Houssem G.-Senior Freelance ServiceNow® Business Analyst

• My role at Transdev was to scope and structure a common ServiceNow repository at group level, integrating organizational, application, user, asset and Cost Center dimensions.
• I worked at the intersection of IS, Data and Finance challenges to align regional IT and Finance departments on a shared target model, improve the reliability of links and secure future reporting, governance and operational management use cases.
• I also contributed to the Cost Centers project, whose objective was to harmonize the business definition of a cost center between regions, in the sense of management accounting, as well as the management level and allocation rules between IS and Finance.
• Functional scoping of a common ServiceNow repository across Transdev, covering the 6-level target organizational repository and its links to Cost Centers, users, assets, CIs, application services and related reporting dimensions.
• Alignment of the target model with source repositories and upstream IS systems, including the Multidimensional Cube, Data Hub and Finance IS, while considering ServiceNow modeling constraints around Company, Business Unit, Department, Cost Center, Application Service, CI, Asset and User objects.
• Facilitation of business / IT / Data / Finance workshops with regional Finance and IT departments, Finance, Data and ServiceNow teams.
• Definition and consolidation of more than 30 mapping rules covering loading, updating, controls, rejections, exceptions, matching rules, data migration and data quality security in ServiceNow.
• Writing, redesign and consolidation of more than 15 ServiceNow user stories and technical-functional specifications, including business rules, acceptance criteria, test cases, integration prerequisites, dependencies between stories and acceptance test elements.
• I structured the target model of the 6-level ServiceNow organizational repository, clarified the links between Company, Business Unit, Department, Cost Center, Application Service, CI, Asset and User, and formalized the business rules required to feed it through the Finance IS / Data Hub.

Environment: ServiceNow, CMDB / CSDM, CIs, Assets, Application Services, organizational, application and user repositories, Company / Business Unit / Department / Cost Center model, Users & Groups, Data Hub / data integration platform, Active Directory, MDM, Finance IS, management accounting, Multidimensional Cube, Agile.

• I supported Suez in an international post-Veolia carve-out context, marked by the gradual integration of several international entities into the Suez IT ecosystem.
• As a ServiceNow Business Analyst, I contributed to securing user onboarding, structuring service catalogs, aligning internal processes with the needs of new entities and improving the service experience of supported users and entities.
• I worked on a ServiceNow CSM Pro scope, in connection with shared support needs, the service relationship between Suez, incoming entities and the service provider, and the structuring of request and case processing journeys.
• I participated in a strategic cost optimization project around the Global NOC, aiming to evolve a dedicated monitoring model into a shared Network Operations Center, with interfaces between Suez's ServiceNow instance and the service provider's instance.
• Contribution to redesigning ITSM processes, integrating CSM Pro logic into support journeys, aligning the CMDB with the CSDM model, automating integration workflows and coordinating functionally with distributed teams in France, India, Romania and Poland.
• Contribution to designing a scoped App Engine application dedicated to cross-functional entity onboarding management, covering integration waves, milestones, readiness by service area, dependencies, risks, decisions, validations and final acceptance criteria.
• Definition of the target functional architecture linking CSM, App Engine, ITSM, Service Catalog, CMDB, ITAM (HAM / SAM), Active Directory and the service provider's systems.
• Design and structuring of automated service catalogs to streamline user integration, standardize recurring requests and improve the employee experience.
• Design of the CSM data model around Account, Contact, Case, Case Task, Service, Entitlement and SLA objects.
• Design of a dedicated CSM case type for entity onboarding, with its lifecycle, statuses, assignment rules, validations, communications and closure criteria.
• Design of the CSM-ITSM integration to enable the creation or association of Requests, Incidents, Problems and Changes from a Case.
• Design of the Entity Onboarding Management App Engine application's data model, covering Entity Onboarding, Onboarding Wave, Service Readiness, Milestone, Dependency, Risk and Issue, Decision and Acceptance objects.
• Flow Designer automation of task creation, validation requests, notifications, reminders, status changes and case completeness checks.
• Contribution to interfacing two ServiceNow instances as part of the transition from a dedicated NOC to a shared Global NOC.
• Harmonization of ITSM Incident, Request, Problem and Change processes to enable consistent and shared management of support and network monitoring activities.
• Participation in rationalizing and restructuring the CMDB according to CSDM principles, to improve data quality, service readability and impact analysis.
• Contribution to improving the reliability of hardware and software asset data, particularly normalization, assignments, lifecycles and links with requests and changes.
• Contribution to integrating Microsoft Identity Manager with ServiceNow to automate Active Directory data synchronization and improve the reliability of user information.
• Definition and management of the UAT strategy, writing the acceptance test plan, structuring acceptance criteria, preparing test cases, tracking anomalies and validating fixes.
• Support for production releases, coordination of go-live phases and management of post-deployment hypercare.
• Contribution to change management by preparing user materials, facilitating training sessions and transferring knowledge to key users.
• I contributed to reducing the onboarding time for new entities by approximately 30 % through the structuring of automated service catalogs and clarification of integration workflows.
• I participated in onboarding 7 international entities and securing several hundred users in the Suez ecosystem.
• I contributed to reducing manual processing for recurring requests by approximately 25 % through integration task automation and request standardization via ServiceNow.
• On the Global NOC project, I participated in harmonizing ITSM processes between two ServiceNow instances.
• I contributed to improving CMDB quality, with an estimated 20 to 30 % reduction in inconsistencies in critical service, asset and dependency data.

