Building Professionalism in project management.

TM

Project Management Institute

Headquarters Four Campus Boulevard, Newtown Square, PA 19073-3299 USA Tel: +610-356-4600, Fax: +610-356-4647 E-mail: pmihq@pmi.org, Internet: www.pmi.org

Name for correspondence from PMI:

Prefix First Name Middle Name Suffix Preferred E-mail Address

Mr.
Last Name

Yannick

Le Pogam
Preferred Phone Number

41 79 2507515

yannicklepogam@gmail.com

Contact Information (Home):

Address Line 1

Chemin de la Chiesaz 7
Address Line 2 Address Line 3 City State/Providence/Territory Zip/Postal Code

ECUBLENS
Country

CH-1024

Switzerland

Contact Information (Work):

Address Line 1

Chemin de la Chiesaz 7
Address Line 2 Address Line 3 City State/Providence/Territory Zip/Postal Code

ECUBLENS
Country

CH-1024

Switzerland

Name as it should appear on your Certificate:

Name on Certificate

Yannick Le Pogam

Person: #512930/Application: #579640

Page 1 of 25

Generated: 23 Feb 2008

Building Professionalism in project management. TM

Project Management Institute

Headquarters Four Campus Boulevard, Newtown Square, PA 19073-3299 USA Tel: +610-356-4600, Fax: +610-356-4647 E-mail: pmihq@pmi.org, Internet: www.pmi.org

Attained Education:
Highest level of education attained Year degree was awarded PMI Accredited?

Masters
Name of High School, College, or University

2000

No

Groupe ESC Chambery

Address Line 1

Savoie Technolac
Address Line 2 Address Line 3 City State/Providence/Territory Zip/Postal Code

Le Bourget du Lac
Country

73381

France
FieldOfStudy

Business

Person: #512930/Application: #579640

Page 2 of 25

Generated: 23 Feb 2008

Building Professionalism in project management. TM

Project Management Institute

Headquarters Four Campus Boulevard, Newtown Square, PA 19073-3299 USA Tel: +610-356-4600, Fax: +610-356-4647 E-mail: pmihq@pmi.org, Internet: www.pmi.org

Project Experience
WebHouse: OVERVIEW
Started Through

Dec 2000
Project Role

Mar 2001
Primary Industry

Project Manager
WebHouse: ORGANIZATION DETAILS
Job Title

IT/Software

Project Manager
Organization Name

Orange
Address Line 1

Av GP
Address Line 2 Address Line 3 City State/Providence/Territory Zip/Postal Code

Lausanne
Country

1000

Switzerland
Phone Number

41 21 2161010
Contact Name Contact Relationship

-- select -Contact E-mail Contact Phone Number

Person: #512930/Application: #579640

Page 3 of 25

Generated: 23 Feb 2008

Building Professionalism in project management. TM

Project Management Institute

Headquarters Four Campus Boulevard, Newtown Square, PA 19073-3299 USA Tel: +610-356-4600, Fax: +610-356-4647 E-mail: pmihq@pmi.org, Internet: www.pmi.org

Program Experience
Program Self-services: OVERVIEW
Budget Direct Reports Direct PMs

$1,380,000.00
Started

20
Through

5 Aug 2006
Primary Industry

Jan 2002
Project Role

Project Manager
Strategy

IT/Software

Develop Self-services
Program Self-services: ORGANIZATION DETAILS
Job Title

Program Manager
Organization Name

Orange Communications SA
Address Line 1

Avenue Gratta-Paille 2
Address Line 2 Address Line 3 City State/Providence/Territory Zip/Postal Code

Lausanne
Country

1000

Switzerland
Phone Number

41 21 216 x1010
Contact Name Contact Relationship

Manager/Director
Contact E-mail Contact Phone Number

eric.belloy@orange.ch
Program Self-services: HOURS
Defining Domain Initiating Domain Planning Domain

