Internship Raport

EPITECH
5TH YEAR INTERNSHIP EXPERIENCE REPORT

INTERNSHIP
Nicolas ZERR
27/02/2012 - 31/07/2012
Login: nzerr_ext
Mentors: Nicole LE RAY / Arnaud HAMEL
1
Internship Experience Report
TABLE OF CONTENT
TABLE OF CONTENT ............................................................................................ 2
ACKNOWLEDGEMENTS ........................................................................................ 5
INTRODUCTION .................................................................................................. 6
I. SQUARE-IT ................................................................................................... 7
II. ABOUT FINDING THE INTERNSHIP ............................................................ 8

I. UNDERSTAND THE COMPANY BACKGROUND .............................................. 10
1. COMPANY PRESENTATION: THE GROUP ....................................................................10

Rexel Group...................................................................................................10
1. COMPANY PRESENTATION: REXEL FRANCE ...............................................................11
Geographical structure ....................................................................................11
Structural organization ....................................................................................11
Executive committee.......................................................................................12
Partners and competitors ................................................................................13
IT department ................................................................................................13
2. COMPANY CONTEXT AND STRATEGY ........................................................................14
Company goals ..............................................................................................14
Strategy ........................................................................................................14
Company growth ............................................................................................14
Communication ..............................................................................................14
Collaboration .................................................................................................15
Key values.....................................................................................................15
II. UNDERSTAND THE JOB ............................................................................ 16

1. JOB DESCRIPTION ............................................................................................16
Subject .........................................................................................................16
Main goal: .....................................................................................................16
Implicit missions ............................................................................................16
Scope and targets ..........................................................................................16
2. ENVIRONMENT AND TOOLS .................................................................................17
Personal environment .....................................................................................17
Qualification environment ................................................................................17
Production environment ..................................................................................18
III. THE PROJECT ........................................................................................... 19
1. PROJECT DESCRIPTION AND CONTEXT .....................................................................19

Pixel, the collaborative Intranet ........................................................................19
Advantages and benefits .................................................................................20
User scope ....................................................................................................20
Pixel Project migration ....................................................................................21
2. PROJECT TASKS ..............................................................................................22
Manage data access security ............................................................................22
Website creation ............................................................................................22
Tool for managing key accounts constructions sites ............................................23
“Governmental contracts” file management .......................................................23
Pixel maintenance ..........................................................................................24
Create automation tools ..................................................................................25
Nicolas ZERR Epitech 5th year internship 2

Evolved and modern forms ..............................................................................25

3. NEW TASKS AND PROJECT FUTURE .........................................................................25
Modernizing the forms ....................................................................................25
SharePoint 2010 migration ..............................................................................26
Write users guide and specifications .................................................................26
I. PROGRESS MADE ........................................................................................ 28
1. TECHNICAL SKILLS ...........................................................................................28

Programming languages ..................................................................................28
Web Technologies...........................................................................................28
Software .......................................................................................................28
Programming paradigms and IT culture .............................................................29
2. SOFT SKILLS ..................................................................................................29
II. PROJECT MANAGEMENT ........................................................................... 30
1. WORKING METHODS .........................................................................................30

Meetings .......................................................................................................30
Requests and task tracking ..............................................................................30
Working method .............................................................................................30
External help resources ...................................................................................31
2. PROJECT QUALITY ............................................................................................31
III. PROJECT RESULTS ................................................................................... 32
1. RESULTS ......................................................................................................32
Project tasks states ........................................................................................32
Results analysis in term of money ....................................................................32
Results analysis in term of organization benefits.................................................32
2. PERSONAL CONTRIBUTION TO THE PROJECT ..............................................................33
Fix bugs from Pixel migration process failures ....................................................33
Implied in user profile management with Lync ...................................................33
User usage of SharePoint improvement .............................................................33
I. COMPANY KNOWLEDGE .............................................................................. 35
1. COMPANY BUSINESS KNOWLEDGE .........................................................................35

Contacts and interlocutors: Knowing the right person for the right question ...........35
Computer science notions ................................................................................35
Enterprise notions ..........................................................................................35
2. UNDERSTANDING COMPANY GOALS ........................................................................36
Long term goals .............................................................................................36
Short-term goals ............................................................................................36
3. UNDERSTANDING COMPANY CULTURE .....................................................................37
II. MANAGEMENT SKILLS ............................................................................. 38
1. UNDERSTAND THE MANAGER ROLE .........................................................................38

2. TEAM WORK AND COMMUNICATION ........................................................................39
III. PERSONAL INTERESTS FOR A NEW PROJECT ........................................... 40

1. PROCESS AUTOMATION ......................................................................................40
2. GET CLOSER FROM USERS’ NEEDS .........................................................................40
3. REINFORCE COLLABORATION: KNOWLEDGE SHARING ...................................................41

CONCLUSION .................................................................................................... 42
REFERENCES AND BOOKS ................................................................................. 43
References ....................................................................................................43
Books ...........................................................................................................43

ACKNOWLEDGEMENTS
Since I have worked for Square-IT, but have been in mission in Rexel, I would
like to express my gratitude to people from the two organizations.
I would thank M. Clement GAUGER, CEO in Square-IT, for having accepted me in

his company, and for having proposed an interesting mission inside Rexel.
I would also thank M. Cyril SAYAG, Square-IT salesman and having being in
mission in Rexel, for his precious advice and for his care towards me.
First, I would like to thank Mr. Arnaud HAMEL for being my mentor, for his will to
help, for his professionalism and his daily good mood and sense of humor.
I would like to thank Nicole LE RAY, who relieved Mr. HAMEL in charge of the
Pixel project, for her professionalism, her seriousness and her pertinent remarks
about managing the project.
I would also like to thank the following persons:
- Isabelle REINEAU for her collaboration in the governmental contracts

management application
- Thierry GROSBOIS, for his collaboration in the construction site
management application
- Catherine LION, for her generous help and kindness in the process of
modernizing forms.
And finally, thank the whole IT department team for their good mood and their
remarkable collaboration.

