Choosing MEGA

Christel Loitron was convinced that a unique vendor would be needed to manage the tool, the method and the support. The pilot project describing processes within the information system revealed that MEGA was able to elicit constructive and organizational ideas through modelling. “We don’t improvise,” notes Christel Loitron, who doesn’t want to limit herself to the processes. “We use methodological tools. We must use the tool to perpetuate the initiative and to keep it viable.”

Implementation

A project was launched to expand the information system. It began in 2005 and started with a process-based approach. The project involved aligning the information system based on the development of a chequer board strategy. Christel Loitron took charge of this strategy and applied it inside the company to model the operation. “We then defined the value creation fields as well as the processes involved in creating value.” MEGA entered the picture at that stage. From 2005 to 2007, Christel Loitron continued managing this initiative. She applied it to the business processes and to all IT processes. She created a dedicated business process team within the IS department in order to streamline and strengthen the business needs within the IT project team. In terms of resources, they needed a full-time person for a few months in order to implement the methodology.

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