41 21 216 x1010
Executing Domain Controlling Domain Closing Domain

124.00

309.00

1,668.00

2,347.00

1,297.00

432.00

Program Self-services: PROJECTS

Person: #512930/Application: #579640

Page 13 of 25

Generated: 23 Feb 2008

Building Professionalism in project management. TM

Project Management Institute

Headquarters Four Campus Boulevard, Newtown Square, PA 19073-3299 USA Tel: +610-356-4600, Fax: +610-356-4647 E-mail: pmihq@pmi.org, Internet: www.pmi.org

Experience Summary Statements

Question:
Describe the characteristics of <strong>a program that you managed</strong> and that consisted of multiple related projects. In your answer, please describe:<ul><li><strong>Your</strong> program and its multiple related projects</li><li>How <strong>your</strong> program related to the company's strategic business and/or organization's objectives</li><li>How the projects added value to <strong>your</strong> overall program</li></ul>

Answer:
The Self-services (SelfCare) Program was run to develop and launch automated electronic customer relationship management (eCRM) solutions for the overall Customer Relations department but also for the other business departments, and to integrate them as efficiently as part of the overall customer relationship management (CRM) initiatives of the Company. The scope of this 5 years' Program was to facilitate customers' access to their account information in 4 languages on several channels like Internet, SMS and voice platforms. It was composed by more than 20 related projects ending with 16 millions CHF direct cost saving for the company with only 1.5 millions CHF investment. The strategic achievements were the reduction of the customer relations department workload by 115 full time equivalents (to compensate a 400 people on going social plan), the increase of 30% the customer satisfaction level and the improvement of 40% the customers' requests on-line treatment.

Question:
Describe how <strong>you managed your program</strong> that spanned functions, organizations, geographic regions, and cultures. In your answer, please address:<ul><li>How <strong>you</strong> managed cross functional teams from different organizations, regions and cultures</li><li>What difficulties <strong>you</strong> encountered and how <strong>you</strong> overcame such difficulties</li></ul>

Answer:
In Switzerland there are 4 official languages and a lots of opposed mentalities. The Company is international and multi-cultural. The Program has achieved an outstanding performance by reaching the set goals despite some severe technical, organizational and relationship issues. The challenge was to create and maintain a team oriented solution-driven environment, inclusive coordination for 20 specialists cross-functionally. The barriers were the highly political environment (formal and written communications), the constant change within the organization (frequent line managers and sponsor changes, strike, social plans) and the geographic split of the team. The trust within the team was crucial. I used a participative management style and I made efforts managing the different cultures and thinking of the people. Some strategic and political relationships with key stakeholders were needed to reinforce the decisions I had to take instead of the lacking management.

Person: #512930/Application: #579640

Page 20 of 25

Generated: 23 Feb 2008

Building Professionalism in project management. TM

Project Management Institute

Headquarters Four Campus Boulevard, Newtown Square, PA 19073-3299 USA Tel: +610-356-4600, Fax: +610-356-4647 E-mail: pmihq@pmi.org, Internet: www.pmi.org

Question:
Describe how <strong>you built and maintained credibility and rapport</strong> with all internal and external stakeholders within the program that <strong>you</strong> managed. In your answer, please address:<ul><li>How <strong>you</strong> applied program management processes</li><li>What management and/or leadership techniques <strong>you</strong> used</li><li>How you gained trust and confidence from <strong>your</strong> sponsor, peers, and subordinates?</li></ul>

Answer:
The credibility and the rapport with the stakeholders were maintained essentially by the communications and the respect of the Program management process. The Program charter was established and validated by the top management including the expected contribution to the Company benefits. The main vice-presidents and directors were involved to identify the key strategic areas and to determine the high level scope of the Program. All the stakeholders were informed about the mission and the vision and therefore they could understand the value of each Project and contribute to it. The available internal and external experts have actively participated to the initiation and planning of every Projects. The trust and confidence with the sponsor, the peers and the subordinates came from the good understanding of the environment, the participative management style and the professionalism (quality of the planning, the reporting and the escalations). The finger pointing was forbidden.

