Djibril KONE
Managing Director - Consultant, Telko
More than 10 years in IT implementation projects, with experience covering technical aspects such as solution design, acceptance tests, production support through analysis and in the last 5 years project management with direct responsibility of up to 30 Engineers and / or consultants. A confident communicator capable of talking with customers at both a business and technical level and translating customer requests into delivery.
24 contacts2007 - 2009Director
- Managing the startup of the company
- In charge of sales / administration / human resources
- Implementing technical partnerships with Sunyard Technologies for a POS terminal network
- Stabilizing a service activity around 2 skills (telecommunication with local operators and offshore developments from France)
Project Manager (transversal projects at Orange Madagascar > € 1 million)
- Prepaid / postpaid convergence Alcatel PPS / LHS BSCS; Convergent rating within the Alcatel PPS 4.4.1 and convergent customer database in BSCS v6.
Main assignments:
o Project management: follow-up of suppliers developments, planning, business cases, suppliers quality management and reporting to stakeholders
o Design of the solution: HLR, configurations, BSCS existing rate pans adaptations, IN rate plan creation, customer care, finance and data warehouse impacts
o Acceptance tests: covering delivery management (installations, versioning), tests with all systems impacted (switches, HLR, BSCS, IN, datawarehouse, financial systems and customer care)
o Production support: qualifying issues, managing severities and priorities with internal and external suppliers (Bull for BSCS and Alcatel for the IN), developing some fixes (PL/SQL fixes, shell scripts) or proactively bringing the fixes or solutions to the suppliers when possible, organizing the move to production involving more than 30 engineers on site and several suppliers teams on remote (France).
o Functional support: mainly to the financial systems users whose reports were highly impacted by the convergence. The functional support was to demonstrate that the technical changes (postpaid rating done by IN instead of BSCS) would still bring consistent results. This was done using complex SQL queries reconciling data from switches (DWH), IN and BSCS.
o Audit of the IN platform
- Implementation of the new Customer care (sales and services tools using specific API of the Billing system BSCS v6) allowing Orange Madagascar to rationalize its Information System by phasing out several customized applications.
o CAS integration and tests to validate the Acceptance of the LHS delivery
o Negotiation of the CAS license with LHS (for Orange) with 30% savings comparing with sourcing contracts statements,
o Training the development team of 5 people (“Developments using CAS API of BSCS”)
o Organizing workshops with business users (customer services, marketing, sales, finance)
o Designing the solution and leading developments
o Leading the acceptance including load, performance, non regression tests on BSCS
o Production support (bug qualification and fixing)
Project Manager (other accounts)
- POS terminal applications (e-voucher, bill payment, cash in, cash back, prepaid visa card). Managing the implementation of applications and the commercial dispatching of the POS terminals.
2001 - 2007At Orange Netherlands (The Hague / 2004 – 2007 / 26 months)
- Managing MVNO’s implementation : 2 MVNO’s implemented (Wanadoo, Rabo Mobiel), including implementation of the whole Information system at the host system (Orange)
- Reengineering of the rating processes in 2006 (1 year / 2 million euro project).
- Roaming data reconciliation with the switches
- Corporate offers
Main tasks:
o Supporting product / marketing managers to define new concepts
o Designing detailed concept that would fit with the Orange Netherlands systems architecture
o Requesting proposals from suppliers, and challenging them on costs, planning and quality
o Compiling the complete solution (including all suppliers’ proposals and all technical costs impacted) in an internal Solution proposal. This internal proposal was submitted to an executive board in charge of deciding if the project would go on.
o Following up the developments with suppliers
o Following up the acceptance tests with internal testing teams
o Handing over the projects to the production teams
o Organizing and participating to the move to production (done usually by nights) – Being the lead onsite to decide when issues would occur; either finding solutions or escalating to some executives when impacts would be too high
o “Supporting” the production support team when they could not solve issues regarding a project I was in charge of.
At Orange Dominicana (Santo Domingo / 2006 / 6 months)
- Managing the onsite team for a BSCS (Billing) upgrade project v5 to v8
- Organizing the v8 training
At SFR (Paris / 2004 / 12 months)
- Managing the Billing Acceptance team – 6 engineers
o Training the team on Arbor / BP and the SFR systems
o Developing testing tools with script shells or PL/SQL procedures
o Managing deliveries and versioning with PVCS
o Organizing the move to production
Project Engineer at several French Telecommunication operators
At 9 Telecom (Paris / 2002 / 4 months)
At Bouygues Telecom (Paris / 2002 / 4 months)
At CompleTel (Paris / 2002 / 4 months)
- Functional analysis
- Design, configuration and developments
- Testing
- Acceptance support
- Production support