INTRODUCTION
EPITECH (European Institute of Technology)’s master degree requires the

validation of a six months internship, in the domain of computer science. The
internship's goal is intended to prove the student's valor, seriousness, skills and
professionalism. It is also a benefit for the student, to make a first dive into in
the business world and integrate a real project team.
This document describes Nicolas ZERR’s experience in Square-IT Services, in

particular the mission in the electrical supplies company REXEL France, from
March the 27th to July the 31st.
The mission subject is the evolution and maintaining of the REXEL France
collaborative intranet. In short, it consists in programming new features for the
Intranet, based on the SharePoint 2007 / 2010 technology, and also to maintain
previous projects, made by other interns or external service provider. The other
facet of the job is to handle business users’ requests, such as site creation,
permissions, new project definition, etc.
In order for the reader to perceive the actual context of this internship, the first
part describes in brief the company Square-IT, and also useful notes about the
subject of the intern.
Then, the document is divided into three sections, each describing a context in
the business world.
The first part describes how to explain the company context, the project context
to a new intern, who is in charge of continuing the project.
The second part is intended to the internship responsible. In this scenario, the
responsible must be convinced to engage the intern in a new project by
analyzing the ending project review.
The last part is dedicated to the scenario where the intern must convince an
executive chief or a high ranked employee to allow him to take the responsibility
of a new project, from the beginning to the end.

Quick presentation of the company

Square-IT and
internship context
I. SQUARE-IT
Square-IT Services, established since 2006 provides computer

science services for other companies.
Its location, Asnières sur Seine, near Paris, earns the benefit to be
near most of the business headquarters. Square-IT and provides
services for many partners and co-workers, such as Veolia, Rexel…
The Square-IT collaborators step in the decision process as engineers, experts or

project leader.
Square-IT provides sought-after IT skills, with a large amount of employees,

mainly constituted of executives and confirmed profiles.

II. ABOUT FINDING THE INTERNSHIP
For Epitech’s fifth year, many students chose to go to Epitech Paris to study. It
was allowed and recommended to get a part-time job, so that the second part of
the week was dedicated to Epitech classes and the first part was intended to
have a job experience in a company in alternation.
At this period of time, I was studying Microsoft technologies. However, it is a

wide domain, and discovering it in classes was not enough. I decided to find a
part-time job where I could satisfy my curiosity and go deeper in using the
Microsoft technologies.
A colleague of mine oriented me to Square-IT. Square-IT is a service provider for

all kind of companies and has special competence in security and Microsoft
technologies.
For six months, I have worked for Square-IT in alternation in the Rexel
Company. The alternation period was followed directly by the internship. At the
beginning, I did not expect to continue in Rexel for the internship, but the
professional structure and the job were interesting and I have learnt a lot during
the alternation. I decided to sign for another contract and make my internship
there, for six months again.
I was under the responsibility of Arnaud HAMEL, project leader, and later Nicole
LE RAY.

First scenario: A new person is in charge

to continue the project
The following scenario puts the student in the classic situation where he finishes
his mission and must transfer the competence to another person in charge of the
project. In this part, we will focus on what is interesting the other person to
quickly learn about the company and the new project:
- The company background : understand the company goals

- The job description : understand what is the role of being in charge of this
project
- The project description: understand what the project tasks are and what
needs to be done to appropriate the project with success.

I. UNDERSTAND THE COMPANY BACKGROUND
1. Company presentation: the group
Rexel Group
Created in 1967 as the « Compagnie de Distribution de

Matériel Electrique (CDME) », Rexel is now the leader in
electrical supplies in most of the countries on the world.
Its strategy consists in associate leadership and proximity, both for private
individuals and companies.
Rexel Group owns many banners: Gexpro, Hagemayer, Elektroskandia, and

Rexel France, where took place the internship mission.
Figure 1 : Rexel Group implantation

by location and by activity
Highlighting figures:
37 countries
2 100 agencies
130 logistical centers
28 000 employees
Results
Sales: €12.7 billion
Marge: 24.6%
Net result: €319 million

1. Company presentation: Rexel France
Geographical structure
Rexel France is deployed over all France.
For commercial purposes, Rexel is divided into two

organizations: Rexel and Coaxel, each having its own partners.
Because of the growing amount of proximity agencies, Rexel’s structure is

divided into zones, to build a hierarchical structure for better management.
A zone is corresponding to one or several France regions and contains several

agencies. Agencies are the shops, and deal directly with customers.
The IT infrastructure is centralized at 3 locations: Paris, Issy les Moulineaux and

Montpellier. These locations can be explained by the proximity of many services
providers, and are the headquarters for many companies dealing with the same
domain.
Structural organization
Rexel France, in addition of the core business infrastructure, is divided into 5

main departments
- Human Resources : people management

- General services : Furniture, policies, practical information
- DAF (legal department)
- DSI (IT direction)
- Communication
I have been integrated in the IT direction unit, composed of 22 employees. The

IT direction is responsible of:
- Manage workstations : provide new hardware and software

- Design and manage projects
- Maintain and improve production applications
- Deploy IT technologies, such as telephony or new data services.
- Feed and track internal and external data flows
- Provide help to end users
- Monitor services availability and quality

Executive committee
Rexel is led by an Executive committee. The Committee discusses strategy,

coordinates initiatives, tracks performance, and oversees cross functionality .
Figure 2 : Executive committee

Partners and competitors
Rexel has developed a big partnership with more than 30 providers, the principal
ones are:
- Schneider
- Siemens
- Bosch
- Osram
Rexel is the leader in electric supply in Northern and Southern America, first in
Asia and second in Europe. Its main competitors are Legrand and Hager.
IT department
The mission occurred in the Rexel France IT department.
IT department is directed by:
- Mr. Dominique BISSEY (Executive for new technologies)

- Mr. Olivier BALDASSARI (Executive chief)
The unit is mainly composed of Project leaders or architects, so their scope is to

be responsible of one or several project or application.
In the IT domain, Rexel collaborates with services providers:
- Square-IT
- IBM
- Logica
- Steria
- Microsoft
- Expertime

2. Company context and strategy
Company goals
Concerning the company business, the main goal is to reinforce its leadership, by
improving the proximity towards its customers, and consequently increase the
number of agencies.
Rexel also wishes to improve service and information quality for both customers
and collaborators. Consequently, the company relies on technologies evolution
and IT processes.
Strategy:
Rexel has a strategy plan called Energy in Motion, which focuses four strategic
points:
- A profitable growth :ally organization growth with acquisitions