Question:
Describe how <strong>you selected and assigned project managers</strong> to component projects. In your answer, please address how <strong>you</strong> evaluated and assigned project managers.

Answer:
More than half of the Projects in the Self-services Program were highly technically related. Therefore the skills needed were defined by type of activities at the Program level and the assigned resources were frequently working on several Projects. As example the security systems had to work on all the channels (Internet, SMS, Voice platforms). On the contrary the telephony systems and the Internet systems were managed separately despite the fact that the overall concept remained the same in the both. The resources assignment was done by the management with the support of the Project Management Office according to the skills requirements. The resources were taken from several internal divisions and from externals. The sponsor took the responsibility to obtain the agreement of the different heads of departments. The evaluation was done by the line managers but the work on the Self-services Program was specifically taken in account and my comment was required.

Person: #512930/Application: #579640

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Generated: 23 Feb 2008

Building Professionalism in project management. TM

Project Management Institute

Headquarters Four Campus Boulevard, Newtown Square, PA 19073-3299 USA Tel: +610-356-4600, Fax: +610-356-4647 E-mail: pmihq@pmi.org, Internet: www.pmi.org

Question:
Describe how <strong>your program stayed in alignment</strong> with strategic business and/or organizational objectives. In your answer, please address:<ul><li>Which monitoring techniques <strong>you</strong> used to validate and maintain alignment</li><li>How <strong>you</strong> applied corrective actions to maintain alignment</li></ul>

Answer:
The strategic business and organizational objectives of the Self-services Program was to reduce the customer relations department workload by 100 full time equivalents, to increase about 30% the customer satisfaction level and to improvement about 40% the customers' requests on-line treatment. A strong reporting was in place to collect and display information about the number of visits on the Internet Self-services, the numbers of calls handled per day by the systems on the Call Centers and the number of SMS sent. This gave us the real impact of each action (full time equivalent). We could compare the reporting with the planed figures and eventually take relevant corrective actions. All the corrections had to follow a change management process. The customers satisfaction level was calculated the same way to all the competitors in Switzerland and the corporate objectives were directly linked to it. We also run some regular end-users acceptance tests, audits and benchmarks.

Question:
Describe how <strong>you controlled your program's scope</strong>. In your answer, please address:<ul><li>How <strong>you</strong> defined <strong>your</strong> program's scope</li><li>How <strong>you</strong> controlled and managed change in <strong>your</strong> program's scope</li><li>How <strong>you</strong> managed the influence of component projects' scope change on <strong>your</strong> program</li></ul>

Answer:
The main vice-presidents and directors were involved to identify the key strategic areas and to determine the high level scope of the Program. A Program Work Breakdown Structure was done with the available internal and external experts, and then a WBS has been done for each Project. At this point the technical capabilities became the drivers of the Program's scope because we had to group the deliverables by complexity of implementation. As example the telephony systems could not support the entire requirements on the voice systems because an entire telephony systems upgrade was necessary before. Another example is the security systems Projects, which were a prerequisite to all the other Projects. The Projects were divided by channels and by releases. All the changes had to follow a formal change request process where the overall impact was analyzed and the validation from the sponsor and the relevant heads of the concerned departments were mandatory.

Person: #512930/Application: #579640

Page 22 of 25

Generated: 23 Feb 2008

Building Professionalism in project management. TM

Project Management Institute

Headquarters Four Campus Boulevard, Newtown Square, PA 19073-3299 USA Tel: +610-356-4600, Fax: +610-356-4647 E-mail: pmihq@pmi.org, Internet: www.pmi.org

Question:
Describe how <strong>you integrated projects</strong> to the overall benefit of <strong>your</strong> program. In your answer, please address:<ul><li>How <strong>you</strong> planned and implemented constituent projects for the benefit of <strong>your</strong> program</li><li>How <strong>you</strong> managed and optimized the sharing of resources (such as financial, physical, equipment, human) across constituent projects</li></ul>

