Lur Berri rolls out its IT processes
in monday.com

The IT team and its processes

At the heart of the cooperative is the IT team, made up of 9 people split into two units: the infrastructure unit, and the business unit, which handles projects involving software packages and business applications.

These units are closely linked and interdependent. Running them requires constant dialogue between everyone involved to optimize processes and projects.

Until recently, the IT team still worked in a very manual way. “We managed a lot of things in Excel files, shared information in team meetings and handled tickets through our intranet tool, which did not meet all our needs. And user requests were all handled by phone and email,” explains Alexandre Raynal, CIO of the Lur Berri group.

With this setup, it was hard for everyone in IT to coordinate and stay aligned on project progress. “A project manager couldn’t easily assign tasks to other stakeholders, and those people weren’t necessarily notified that tasks had been assigned to them.” On top of that, Alexandre Raynal found it hard to get an overall view of his team’s workload. “It was all spread across different tools, and pulling it all together took a lot of time and was difficult to do.”

Clearly defined needs

With a detailed set of requirements in hand, Alexandre Raynal set out to find a tool that could meet the following goals:

• Coordinate the team across all projects
• Share information easily
• Run reports to bill time spent on tickets and projects
• Manage the team by tracking attendance and workload

To implement monday.com and build its processes into it, Alexandre chose to rely on the expertise of Synolia, recommended by the vendor.

A smooth project

From the start of the project, Synolia trained Alexandre Raynal so he could quickly get up to speed with the tool. The monday.com users were trained next.

“Excellent technical knowledge, great interpersonal skills, and communication was easy. The training was clear and precise. The support was perfect!”

Today, all of the IT team’s processes are replicated in monday.com. A form was set up to collect user tickets, covering operational issues and requests for configuration, settings or resources. The team now handles 300 tickets a month, and resolution time has dropped considerably. “For ticket management, the team has fully adopted the tool, and I see things running much more smoothly.”

Another form was created for change requests related to software packages and applications.

The request management process now makes it possible to analyze each request and prioritize projects based on each person’s availability and workload. These projects are then managed right in monday.com.

Alexandre Raynal also uses the tool to manage his team, tracking each person’s absences and workload. Finally, the reporting features let him analyze the time spent on each project and task and handle internal billing.

Room to grow

While the IT team as a whole has broadly adopted the tool, there is still some way to go, especially on project management. “We still have progress to make on project management. That will mean training people so they stop seeing monday.com as a reporting tool and start seeing it as a real ally in managing projects.”