- A proactive resource management : optimize resource allocation to
increase return on investment
- A collaboration culture: take advantage of the synergies inside the
company and encourage valuable partnerships with the main supply
providers and customers
- Operating excellence: increase the productivity and levels of service to
optimize the business efficiency and performance of supply chain.
Company growth
Rexel is relentlessly evolving, by making acquisitions (SCT in 2012), by

extending its area of expertise, and also modernizing its technologies. IT plays a
big role: the direct consequence of the growing number of agencies results in a
need of extra equipment and services: hardware, networking, and software
deployment.
The firm also establishes relations with other leading companies: thanks to a
consequent number of contracts with partners and services providers, Rexel
keeps its IT up to date continuously, often taking advantage of the latest
products on the market with reduced costs.
Communication
One of Rexel’s biggest problematic of is how to keep aware each business agent
of new information, and vice-versa:
- For customers, to access a complete list of the products, prices, stocks,

etc.
- For providers, update data through data flows
- For partners, be aware of contracts creation and modifications

- For service providers, define interfaces for updating and upgrading data
applications
- For organization units, communicate between them internally and notice
collaborators of changes and evolutions.
- For employees, allow to share new content and resources
We saw that Rexel has a great amount of collaborators, so how to make

communication efficient, and cover the majority of the affected population?
To solve this issue, the data management is centralized to one endpoint: Pixel,
the collaborative Intranet, with the assets of data scalability, maintainability and
spreading for all collaborators.
Collaboration
Collaboration is a vector of productivity and nowadays, IT technologies offer the

possibility to make data available all the time, everywhere. The real need is to
have an accessible, centralized, asynchronous platform, from where employees
should be able to manage information they produce:
- Share documents
- Manage events
- Feed business data
- Send and receive alerts
- Workflows
In order to respond to these needs, Rexel decided in 2008 to acquire Microsoft

SharePoint, a platform specialized in collaboration and content management.
Rexel also chose this platform because it integrates well with their Microsoft
infrastructure.
However, SharePoint itself was not responding to all Rexel's needs: because
structure and data are specific and potentially complex, the platform has to be
adapted and extended. This is the project Pixel.
Key values
Rexel has developed six key values they are interacting with their customers:
- Offer the best customer experience

- Unit strengths
- Encourage innovation
- Imply collaborators to develop their talent
- Develop a mutual confidence
- Blossom by creating the difference and challenge itself

II. UNDERSTAND THE JOB
1. Job description
The job exists since 2008. At this period, the Pixel project was created. The job
has been taken over from several people.
Subject
The purpose of this job is to be responsible of the evolution and maintenance of

Rexel France‘s collaborative Intranet, Pixel. In short terms, the job consists in
extending the Intranet‘s functionalities by developing application components or
improve the already existing ones.
Main goal:
The main goal is to develop new features for Pixel. Pixel is a generic tool for
collaboration. However many collaborators have specific needs: personal data
management, production control, document management, or needs for an
application dedicated to a business job.
The job precisely consists in conceiving, developing, testing and integrating the
new functionalities.
Implicit missions
In addition of the main goals, peripheral tasks are involved for the project’s
sake:
- Synchronizing with other teams. It is important to identify new bugs,

features, updates, and to notify the team leader and infrastructure support
teams, in order to be taken into account in new development phases.
- Bring other development perspectives
- Ensure service quality and availability
- Provide support for users
- Increase productivity for users by improving the experience, in terms of
collaboration
- Producing online tools for every organization unit, and interacting with the
existing data.
Scope and targets
Pixel is intended for every Rexel collaborator:
- Business and transversal departments employees

- services providers
- interns
- technical experts.

2. Environment and tools

The person in charge of pixel must master three kinds of environments: his
personal environment, the qualification environment and the production
environment.
Rexel has a close partnership with Microsoft; the software stack is mostly based
on its technologies, for end users as well as the general infrastructure.
Since Rexel‘s environment is mainly composed of Microsoft technologies, the

tools used are part of the Microsoft tools:
Personal environment
The personal environment is favorable to work collaboration:
- A Cisco landline IP phone

- A Windows Seven powered computer
- The classic Office 2010 suite : Word, Excel, PowerPoint, Publisher
- Microsoft OneNote for taking notes during meetings
- Microsoft Access for database handling
- Microsoft Outlook for receiving mail, planning meetings and plan quick
tasks.
- Microsoft Project for project management
- Microsoft Visio to make user-friendly diagrams.
- Microsoft Lync : instant messaging, very useful for organizing meetings
- Remote tools to access the qualification and production servers
- SharePoint Designer 2007
- SharePoint Designer 2010 : convenience software, designed to handle site
content and modify SharePoint pages in WYSIWYG (through user
interface)
Qualification environment
Environment made for development and testing purposes. This environment is

based on a SharePoint infrastructure:
- A Windows 2003 server (virtual) + IIS (internet services), with 16 GB of

memory
- Visual Studio 2008 : integrated development environment (code editor,
compiler and debugger)
- SQL developer and server
- Wsp builder extensions : allows to facilitate the solution packaging process
for SharePoint features
- Windows SharePoint Services 3: Pixel’s core: an entire machine is
dedicated to SharePoint usage, because of the huge number of
functionalities and services running.

Production environment
In order to limit bugs between the testing phase and the deployment phase, the
production environment and the qualification environment are the same,
excepted that production environment does not contain any programming tool.
The physical maintenance of the machines on which Pixel is running is not part of
the job. However, if a server breakdown occurs, it is the role of the Pixel’s
developer to alert the infrastructure maintenance team.

III. THE PROJECT
1. Project description and context
Pixel, the collaborative Intranet
Pixel is Rexel France‘s collaborative Intranet. Its main goal is to share data
across users, organizations units, but also partners and external suppliers.
This data is generally under the form of documents, or data lists. Users can
access this data, depending on their authorizations and scope of action.
Pixel relies on Microsoft SharePoint technologies. Microsoft defines SharePoint

itself as a data sharing platform incorporating many concepts of enterprise
collaboration:
- Collaboration : expose services for better communication, data sharing

between employees
- Portals : hosting for data sharing and privacy control
XML traversal and dynamic object creation
- Search : allow users to search data efficiently
- Business forms : continuous growth of data by allowing users to create
records
- Business intelligence : analyzing and reporting company data, create
processes
o Data lists : storage space for every kind of data (calendar, to do
lists, announcements, business or user data)
o Workflows
- Portals :
o Site creation : websites creation for hosting collaboration tools
o Authorization : definition of allowed areas depending on user profile
- Content management :
Versioning
o Filing
o File management rules (naming conventions, file size, etc.)
- Business forms :
o Add and edit data to a SharePoint list for business purposes, for
instance warehouse product list
o Add metadata on files
- Business intelligence :
o Statistics
o Reporting and logging
o Process definition