Answer:
The Projects priorities were defined according to the impact on the benefits (the Interactive Voice Response applications could reduce a lots of customers calls to the call centers), the reusability of the work performed (functionalities reused), the level of technical complexity (real time security systems for mobiles), the risk level (the Interactive Voice Response is highly visible) and the availability of the resources (telephony experts working on the telephony platform upgrade were blocked for several months and could not work on another Project). The financial resources were considered at the overall Program level to avoid any negative Project business case. The equipments were reused at any occasion. The resources were specialized by domain and shared between the channels. All the relevant group-wide contacts were also established in order to secure the consistency of the local approach within the group and leverage the existing experience already available in the group.

Question:
Choose four of the following areas to demonstrate how <strong>you applied your advanced skills to your program</strong>. In your answer, please provide program specific examples.<ul><li>Finance</li><li> Cross-cultural awareness</li><li>Leadership</li><li>Communication</li><li>Influence</li><li>Negotiation</li><li> Conflict resolution</li></ul>

Answer:
Cross-cultural awareness : The Program goals was to automate as much customers interactions as possible and the applications were in 4 languages. A particular effort had to be made on the design and translations to have a final result with a high quality perception. Communication : Due to the large number of Projects run in parallel the communication plan was very detailed and the centralization of the information was forced. Influence : With an highly political environment the stakeholders identification and management was crucial. Every actions had to show an interest to the majority of the managers to ensure having their support. The scope and the priorities were adapted consequently. Conflict resolution : Several Projects have been run in the middle of a massive strike. Furthermore the Program was supposed to replace some manual tasks done by the people concerned. In such a situation the war room with the key team members was the only one way to save the Projects.

Person: #512930/Application: #579640

Page 23 of 25

Generated: 23 Feb 2008

Building Professionalism in project management. TM

Project Management Institute

Headquarters Four Campus Boulevard, Newtown Square, PA 19073-3299 USA Tel: +610-356-4600, Fax: +610-356-4647 E-mail: pmihq@pmi.org, Internet: www.pmi.org

References
Applicant (Self-Reference)
First Name Last Name

Yannick
E-mail Address

Le Pogam

yannicklepogam@gmail.com Supervisor Reference

First Name Last Name

Eric
E-mail Address

Belloy

eric.belloy@orange.ch
First Name Last Name

Jacques
E-mail Address

Demael

jacques.demael@orange.ch
First Name Last Name

Thomas
E-mail Address

Kohler

thomas.kohler@orange.ch
First Name Last Name

Charles-Edouard
E-mail Address

Rose

charles-edouard.rose@orange.ch Peer References

First Name Last Name

Victor
E-mail Address

Garcia

victor.gracia@orange.ch
First Name Last Name

Thomas
E-mail Address

Garlot

thomas.garlot@orange.ch
First Name Last Name

Robin
E-mail Address

Peddle

robin.peddle@orange.ch

Person: #512930/Application: #579640

Page 24 of 25

Generated: 23 Feb 2008

Building Professionalism in project management. TM

Project Management Institute

Headquarters Four Campus Boulevard, Newtown Square, PA 19073-3299 USA Tel: +610-356-4600, Fax: +610-356-4647 E-mail: pmihq@pmi.org, Internet: www.pmi.org
First Name Last Name

Quentin
E-mail Address

Thompson

q-man@bluewin.ch Direct Report References

First Name Last Name

Cedric
E-mail Address

Jaboulet

cedric@cojabou.com
First Name Last Name

Patricia
E-mail Address

Le Pogam

plepogam@gmail.com
First Name Last Name

Franois
E-mail Address

Piguet

fpiguet@gmail.com
First Name Last Name

Guillaume
E-mail Address

Porto

guillaume.porto@orange.ch
First Name Last Name

Marc
E-mail Address

Sonnerat

marc.sonnerat@orange.ch

Person: #512930/Application: #579640

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Generated: 23 Feb 2008