Didier J. Fernandez
Senior IT Programme/ Project Manager - Principal Consultant
Project Management (Agile & Water Fall)
Enterprise Architecture
SAP Deployment
Business Process Management
Energy
Driving License
Lyon (69160) France
Professional Status
Employed
Open to opportunities
About Me
An IT programme/ project manager and consultant with a track record of successful, on-time, in-budget delivery of complex, international programmes in the Oil & Gas, Consumer & Industrial Packaged Goods sectors. Considered to be an innovative self-starter, results oriented (reliable, consistent & pragmatic) with a good understanding of intercultural and interpersonal issues. Leading by example, I strive to create an open, honest and enjoyable working environment based on mutual respect and empowerment.
Principal Consultant
Software AG
Since January 2017
Full-time
Derby
United Kingdom
- Since Mar-20 ● Kongsberg (Oslo) ● Project Leader - Enterprise Management System
- July-19 to Sep-19 ● Kongsberg (Oslo) ● Project Leader - ARIS Publisher to ARIS Connect upgrade
- Oct-18 to Mar-20 ● Orsted (Copenhagen) ● Project Leader - Enterprise Management System
- Jun-18 to Sep-18 ● Philips (Amsterdam) ● Data Migration Lead - Quality Management System
- Feb-18 to Dec-19 ● Tullow Oil (London) ● ARIS Architect - Enterprise Architecture
- Sep-17 to Dec-17 ● Rolls Royce (Derby) ● Project Leader - Alfabet deployment
- Jan-17 to Aug-17 ● British Army (Andover) ● Business Architect - Army 2020 Transformation
Global SAP Projects Assurance Manager
BP International Ltd
February 2013
to April 2015
Full-time
Uxbridge
United Kingdom
- Driving and managing the integration and alignment of 5 separate project methodologies to create a new end to end BP group wide SAP project methodology – called “SMART”
- Managing the creation of a new SAP Project QA Framework, based on delivering a CMMI level 4 Quality Assurance process
- Build SMART and QA Framework SAP Project transition plan
- Engage SAP programmes and projects to embed SMART and QA Framework, to better and systematically manage project delivery risks
SAP Delivery Assurance Manager
BP Europa SE
April 2011
to January 2013
Full-time
Bochum
Germany
- Control & support the integrity of the Rhine Transformation solution design
- Ensure embedding and adherence/ compliance to the deployment methodology and toolset
- Raise awareness of the Leadership Team of project delivery risks and issues and help mitigate or resolve
- Drive, assist and facilitate delivery assurance process
- Build the necessary people capability
SAP Asset Manager
BP Oil International
August 2008
to March 2011
Full-time
Sunbury
United Kingdom
- Manage development of an integrated 'end to end' roll in deployment method (called “IS-Oil SMART”), tailored to the programme needs (including PMO, Change Management, Business Benefits Realisation, SoX, etc.)
- Developed configuration and deployed SAP Solution Manager for the programme, now a standard for SAP projects across BP’s portfolio
- Define and organise asset remediation following the 1st go live in Iberia
SAP Integration Lead
BP Oil International
July 2005
to July 2008
Full-time
Uxbridge
United Kingdom
- Develop and manage Iberia Solution Map (logical application architecture)
- Run Integration team forum, across 120 Solution Analysts
- Drive adoption of Business Process Management (BPM) within the project team and the segment, leveraging ARIS toolsets
- Propose, develop & manage process blueprint (process modelling) reporting tool generating (Access based) over 80% of cost & turnaround time improvement
- Develop SAP access security methodology linked to process blueprint and business organisation modelling
- Procurement (selection and negotiation) of an end user training tool (Oracle UPK - OnDemand Navigator) worth 1.5MUSD for +15,000 users
6Sigma Continuous Improvement Project Manager
BP
November 2004
to June 2005
Full-time
London
United Kingdom
- Redesign Lubes UK business dashboard, aligned to the 5 years business plan and based on a House of Quality (cut-down from 120+ metrics to only 10)
- Manage order generation Continuous Improvement project for Retail & Logistic UK (improve average time to receive station figures by 20%, reducing failures by 50%)
SAP Supply Chain Project Leader
Castrol
September 2003
to October 2004
Full-time
Swindon
United Kingdom
- Develop Lubes Supply Chain process improvement visions and VoC (voice of customers) to be enabled by SAP
- Introduce 6σ process to the project (DMADV vs DMAIC)
BI Implementation Manager
Castrol
February 2002
to August 2003
Full-time
Hemel Hemsptead
United Kingdom
- Prioritisation, sequencing and approval of an international roll out plan for 45 countries over 5 continents
- Definition of a rapid deployment methodology in countries
Air BP IT Manager
Air BP Ltd
February 2001
to January 2002
Full-time
Hemel Hemsptead
United Kingdom
- Developing the IT application strategy with the business and IT service delivery organisations, including a transition plan
- Pulling the Air BP Technology Road Map together with Air's management team
- Optimising the project portfolio to reduce spend and ensure alignment to business strategy
- Planning and budget control of IT spend in Air BP (600 users with a project portfolio worth an average of 1.5MUSD/Year)
- Reworking global apps support organisation and propose options for improvements
- Setting up a global purchase agreement, and on-going support, for the airfield management system (FHS) worth 3.0MUSD over 5 years
The Open Group Architecture Framework
The Enterprise Architecture standard - License 122456
The Enterprise Architecture standard - License 122456
Agile Project Management - License 2000693845
Project Management Professional - License 57691
IT Service Management - License 990419749
IT Capability Maturity Framework - License PQT20110
Modeling language for Enterprise Architecture
Information Technology
- Track record of successful delivery of complex IT and business transformation programmes across international boundaries
- Skilled at business process management, quality assurance, data management, budgetary, planning & resource management
- Good reporting and communications skills
- Part of the leadership teams, I worked through the full lifecycle of 2 major global ERP programmes (SAP and OED) for the Oil & Gas Downstream businesses, in multiple global or country design and deployment roles
- Bridging the business and IT, I partner with the businesses to deliver value, via my knowledge of sales and supply chain of the fuel (bulk), consumer & industrial (packaged) products across a number of direct and indirect B2C and B2B channel of trades
- Deep understanding of how business process effectiveness impacts business delivery and customer satisfaction
- Constant drive to improve the “As Is” and embed “silent running” as the norm
- Prepared to challenge current practices, innovative in developing new approaches and eliminating waste
- Communicate strategic direction and rationale
- Show passion and enthusiasm for shared mission and business goals
- Encourage innovation, appropriate risk taking and a continuous improvement culture, enabling staff to be comfortable with and embrace the value in change
- Significant leadership experience in multi-cultural environments, having worked across 5 continents for long periods of time
- Seek to create win/ win partnership, through sourcing procurement and active, onshore and offshore, supplier relationship management; in particular by building in depth understanding of mutual needs