Advantages and benefits
Pixel’s advantages are:
- Available for all : pixel is an online tool, available from every computing
device
- Improved maintenance : Pixel does not require any installation, and is
automatically updated in live
- Direct access to data: one can easily request data access
- Interaction with other programs : other applications can get or set data
- User friendly interface: better understanding for users.
Improvement of all these aspects is possible by creating new features, because

SharePoint is a component-oriented architecture. This can be done through
programming development.
Figure 3 : Pixel, Rexel France’s collaborative intranet
User scope
- People: Pixel is a centralized solution, hosted on one single place, but used
through all the country by all organization units. Actually, this Intranet is
not only limited to Rexel employees, but also destined for services
providers. In this way, sharing files between organizations becomes
easier, but it requires a strict security policy. The goal is to prevent users
to access private or meaningless data for their usage.

- Organization units: all organization units’ information can be shared on

Pixel: Human resources, Services, Legal, Communications… It implies the
intranet manager to deal with all these departments, and to get used to
deal with the different interlocutors.
Pixel is nowadays not intended to be shared with customers or world institutions.
Pixel Project migration
Pixel‘s infrastructure has been migrated from SharePoint 2007 to SharePoint

2010 on January 2012. Because this is a period of transition, it is frequent to
switch tasks between the 2007 and the 2010 versions.

2. Project Tasks
Manage data access security
The most frequent task is to attribute properly user rights. Often, the request
consists in a ticket creation, a mail from the helpdesk or a request from a
manager.
Rexel has an increasing amount of collaborators, and they need more and more
to access data.
Although frequent, this task is not always easy : most of the time, it consists just
in granting an access to a web site or a data list, but it is also possible to grant
access in a very granular manner, file by file.
Moreover, rights can have more complexity than just give read or write access:
for instance, users should only have access to their entries, or should create but
not delete.
In general, user authorizations are not given individually, but users are put into
groups having different level of rights. Managing rights by group provides more
flexibility and convenience. In addition, Pixel is synchronized with Active
Directory (software referencing organizations units, people, computers, etc.),
which is the reference for people management. It is mandatory to consult it
before attributing rights, in order to preserve the same logic in both applications.
It is also sometimes a prerequisite to understand the user‘s role precisely: what

should he do? What is his field of application?
As we see, despite the fact attributing permissions is technically easy and does
not take much time, it has to be done with consciousness.
Website creation
Pixel is a web platform, and the intranet can be considered as a hierarchical site
collection: each site can have many sub-sites, repeated for many levels. It uses
Microsoft SharePoint site creation mechanism, which facilitates the process of
creating site structure. Site creation implies
- Creating the web structure : sites, sub-sites, web pages

- Creating the data container, under the form of list of data or documents.
- Create the web parts in the web page, holding the interaction between
user interface and data storage
- Fill or import data from an external source.
In this task, the most important is to understand what the user really asks for,
and imagine the result he expects. The fact is that the majority of users are non-
initiated and not conscious of the possibilities and limits of creation of website in

SharePoint. Realizing exactly what they want can take much time: the goal is to
make a compromise of what they want and what can be quickly deployed.
Tool for managing key accounts constructions sites
Rexel France, due to his national reputation, has to handle key accounts, in other
words, important customers. These accounts can be hospitals, hotels, prisons,
towers, stadiums, etc. Indeed, Rexel provides batches of electrical supply for the
construction sites.
The data was stored in an Access database. But managing the information about
these construction sites has become quirky, and had to be updated by more and
more people. The access database was not adapted for this purpose: sharing the
data with the construction sites team.
Therefore, a project has been initiated on SharePoint 2007: the goal was to
extract the data, and make a convenient user interface.
The goals are to:
- Manage data about the construction sites (generic information such as the
place, the type of the contract, the state of the contract, the customer
data, etc.)
- Manage batches: a batch is an ensemble of electric supply material, such
as high current / low current. Each batch has its owner, its cost, etc.
- Manage contacts: a contact is a person or other organization who signed
the contract of batches with Rexel.
- Manage companies groups: often, the customers or competitors are
company groups, and Rexel wants to collect and keep non sensitive data
about these companies.
For this project, the tasks were
- Recreate and clean the database

- Migrate on SharePoint 2010
- Make user forms clearer and prettier
- Create a modular alerting tool
- Create a task system management for construction sites
- Manage user rights
- Manage attachments
“Governmental contracts” file management
The Governmental contracts file management application has been undertaken

following the statement that no tool on the market was dedicated to manage the
governmental contracts.

Governmental organizations emit an invitation to tender, and Rexel local agents

respond by making an offer. However, Rexel does not award the contract each
time.
The goal was to provide a database on earned markets to log the amounts or, in
case the contract could not be signed, keep a track of the reasons of the failure
(offer too high, competitor partnership, etc.). The main purpose of this project is
the ability to extract useful statistics to analyze Rexel‘s weaknesses in the
process of acquiring the governmental contracts.
The project has been started before the internship, but needed to be updated. In
fact, the governmental contract data is provided by the regional administrative
assistants. The problem stated was the data was not uniform, and even
contained mistakes due to the lack of control. Moreover, the database did not
take into account the contracts lifecycle (creation date, expiration date, ending
notification date, etc.)
The tasks in the project are
- Keep database consistency

- Create new standards controls for user interface
- Limit errors by applying constraints on the user controls
- Create an alert system
- Ensure concerned people are notified
- Make an automatic archiving of the database
The evolution allowed to impact more people: not only the assistant is implied in
the data processing: the sales manager, the agency director and the salesmen
are informed of the governmental contracts lifecycle.
Pixel maintenance
Although Pixel must be accessed all the time, incidents can happen: server
crashes, http server failure, or bug following a user unusual action. The job here
is to check the environment status by analyzing logs.
This kind of problem can be difficult to handle, because it has a big impact on
user’s work: they cannot access their documents or information. Pixel main
priority is to be available, so the responsible has to quickly react after the failure:
the qualities required for this task are swiftness, methodology and be prepared
to face this kind of situation.
Pixel is constantly evolving, and sometimes an update requires a reboot of the

server or a change in the configuration. Upgrade functionalities can be a tough
task due to long and critical operations, and conflict solving. Patience and
meticulousness have to be in order.

