Eric Bokan

Contracté pour structurer la gouvernance et mobiliser un programme de transformation digitale mondiale de €25M (Salesforce, MuleSoft, Oracle Fusion) entre le Royaume-Uni et la France. Pilotage du partenaire externe PwC en phase d’inception. Reporting direct au comité de pilotage sur les jalons, risques et dépendances. • Gouvernance cross-border : Définition et alignement de la gouvernance entre les équipes programme UK et France. Élaboration des plans de programme, calendriers et allocation des ressources. • Pilotage partenaires : Management de PwC pour l'ensemble des activités de mobilisation et d'inception. Reporting au steering committee sur les jalons critiques, risques et dépendances.

Missionné pour piloter la transformation digitale ($2,5M), refonte globale du site corporate et des plateformes résidentielles sous Sitecore, avec intégration SAP en temps réel. Management de 40 experts pluridisciplinaires, avec reporting direct au PDG, CFO et DSI. • Reporting exécutif & gouvernance : Responsable du suivi budgétaire, du registre des risques et de la roadmap de delivery. Animation des Project Control Group meetings avec le PDG, CFO et DSI. Pilotage des améliorations en Release Management. • Delivery technologique complexe : Direction simultanée de la migration Sitecore (v9 vers v10.2), du déploiement Braze (marketing automation) et de l'implémentation New Relic (monitoring) dans les délais et le budget. • Coaching Agile : Coach Agile et Scrum Master auprès de 40 experts. Animation des instances de gouvernance technique et architecturale.

Small boutique organisation providing program and project management services to various companies in different industries. Clients included the following: Frasers Property Australia (Residential and Commercial Real Estate) Frasers Property Industrial (Industrial Real Estate) J4RVIS (Salesforce and MuleSoft consulting partner) Stockland (Real Estate) iCare NSW (Insurance) Inghams (Food and Beverage Manufacturing) Wilmar (Food and Beverage Manufacturing) Goodman Fielder (Food and Beverage Manufacturing)

Mission client chez Standards Australia : conseil et delivery de projets sur la plateforme Salesforce/MuleSoft, avec responsabilité des équipes de développement onshore/offshore. • Architecture & implémentation IDAM : Direction du déploiement d'un système de gestion des identités et accès (IDAM) via Salesforce, intégration MuleSoft pour l'automatisation des droits d'accès applicatifs. • Plateforme B2B : Conception et déploiement d'une plateforme SaaS B2B offrant des capacités de self-service et une vue client à 360 degrés pour accélérer la croissance. • Gouvernance de projet : Pilotage complet du cycle de vie (SOW, PMP), gestion des risques, reporting aux parties prenantes. Coaching des équipes onshore/offshore (10+ développeurs).

Missionné pour piloter un programme de gestion de l'information et de migration de données à l'échelle de l'entreprise ($2,6M). Présidence du Programme Control Group impliquant le Chairman, les PDG et le CFO des entités australiennes et européennes. • Gouvernance & budget : Pilotage du budget programme ($2,6M) et du reporting financier global. Animation du PCG avec le top management. • Cadre Agile : Définition et déploiement du cadre Agile (équipes, processus, JIRA/Confluence). Coaching des Chefs de projet, BAs et prestataires externes. • Conduite du changement : Orchestration de la stratégie d'engagement métier et du plan de communication/formation pour garantir l'adoption maximale de la plateforme.

Pilotage de l'ensemble des activités BUILD/RUN infrastructure et environnements du programme SAP à l'échelle du groupe ($6,5M). Management d'une équipe de 30+ personnes (architectes, release managers, ingénieurs support, analystes et prestataires tiers). • Pilotage financier ($6,5M) : Gestion et optimisation de l'enveloppe budgétaire annuelle, incluant les coûts d'infrastructure Cloud AWS et les services tiers. • Leadership programme : Direction des activités SAP Basis et environnements AWS (dev, SIT, UAT, prod). Pilotage des comités techniques, gestion des changements et reporting à la Direction du Programme. • Gouvernance fournisseurs : Management des prestataires externes (infrastructure, tests de pénétration). Rédaction et validation des SOWs avec l'équipe commerciale interne..

Hired to support Inghams Group’s largest IT transformation initiative, I managed a portfolio of projects in a multi-vendor environment, portfolio value circa $14M. My role consisted not only in managing vendors but also managing internal projects leveraging in house resources in a matrix environment.

Hired as a transition project manager, I lead projects through both traditional and Agile project management methodologies to bring a number of formerly outsourced IT services (Datacom) into a new multi-vendor support model, including datacentre, Server Operations, Cloud platform (AWS), database administration, network, service desk, desktop support and service management (incident, problem, change management) following an ITIL framework. I worked with external vendors (Datacom, Telstra, Equinix, Vodafone, AAPT, SystemSense, VCPRO, UXC Red Rock/Rock Solid) as well as internal teams (Wilmar - Australia & New Zealand) to ensure all parties executed a seamless migration of services with no unplanned outages, service disruptions or degradation of end user service outcomes.

Using a Phase-Gate model adapted from the PRINCE2 methodology, I worked alongside project managers, business analysts, enterprise architects and operation managers. I was responsible for producing solution designs as well as managing their implementation, creating detailed project plans to ensure successful delivery against agreed scope and budget. My role included the management of stakeholders, external vendors, onshore and offshore resources (India based) to deliver the projects.

I was responsible for managing all activities related to the Exchange 2010 migration Project. This included management of key business and IT stakeholders within the firm, management of technical resources in a matrix environment located in different geographical locations and time zones (US, Europe, Middle-East), management of third party suppliers for service delivery including Microsoft (Dedicated Support Engineer).

Reporting to the IT manager, I was responsible for managing projects related to the transition programme as part of the divestiture from Thomson Reuters and the merger with Misys.

Client facing role reporting to the Programme Director, I was responsible for all project management activities related to the Email Transition Project (16,000 mailboxes), as well as planning for a secondary option to ensure all services were migrated from the incumbent IT supplier to Fujitsu Services, avoiding the client a financial penalty fee and meeting the service commencement deadlines. This included management of key business stakeholders within G4S (London 2012 Olympic Games partner), management of Customer Solution Architects in a matrix environment and management of vendors for key service delivery.

Reporting to the Infrastructure Manager, I was responsible for the planning and management of projects affecting multiple areas within the company, ensuring tasks are completed on time and within budget and resource tolerances. Responsibilities also included liaison with and co-ordination of third party suppliers for service delivery and maintenance agreements.

Client facing role, I was responsible for the support and maintenance of desktops and servers. This contract also included the migration of Microsoft SQL 4.2 instances to SQL 6.5 version.