functions, processes, constraints and applicationsMarket research: industries concerned, geographical location - interviews with suppliers, prime contractors and subcontractorsImpact studies: identification of technical and economic risks - evaluation of costs (cost price, investment, depreciation)Set-up of industrial partnerships and steering groups to produce small/medium series devices at competitive prices

CONTEXTThe Joint Theatre Level Simulation (JTLS) is used to simulate joint, combined, and coalition civil-military operations at the operational level. Used for civil/military simulations and humanitarian assistance/disaster relief scenarios, JTLS is an interactive, computer-assisted simulation that models multi-sided air, ground, and naval resources with logistical special operation forces and intelligence support. The primary purpose of JTLS is to create a realistic environment in which agency staff can operate as they would within a real-world or operational situation. A training audience conducts a scenario or event to practice their ability to coordinate various staff functions.JTLS has been developed by ROLANDS & ASSOCIATES Corporation for the US Army. In partnership with the US Army, the NC3A (NATO) and Capgemini Netherlands, the French Ecole de Guerre (War School) is adapting the simulator for their own needs and strengths. The tool must be adapted and demonstrate that it meets the requirements of the French Strategists within 9 months.MISSIONFunctional and technical analysis of the simulation tool and its componentsDevelopment of a war scenario:- Analysis of French needs - participation in drafting specifications- Modelling of terrain, command structures, units, weapons systems...Creation of test protocols and simulation validation (quality and stability)Design of an intranet site dedicated to exercises: real-time monitoring Organisation of a major simulation exercise (~50 officers) – trainings