Also, Pixel has to be accessed externally as well as internally: the Pixel

maintainer must keep a close eye on the service availability for all kind of users:
Rexel employees, service providers and other extern collaborators.
Create automation tools
These projects results from the need to automate recurrent tasks:
- Alerting tool, more versatile than the SharePoint built-in alerting system
- Web Parts (web page components) to automate data importation into Pixel
data lists.
- Automatic transfer of file to a UNC path (not out of the box with
SharePoint)
Evolved and modern forms
Part of Rexel uses the ITIL (Information Technology Infrastructure Library

model) model, a set of best practices. Many processes are respected in Rexel but
are not automated: for instance, a user must manually fill a form and manually
send it to its hierarchical superior, then to the IT direction, and so on.
This subproject has begun with a user form to handle requests for hardware and
software for a user‘s workstation.
The main goal is to create modern and reliable forms, and to send forms data to
the request handler entity (support, IT direction, etc.):
- Create user-friendly forms

- Retrieve automatically data from profiles through web services
- Establish database of the different choices the user can perform
- Create a validation workflow
Other projects of forms to automate the processes were born following the
success of the deployment of these forms.
3. New tasks and project future

At the end of the internship, many points of improvement have been observed,
and will probably result in new project tasks:
Modernizing the forms
The result of that is a better collaboration of users, and allows making statistics.
The next step is to go further and use the collected statistics to improve user
experience and support efficiency by sibling more precisely user requests.

SharePoint 2010 migration:
SharePoint 2010 offers new possibilities in term of development, data

management and ergonomic. Many applications on Pixel can be improved. For
the moment, only the porting of the key account constructions sites management
application has been done. Future tasks will consist in importing the websites and
applications from the old Pixel version to the new one.
Write users guide and specifications
As in each project, documentation has been produced. It is the role of the intern
to produce documents about the new features, but also operating user guides,
specifications, etc. For each part of the project, documentation has been written,
and already existing documentation has to be modified. Documentation is one of
the prior tasks, because it facilitates communication between the project owner,
the intern and the next persons who will be in charge of the project.

Second scenario: convince the internship

mentor to be in charge of a project
In this scenario, the intern must show to his mentor he can take the
responsibilities of a new project. We can assume that the mentor will look
- On the progress made: are the technical and soft skills sufficient?
- The project results: has the intern been able to meet the project
requirements?
- How the project was managed: what were the keys of the success and
efficiency in the project tasks management?

I. PROGRESS MADE
1. Technical skills
The first proof of improvement, compared to the beginning of the internship

period, is the number of skills I have mastered, learning by myself through books
and mostly Internet through SharePoint communities. SharePoint is a huge
platform, using many techniques, concepts, languages and terminology. It
requires a lot of time reading and practicing before completely understand the
machinery. In case of another project, mastering the concepts from the
beginning avoids technology choices errors during the design phase. During the
development phase, it allows to focus on coding efficiently rather than
reinventing the wheel because of possibilities ignorance or misuse. Take
someone who already knows how to deal with these technologies in a new
project is therefore a great time saving.
Although SharePoint has its own features and software design, the technologies
used are widely spread and used in other contexts, especially Microsoft ones. In
that case, this experience gives the ability to have a good opinion during decision
meetings.
Moreover, the internship experience allowed me to discover tools (JIRA) or go

deeper with the ones already known (the Office Suite). They were used for
project management, bug tracking, incident resolution, statistics, data
migration... Here again, be at ease with every feature of software is a great save
of time and makes communication clearer and faster.
The following lists describe the IT knowledge acquired:
Programming languages
- C# : Main programming language on Microsoft Platforms

- JavaScript : language used by web browsers to process document
transformation on client side
Web Technologies
- HTML : markup language for document structure definition, based on XML

- CSS : specification for styling documents and applications
- ASP.NET : Microsoft language for creating dynamic web pages
Software
- JQuery : a convenient software library to perform JavaScript actions more

easily
- Active Directory

- Microsoft Visio 2010

- Microsoft Access 2010
- Microsoft Server 2003 and 2008
- IIS : Microsoft 's web server
- Microsoft InfoPath : design and publish elaborated forms
- Microsoft SharePoint designer 2007 and 2010
- Microsoft Visual Studio 2010
- WSPBuilder (widespread community tool dedicated to SharePoint
development
- JIRA : Issue and project tracking software
Programming paradigms and IT culture
- DotNet Framework :
- LINQ : Language INtegrated Query, used in combination with C# to
perform content queries
CAML: markup language for queries
- Web services
- SOAP / REST : protocols based on XML, often used in a remote procedure
call architecture
2. Soft skills
Relationship with colleagues and hierarchy is the key of success in managing
people resources. During the internship, I have been able to collaborate with a
large amount of persons.
I have identified each employee’s role, and am able to redirect people requests
to the right person.
Knowledge of processes and rules has also been developed: the ability to inform
people whether they are respecting the processes and if not, explain them how
to do and who to contact.

II. PROJECT MANAGEMENT
1. Working methods
Meetings
Regular meetings occur to give the project directions. I was independent in

organizing my time, and took a particular attention on taking notes during
meetings in order to keep a track of what has been said and evict ideas conflicts.
Requests and task tracking
The addition of a new feature can be described by the following process:
- User request submit: a user submit a form, expressing his need

- Request tracking : If the project is validated, a new entry is pushed in
JIRA, the project tracker, describing the need
- Project cost estimation : projected cost in terms of time, money and
infrastructure
- Specification writing: description of project features, used technologies,
resources usage, etc.
- Preparation phase : ensure that the environment is suitable and ready
- Coding phase : programming features,
- Testing and debugging : track bugs, correct them on the qualification
environment
- Test cases : verify if actions the user can do result in the expected way
- Deployment on the production environment.
Working method
The following method I applied to the main project tasks is the following
schedule:
- Formalize the expression of the need by the customer

- Eventually estimate costs
- Validate the produced document
- Documenting about technologies
- Write specifications
- Validate the specifications by the mentor or director
- Development phase
- In parallel, write user and developer documentation
- Test features
- Produce deliverable
- Deploy the solution and commit documentation in the documentation
storage.