Environment keywords: Management, ITSM, ITAM (HAM / SAM), CMDB, CSDM, Service Catalog, Service catalogs, ITIL 4, Incident Management, Request Management, Problem Management, Change Management, Global NOC, Network Operations Center, Service Desk, Carve out, User onboarding, HR / IT Workflows, Active Directory, Microsoft Identity Manager, AD Synchronization, Integration between ServiceNow instances, Shared support, Outsourcing, International context, Communication in English. Customer Service Management, CSM, App Engine, App Engine Studio, scoped application, Strategic Portfolio Management, SPM, Demand Management, Accounts, Contacts, Cases, Case Tasks, Case Types, Entitlements, SLA, Customer Service Portal, CSM / ITSM Integration, Flow Designer, custom tables, data model, ACL, roles, record producers, functional architecture, standard versus custom, feasibility studies, estimates, demonstrations, product roadmap, product backlog, design reviews, artifacts, test strategy, deployment concept, JIRA, xRay, SharePoint, Figma, Axure, Agile.

• As an Industrial IS Project Manager, I participated in the deployment and evolution of key industrial software packages (ERP, MES and CMMS).
• My role was to connect field business needs with the capabilities of IS solutions, translating operational pain points into target processes, functional specifications, business rules, interfaces and management indicators.
• I contributed to the gradual digitalization of industrial processes by working on requirements analysis, flow modeling, process optimization, integration management, functional testing, data migration, user training and change support for operational teams.
• I contributed to deploying a CMMS interfaced with existing industrial systems, particularly MES and Infor LN ERP, securing data consistency, repository governance and interoperability between applications.
• This approach reduced manual processing related to maintenance intervention monitoring by approximately 30 %, improved operational traceability and increased the reliability of data used to manage equipment.
• I also participated in improving industrial data quality, with an estimated 25 % reduction in data-entry discrepancies for critical information related to equipment, work orders and production flows.
• By structuring target processes and functional testing as closely as possible to field reality, I helped secure production releases, accelerate user adoption of the tools and improve the availability of information required to manage industrial profitability, with an estimated 15 to 20 % gain in operational indicator consolidation times.

• As a Project Manager at SNC-Lavalin in Montreal, I contributed to managing Vale's S11D project in Brazil, a major industrial program in the mining sector involving the design and implementation of a very high-capacity iron ore processing infrastructure.
• I worked in an international EPCM environment, at the interface between the engineering teams based in Montreal, the local project teams in Brazil, the technical disciplines, procurement, planning, project controls and client stakeholders.
• My role involved structuring deliverable tracking, consolidating the progress of technical packages, ensuring the reliability of schedules, monitoring critical issues, preparing project committees and securing the flow of information between the different teams.
• I therefore contributed to coordinating a complex project combining industrial engineering, infrastructure, heavy equipment, material handling, electromechanical installation, risk management, CAPEX tracking and preparation for the construction phases.
• My involvement strengthened the project's operational control through better structuring of reporting and milestone tracking, as well as improved visibility of critical interfaces between engineering, procurement, construction and the client.
• This structure contributed to reducing project reporting consolidation times by approximately 20 %.
• I also contributed to improving the reliability of technical deliverable tracking, with an estimated 25 % reduction in requests for clarification or correction.
• In terms of project management, I contributed to monitoring a portfolio of critical deliverables and actions, helping secure approximately 90 % of the interim milestones within the monitored scope, while improving decision traceability, interface risk management and preparation for project decisions.