Sadya TRAORE

Consultant PMO Management at Client at the DSI within the Data Management Department Managed Envelopes: Data Factory, Data Quality, repository administration, Standards and Governance

Renaissance Sri Lanka is a non-governmental, non-political, non-denominational, non-profit humanitarian organization that wishes to support the people of Sri Lanka and to drive ethical change in Sri Lanka, in order to improve the livelihoods and happiness of the people, in harmony with the identity, culture and values ​​of his Company. Renaissance Sri Lanka is an association whose values ​​and causes I share which should be duplicated much more in each country of the world, hence my commitment to support them on a voluntary basis as a digital Program manager, by bringing my humble expertise. - Manage the needs within the departments: Financial and Administrative, Marketing, and donor service. - Construction and implementation of management tools for the HR Department and other departments if necessary. -Implementation of solution for the complex management of remote volunteers on tasks that produce professional level deliverables, on the schedule or on a given project/program. -Support to the HR department at Renaissance Sri Lanka, as HR assistant. - Works in close collaboration with the expert department heads of each direction and on their expression of need in human resources management and recruitment.

Within the Information systems department in an Agile framework and an assertive DEVOPS culture, I was PMO of the tribes My Mobility & Daily Life" and "My activity & construction" within the competence center to manage the entire activity. From the construction of the load plan to the follow-up of user stories while working closely with the agile coach for the preparation of the PI planning committees, and the Product Owner for the follow-up of project arbitrations, I had to make sure to provide a budget vision with the project KPIs while ensuring the reliability of the data in the management tool. Project methodology: Agile Tools : Planview , JIRA My project management : Tribu « My Mobility & Daily Life » and Tribu « My activity & construction » My role as a PMO consultant: -Extraction and analysis of data from the project management tool -Support for project managers, on cost forecasting -Updated and followed up on user stories in Jira -Construction of the charge plan and Allocation of resources -Analysis of the capacity to do and availability of resources -Monitoring of project deadlines and the quality of deliverable data -Preparation of PI Planning comity support with the Agile Coach and the Product Owner for all project arbitrations. -Analysis and budget monitoring project with the construction of Performance Indicators for TRIBAL and CIO managers. -Support for those in charge of transversal construction sites on technical projects and anomaly management. -Animation of committees for technical projects to monitor the correction of application anomalies or tools. -Animation monthly reviews with project managers and business managers, of the budget and decision-makingcommittees -Planview User Training and Support

At the heart of BNP PERSONAL FINANCE's IT projects, my mission was to be an operational PMO consultant within the CIO to provide support to the various project managers. Provide reliable consolidated data that reflects the real life of the project, thus facilitating decision-making within the various committees. My project management and project portfolios : - JCRF: Legal Compliance, Risk, Finance - Central function Project methodology: V-cycle, Agile Tools : Clarity , SharePoint My project management and managed portfolios: - JCRF: Legal Compliance, Risk, Finance - Central Function My role as a PMO consultant: - Analysis and consolidation of data by identifying corrective actions on the Project Manager side. - Build the packs for the presentation of portfolio, steering and transfo committees after arbitration. - Animation monthly reviews with project managers and business managers, to evaluate RAF projects, as well as analyze the status of projects. - Risk management (challenge project managers on the progress and deliverables of projects) - Attend the Major Transformation Program committee for the decisions of the general management to identify categorizing projects for budget structuring. - Prepare and attend the RODEO (Investment Committee) Committee for decisions on the budgetary needs of projects

As part of my mission as a PMO consultant on the Safran Nacelles site, I was brought to bring my expertise and my ability to analyze technical and economic on aircraft and trades with high strategic stakes. Cost management under Cascade on complex programs. Data construction and analysis /alert to program managers/budget mitigation proposals/user support/change-driving on PMO positioning in programs. Project methodology: Cascade Tools: Cascade, Ms-Project, Sharepoint, Glove My Program project management: - Aircraft in development: SILVERCREST, SAM146, GLOBAL 7000-8000 - Trades: Purchase for all projects of Safran Nacelle aircraft (corresponds to all multisite purchases Safran Nacelles (Le Havre, Saclay, Toulouse and Burnley)) My role as a PMO consultant: - Technical-economic analysis - Support for sector managers (Purchases, CCO, DAF) - Support for program directors - Brand support (Technical, Industrial and After-Sales Support) - Adequate planning for business versus budgets - Management of multi-year budget events - Risk management (advancement and deliverable of projects) - Support for lot and brand managers (budget request, transfer or mitigation) - Animation of magazines with program director, project manager and Lot manager - Load/Capacity Analysis, Remains to Be Made Versus Forecast. - Board/dashboard by Airplane, by brand and n analysis PMO - analysis by brand used in COMEX

As part of an acting assignment leading new nuclear engineering projects in the financial management with a team of 3 management controllers. Tools: AERO, IRIS SAP, My Role: - PGI/AERO data extraction and management reporting development (purchases and hours) for EDF's 5 nuclear divisions - Budget Realized , analysis, forecast/real budget gap - Setting the scoreboard - PGI/SAP management adjustments, PGI/DAUPHIN clearance management - Management of the PGI Capital Management and Management ReferenceI - Engineering expense development and reporting - Internal control, the development and processing of the various indicators of the various processes. - Tracking the state of the capital inventory in each plant and laboratory for the calculation of depreciation - Analyze external loads, consultancy by project - Analyze imputed purchases and hours on (non-destruction) monitoring activities per project.