Using this method of work allowed me to have a better management of the time
because I was able to situate the project advancement. It is also a better way to
communicate the progress of the project to the customers and managers, and
reassure them about the schedule and the respect of the deadline.
External help resources
The first step in the internship was to read books about SharePoint, in order to
better understand the Pixel working.
Pixel is an IT project, and nowadays many users get help from the Internet more
and more. I have developed efficient research skills during my internship, and for
every problem, I could find a solution or a hint by help from Internet.
I could also benefit of Rexel’s partnership with Microsoft and Expertime to get
help and documentation about the Microsoft environment.
2. Project quality
I have put an emphasis on acquiring the best programming techniques, and use
the most recent technologies. The objective was to produce applications more
flexible, scalable, and efficient. I also focused on bug tracking, to reduce
maintainability costs.

III. PROJECT RESULTS
1. Results
Project tasks states
Since Pixel is a project constantly evolving and with a promising future, and
because of the number of possibilities of improve functionalities, we cannot
speak about finishing the Pixel project. However, all the tasks tracked during the
six months in the request tool were successfully implemented.
At the end of the internship, the following features have been integrated in the
production environment and are subsequently finished:
- The construction site project

- The government contract management application
- The software and hardware request form
- The authorization management forms
- The custom fields
- The custom web parts
- The automation tool for import Excel files automatically.
The website automatic creation feature is still in development. The fact this task
is not terminated is mainly because of two aspects:
- Microsoft, the editor of SharePoint has limited technology choices for his
cloud version, yet the project had to be compatible with the cloud.
Fortunately, I have been able to reduce technologies dependencies, and
keep the functionalities fully unmodified.
- The project schedule and owner have changed during the conception
phase: I have inherited of this subproject, initially intend to be developed
by an external team, therefore the planning has changed.
Results analysis in term of money
- Costs reduction : the projects were produced internally

- Project saves : the applications did not require anything else than a
SharePoint environment, so no material cost needed
Results analysis in term of organization benefits
- Mastered processes
- Time gained
- The generic alert application could be reused for other projects
- The evolved form project gave birth to other similar projects, such as
application authorization requests.

2. Personal contribution to the project

Throughout the internship, I have seen how the company was organized, and
then discover the role of each human resource, especially the architect. Indeed,
being in a large structure helped me to see the variety of missions and
occupations of each job.
Being in an international company also reminds me of the issue of the

globalization: it is mandatory to learn how to work with different cultures. I did
not face this problem, but I could see that it is a recurrent problem.
Fix bugs from Pixel migration process failures
Pixel migration to SharePoint 2010 was made by an external company. However,

the migration process has succeeded in installation but some bugs appeared. I
had entered in contact with this company to solve the last problems. Some
issues had a big impact on user experience or internal functioning of SharePoint.
With the help of the company, I have been able to solve all the issues to provide
the best user experience once collaborators will start to use SharePoint 2010.
Implied in user profile management with Lync
The Lync software is an instant messaging tool which allows searching people by
skills. Indirectly concerning Pixel project, I have been interested in this project
and participated to Lync integration in the environment, by meeting Microsoft
technical experts.
User usage of SharePoint improvement
When making a project, I have based the strategy on focusing user needs:
understand people interaction, preferences and feedback allowed me to modify
the environment to provide a better collaboration between people, and more
efficiency of data feeding by the overall users.

Third scenario: convince a hierarchical

superior to take the responsibilities of a
complete project
In this scenario, the student has to demonstrate to an influential person in the

company to get the ownership of a new project. The goal here is to prove that he
will be the suitable person for becoming the project manager.
In this part, we will show:
First, that the company background has been understood: the corporation
knowledge, its goals, and its culture.
Second, show that he has natural or learnt management skills that can be reused
for the leadership of a new project.
Third, that interest is shown for the project, by explaining the personal intentions
for the new project, in which way the project will be managed and what will
make the difference compared to another person.

I. COMPANY KNOWLEDGE
1. Company business knowledge
Contacts and interlocutors: Knowing the right person for the right question
During the internship, I have dealt with many collaborators: working on the core
of the communication tools implies a continuous flow of user requests for content
change. Since Pixel applies to different domains, the first task was to identify the
user's role in the company, in order to have a better idea of their needs.
Consequently, I have been able to build up a set of contacts for each field of
application. Also, because Pixel is the central point for data access and I have
been in charge of granting access to users, I got a good overview of the
company hierarchy, essentially by analyzing the people groups.
Computer science notions
As in every domain, IT has its own vocabulary that has to be mastered to fully
understand needs and requests. In fact, I have done an effort on understanding
the meaning of enterprise notions:
- Documentation: I am aware of conventional naming, Rexel document

templates structure, and because I have been involved in many projects, I
know how to write them efficiently : during the internship, many
documents had to be written : need expression, specifications,
architecture documents, cost estimation, operating user tutorials, reports,
technical documentations, etc. Having a practice on writing the
documents in the Rexel allowed me to express my synthesis skills,
generally appreciated with satisfaction.
- Environments: During the internship, I discovered a lot of facets of

computer science, outside of the development process. This is due to the
fact I have been surrounded by many project leaders, or people
responsible for a particular domain. I discovered many environments, such
as integration, qualification, production. This experience made me have a
better idea of each environment problematic and constraints.
Enterprise notions
A good manager has to understand how what makes his company unique. In
order to understand Rexel’s specificities, I have taken time to read
documentation, at the beginning of the internship, about the following subjects:

- product names
- jobs
- Projects
- Technical words
- Business world
- Project descriptions
- Ways projects are documented
- People organization.
Moreover, I have carefully listened to people oral exchanges in order to have a

better idea of what they do in their job and learn new vocabulary and corporate
knowledge.
2. Understanding company goals

Rexel has long-term and short-term objectives:
In Rexel‘s case, the company mission is clearly to provide quality products and to
promote customer satisfaction. Employees are expected to provide quality
service, respect quality standards and above all meet customers and users need.
Long term goals
increase company profit margins: Rexel tries to reduce its production costs
multiply the product offers: product diversity is a source of innovation and

therefore profit
Diversify services: especially in IT, Rexel offers services to their customers and
their users, to answer for more and more specific needs
Expand in size or location: Though Rexel France is present almost everywhere in

France; new agencies are opening, resulting in more efficient and targeted
services.
Improve Rexel’s image, by demonstrating service quality and improve the

worker’s jobs quality. Rexel also wants to spread its values: dynamics, efficiency,
cooperation, professionalism.
Short-term goals
Use the newest technologies: For instance, the use of the latest versions of
SharePoint and JIRA is a proof that Rexel IT department tries to always provide
the latest features to the collaborators.
Streamline production or services: Rexel changes its organization to provide a

more fluent and clearer: improve workflows, improve communication.

