Background and Project Need
Pelephone Communications Ltd. is one of Israel's largest and most complex telecommunications companies, managing thousands of employees, dozens of information systems, customer service processes, operations, projects, and cross-organizational maintenance.
Over the years, a critical need emerged for dramatic improvement in internal process management, control, incident handling, documentation, and transparency throughout the organization's value chain.
Following the accumulation of data across numerous different systems, difficulty in data synchronization, pressure on service and maintenance teams, and increasingly strict regulations, a strategy was formulated to renew the digital operations infrastructure.
Specifically, Pelephone chose to implement Monday.com as a core platform for operational processes, maintenance, and control, with custom developments and integration with all company core systems.
The Challenge
Project Alignment with Expertise and Business Needs
The project was planned from the outset as a response to a wide range of challenges, requiring deep expertise in managing enterprise information systems, cross-organizational implementation, organizational change management, and frontal and hybrid training for thousands of users.
The implementation was specifically tailored to Pelephone's unique character – from integration with existing CRM, ERP, and incident management systems, to control at management and team levels, to point treatment of requirements for unique departments in engineering, service, and maintenance.
The system was designed to serve as an operational foundation for extensive parts of the organization and to be easily expandable according to future business and organizational development.
The Solution
Work Methods, Project Stages, and Work Plan
The project was managed using an approach combining Waterfall in specification and development stages, with Agile modules in adaptation, training, and implementation stages.
Initially, comprehensive mapping was performed of all work processes across different departments, gap collection, interviews with employees and managers, examination of incident lessons learned, and analysis of bottlenecks in existing work interfaces.
Subsequently, detailed specification was built by stages: task and incident management, treatment team allocation, progress tracking, SLA compliance control, activity documentation, automatic report generation, and development of connection interfaces with external systems.
Following this, a multi-phase work plan was formulated: development of dedicated processes in Monday.com, building customized forms and dashboards, planning permission hierarchies, creating dedicated modules for maintenance incident management, establishing dedicated training teams, running pilots in three key departments, building digital and frontal training content, and finally rolling out the project gradually to the entire organization.
Technologies
Intermediate and Final Deliverables
At each stage of the project, intermediate deliverables were produced: specification documents, process diagrams, user survey reports, training materials, video recordings, UAT testing boards, integrity and information security reports, and success metric control documents.
The main project deliverables include:
Customer Satisfaction
Customer satisfaction was measured at each stage through focused satisfaction surveys, control meetings, direct feedback from users, and operational depth checks after each stage.
The feedback indicated:
Special emphasis was placed on providing quick responses to issues and problems that arose during training, while adapting training content to knowledge gaps discovered in the field.
Originality, Creativity, and Innovation
One of the project's main achievements is the integration of an original and innovative approach in implementing Monday.com solutions in the telecommunications world.
Unique modules were developed for cross-organizational incident management – enabling not only tracking but also prediction of recurring incidents, based on data accumulated from hundreds of digital processes.
Advanced dashboards were developed enabling drill-down from any management level to individual technician level, combined with unique analytics tools.
The system was built so it can be easily expanded to new activity areas and replicate new processes without additional dedicated development.
The training process itself was upgraded by combining digital learning with frontal meetings, simulation workshops for complex incidents, and personalized role-based practice sets.
Summary
The Pelephone project demonstrates substantial digital organizational change leadership, through building a comprehensive solution for training and implementing Monday.com across all company levels.
The project included detailed and cross-organizational specification, adapted system development, pilots, professional training, and full organizational support.
The innovation and flexibility in specification, the multi-channel training approach, and the ability to integrate with all the company's core systems – created a solution that enables Pelephone to shorten processes, improve operational control, increase transparency, and respond quickly to business and regulatory changes.
The project has become a standard and reference point for training and implementation projects in the telecommunications world.
Results
Variety of Activities Performed in the Project
Significant efforts were invested at every stage of the project. Specification and process analysis were performed jointly with domain managers, field workers, call center managers, and infrastructure departments.
The project team built dozens of different Boards in Monday.com, specified customized fields and data structures, developed complex automations for incident escalation, alerts, external API connection, and enabled two-way synchronization with the company's core systems.
Management dashboards were developed for budget control, task and maintenance tracking, and SLA management with departments and business partners.
The critical stage of the project was frontal training – hundreds of training sessions were conducted for all company levels, from senior managers to field workers. Detailed process presentations, hands-on practice sets, training booklets, and video guides were built.
In parallel, all system users were accompanied by daily support, both in the field and digitally, with support centers and help desk systems.