Being a manager requires to have an overview of the project technically, but also
strategically: the manager has to think beyond the project, for the whole
enterprise. Understand the company goals in a larger scope helps in taking
decisions to ensure that a project takes the good direction. More than that, a
project fully compliant with the overall strategy ideas can become a model, and
other company projects can get inspired and follow the example.
3. Understanding company culture

Every workplace has a culture. A company's culture often reflects the managers’
philosophies.
All along my internship, I got an interest in the company culture. I could observe
way people act (both on and off the job), present themselves, how they work. I
also observed the way workers interact with each other’s, with supervisors and
across the departments.
Although a company culture is really instituted, the great amount of people in

Rexel also offers diversity, not only by look and feel, but also for their skills and
their personality.
Being a team leader, I would pay a particular attention on respect the ethics and
the company culture, not only to have a good image in the company but also for
users.
I applied the essential keys of succeeding in being an integrated employee.
- know and respect the company's culture

- display interest in the company
- have a positive and optimistic attitude
- pay attention to expected norms of behavior
- get a better understanding of the co-workers situation and job by
developing relations with them.
The result of this experience is that I gained confidence with my co-workers, and
that they were even asking for advice on several subjects.

II. MANAGEMENT SKILLS
1. Understand the manager role

Being surrounded by many project leaders, I could get their feedback on my
work, exchange opinions, and get inspired by their own experience. In fact, the
Pixel team, despites its small size, has to exchange with a lot of other project
leaders or managers, whether from IT department or transversal departments.
Although my role was not really being a project leader, I got a certain freedom in
managing Pixel project tasks and tracking.
Observing continuously managers, I have been able to discern what their role is
and which tasks they should accomplish.
A project leader has to make the following tasks
- Plan and organize meetings

- Encourage processes improvement
- Solve problems
- Make decisions,
- Planning tasks,
- Delegate tasks,
- Observe and analyze critical points
- Teach to the other team members.
During the internship, I have observed how my advisors were handling their
project, but have also been pro-active by organizing meetings, creating tasks
and solving problems.

2. Team work and communication

I have remarked that in Rexel, everyone has a role in the project strategy. The
technicians report advancement and errors and advice how to avoid them in the
future. Managers are synchronizing teams and give them the directions to take.
But everyone has to respect each other’s work: respect for the dignity and worth
of others, respect for individual differences.
Employees just tell the fact as they are: honest and open communication
promotes better cooperation. For technicians, it allows them to better admit their
error, and for managers have a better idea of the project situation.
I also have mastered IT communication tools. Mail, telephony, tracking tools, but
also instant messaging used efficiently depending on the context can be a great
time saver and facilitates communication.
I tried all along the internship to follow the employees’ professionalism in

teamwork: be prompt and reactive in treating other’s requests, treat others with
respect, be patient and take time to explains things as clear as possible, being a
good team player and coming up with innovative solutions. I have put an accent
on respect their standards, their job schedule.

III. PERSONAL INTERESTS FOR A NEW PROJECT
As the Pixel project main actor, I have noticed ways of improving the users and
collaborator work, not on a technical aspect but rather on a business or moral
problematic. I have identified three points I would focus as a project manager:
process automation, zoom in user needs, and reinforce collaboration by sharing
knowledge.
1. Process automation
Many processes are nowadays still handmade or only semi-automatic. During my
work, I have pointed on several aspects that could be made by a computer,
especially all user requests and workflows.
Automation simplifies the process: for instance, once a form was completed,
there was a chain of people to validate the process, and a long time can occur to
pass data from a user to another. It is a gain of time and simplicity: for people in
charge of the requests, they just have to focus on the content (the request
resolution) and not the form, which is standardized. For users that initiate the
request, rather than spend time on formatting and understanding the processes,
automation can help them to focus on the request elaboration.
Automation also gives a better control of the data passing through users and
applications. Because every request is recorded, it becomes possible to make an
analysis of the collected data, and use this data to offer a better user experience.
That is why during the allover experience, I promoted automation of frequent

tasks and, in collaboration with my supervisor, initiated subprojects to lighten
the processes.
2. Get closer from users’ needs

As Pixel was the centric platform for users’ data access, I often could discuss
with them about their job, and particularly what they expected from IT to do.
Because non-specialists users often have a candid point of view, they often point
on pertinent aspects that can be revised for their own needs, and they are the
best placed to know how to improve their work.
To get closer from users’ needs, data must be collected on the usage of their
application, on the difficulties they meet, and analyze all the use cases.

User opinion is also a great factor in a manager’s decision: if not fitting with the
users requirements, the consequences can be a reject of the user and a drop in
user motivation of using his unsuitable tools.
Therefore, in the new project, I would perform user surveys, to compare their
feedback with the steering committee decision. If both merge, the project has
great chance to be a success.
3. Reinforce collaboration: knowledge sharing

Collaboration represents a huge amount of time in an employee’s schedule:
schedule meetings, communicate about events, alert people of changes, produce
documents are part of the job.
Team synchronization is the key for a successful project. However, it is often the
case where employee’s schedules do not fit with each other’s. Synchronization
requires time, therefore money. Improving the efficiency of meetings is a
performance key, and this can be achieved by letting people access and produce
all enterprise knowledge and inform them on the fly: nowadays a “tweet” can
have more impact than a heavy document.
Put in place a knowledge database will result in asynchronous collaboration. For

instance, one can read the critical reviews and notes of another collaborator
about a project or a specific domain. Once they meet, they are already informed
of the basics and the last updates about the subject, and they can focus on the
real subject rather than explaining again the context and last events.
The other side effect of is users are more independent by learning by

themselves. The gain of autonomy can relieve the training staff, and people can
get a better usage of their tools and they can better manage their time.
To conclude, although this does not only apply to a specific project, I really think
improve employees work efficiency and comfort is maybe the main role of the
manager, and would be one of the main aspects I would focus on.

CONCLUSION
The internship experience is a deep dive in the business world. Although

Epitech‘s main goal is to prepare its students to enter the professional life with
lots of projects, the corporate environment, tasks and people offer a better
context for one’s skills improvement : collaborators feedback and experience
really helped me to work on myself, it was a satisfaction to work in good
conditions.
It is a proof of professional capability, everyday challenging myself to overcome

difficulties: I mainly improved myself in learning faster, deal with people, and be
more efficient in my work. The learnt skills will be reusable for next projects. I
have been able to discern what my weaknesses are, and I now try to diminish
them or make them vanish.
During these six months, many tasks have been done, and often their impact
and results were reported: users and managers expressed their feedback and
satisfaction: this is a mark of gratitude, and proves that I have followed the
same strategy than the IT department: continuously improve services quality
and availability.
I did not expect to deal with so many kinds of jobs, and even learn about new
ones in the domain of IT. I also dealt with other business units collaborators
directly, and quickly developed teamwork skills with them. Although I was a
service provider employee, I felt integrated to the company: I was in charge of
my project, and had a centric role in the company.
Rexel France headquarters is a suitable place for a third cycle study experience,
because of its size, its dynamics and its skilled people. Even if the internship
subject does not require guru technical competences, it is a great chance to
develop its soft skills and project management skills.
I have an excellent feedback on the job and the company: the working conditions
are pleasant; people are open minded and very professional. It constitutes an
interesting, enhancive and rich experience I can add to my bag, as well for skills
as contacts.
This experience gave me a better projection of my carrier plan, a clearer idea of

my future job, with the will to become either a project manager or architect.
To conclude, I can say this experience was a success both for Square-IT and me:
at the end of the internship, I have been hired in Square-IT with a long term
contract: I will still work for Rexel for a certain amount of time, and then
integrate a new greater project, and apply all I learnt during the 5th year
internship to it.

REFERENCES AND BOOKS
References
Rexel Group website
http://www.rexel.com
Rexel France website
http://www.rexel.fr/
Microsoft support website
http://support.microsoft.com/?ln=fr
Open Source project hosting, mainly SharePoint components
http://www.codeplex.com/
Information about SharePoint
http://sharepoint.microsoft.com/fr-fr/Pages/default.aspx
Information about webparts :
http://office.microsoft.com/fr-fr/sharepoint-server-help/composant-webpart-
image-HA010024051.aspx
Books
Microsoft SharePoint 2007 Development Unleashed By Kévin Hoffman

Internship Raport

Uploaded by

Internship Raport

Uploaded by

EPITECH

5TH YEAR INTERNSHIP EXPERIENCE REPORT

Mentors: Nicole LE RAY / Arnaud HAMEL

II. ABOUT FINDING THE INTERNSHIP ............................................................ 8

1. COMPANY PRESENTATION: THE GROUP ....................................................................10

II. UNDERSTAND THE JOB ............................................................................ 16

1. PROJECT DESCRIPTION AND CONTEXT .....................................................................19

Nicolas ZERR Epitech 5th year internship 2

Evolved and modern forms ..............................................................................25

I. PROGRESS MADE ........................................................................................ 28

1. TECHNICAL SKILLS ...........................................................................................28

II. PROJECT MANAGEMENT ........................................................................... 30

1. WORKING METHODS .........................................................................................30

III. PROJECT RESULTS ................................................................................... 32

I. COMPANY KNOWLEDGE .............................................................................. 35

1. COMPANY BUSINESS KNOWLEDGE .........................................................................35

II. MANAGEMENT SKILLS ............................................................................. 38

1. UNDERSTAND THE MANAGER ROLE .........................................................................38

III. PERSONAL INTERESTS FOR A NEW PROJECT ........................................... 40

Nicolas ZERR Epitech 5th year internship 3

REFERENCES AND BOOKS ................................................................................. 43

Nicolas ZERR Epitech 5th year internship 4

I would thank M. Clement GAUGER, CEO in Square-IT, for having accepted me in

I would also like to thank the following persons:

- Isabelle REINEAU for her collaboration in the governmental contracts

Nicolas ZERR Epitech 5th year internship 5

EPITECH (European Institute of Technology)’s master degree requires the

This document describes Nicolas ZERR’s experience in Square-IT Services, in

Nicolas ZERR Epitech 5th year internship 6

Quick presentation of the company

Square-IT Services, established since 2006 provides computer

The Square-IT collaborators step in the decision process as engineers, experts or

Square-IT provides sought-after IT skills, with a large amount of employees,

Nicolas ZERR Epitech 5th year internship 7

II. ABOUT FINDING THE INTERNSHIP

At this period of time, I was studying Microsoft technologies. However, it is a

A colleague of mine oriented me to Square-IT. Square-IT is a service provider for

Nicolas ZERR Epitech 5th year internship 8

First scenario: A new person is in charge

- The company background : understand the company goals

Nicolas ZERR Epitech 5th year internship 9

I. UNDERSTAND THE COMPANY BACKGROUND

1. Company presentation: the group

Created in 1967 as the « Compagnie de Distribution de

Rexel Group owns many banners: Gexpro, Hagemayer, Elektroskandia, and

Figure 1 : Rexel Group implantation

Nicolas ZERR Epitech 5th year internship 10

1. Company presentation: Rexel France

Rexel France is deployed over all France.

For commercial purposes, Rexel is divided into two

Because of the growing amount of proximity agencies, Rexel’s structure is

A zone is corresponding to one or several France regions and contains several

The IT infrastructure is centralized at 3 locations: Paris, Issy les Moulineaux and

Rexel France, in addition of the core business infrastructure, is divided into 5

- Human Resources : people management

I have been integrated in the IT direction unit, composed of 22 employees. The

- Manage workstations : provide new hardware and software

Nicolas ZERR Epitech 5th year internship 11

Rexel is led by an Executive committee. The Committee discusses strategy,

Figure 2 : Executive committee

Nicolas ZERR Epitech 5th year internship 12

Partners and competitors

The mission occurred in the Rexel France IT department.

IT department is directed by:

- Mr. Dominique BISSEY (Executive for new technologies)

The unit is mainly composed of Project leaders or architects, so their scope is to

In the IT domain, Rexel collaborates with services providers:

Nicolas ZERR Epitech 5th year internship 13

2. Company context and strategy

- A profitable growth :ally organization growth with acquisitions

Rexel is relentlessly evolving, by making acquisitions (SCT in 2012), by

- For customers, to access a complete list of the products, prices, stocks,

Nicolas ZERR Epitech 5th year internship 14

We saw that Rexel has a great amount of collaborators, so how to make

Collaboration is a vector of productivity and nowadays, IT technologies offer the

In order to respond to these needs, Rexel decided in 2008 to acquire Microsoft