A leading player in Tunisia’s agri-food industry, ROSE BLANCHE Group operates across several complementary sectors : cereals and cereal-based products, animal feed, agriculture, trading, and international development. With around 30 subsidiaries and more than 100 sites across Tunisia, including collection and livestock farming centers, the group manages a wide range of projects involving multiple departments and stakeholders.
Faced with this diversity of business lines, locations, and stakeholders, ROSE BLANCHE Group needed a common approach to better structure, monitor, and coordinate its projects, without adding to the daily workload of teams that are primarily focused on their operational activities.
In this testimonial article, Mehdi Ben Hamouda, Group Director of Industrial Projects and Product Owner for the deployment of the IDhall solution, and Ahmed Cherif, IT Application Project Portfolio Manager, discuss the challenges involved in deploying IDhall. They outline the criteria for selecting the solution and how ROSE BLANCHE Group is gradually engaging its teams in a more collaborative project approach.
Standardizing project management without overburdening teams’ day-to-day work
At ROSE BLANCHE Group, projects are numerous, varied, and led by teams from a wide range of departments. Before seeking a common solution, each division operated using its own tools and workflows: Excel files, task lists, Microsoft Planner, or other internal tracking tools.
This diversity of practices made it difficult to establish a shared methodology across the group. The organization therefore needed a common framework to better structure, track, and manage its projects, while taking into account a key reality on the ground: projects are not always led by dedicated project managers.
They are often led by teams for whom this is not their primary role. Coming from maintenance, production, or other operational departments, these teams contribute to projects in addition to their day-to-day responsibilities.
The challenge is that many projects are led by teams for whom project management is not their primary role. These teams may come from maintenance, production, or other operational departments, and are not 100% dedicated to projects.
ROSE BLANCHE Group was looking for a project portfolio management solution able to provide a more structured approach and greater visibility, while remaining compatible with the realities of teams on the ground. The group needed a common framework, but without imposing overly complex procedures on users, not all of whom are project managers.
We didn’t want to burden the teams’ day-to-day work with complex templates or additional reporting. We needed a solution that everyone could easily adopt, including those who aren’t project managers.
IDhall: an intuitive solution to encourage adoption
At the beginning of the process, ROSE BLANCHE Group had drawn up a highly structured set of specifications to define its project portfolio management needs. The goal was to select a solution aligned with the group’s requirements.
As the selection process progressed, however, one criterion emerged as particularly important: ease of use. In an environment where projects are managed by a wide variety of users, the tool had to meet management needs while remaining accessible enough to be widely used.
Initially, we had drafted a very rigorous set of specifications, based on traditional project management standards. But in our context, we realized that the app’s intuitiveness would be key to encouraging its adoption by the teams.
This focus on user adoption played a major role in the decision to choose IDhall. The solution met the need for project portfolio management while offering an intuitive user experience tailored to employees for whom project management is not always their primary role.
We made a clear choice: to prioritize getting as many people on board as possible rather than adhering to overly strict methodological standards. The goal was to have a tool that teams would actually use, with actionable project data, rather than a solution reserved for a handful of expert users.
This approach did not mean abandoning management requirements, but rather finding the right balance between method, visibility, adoption across operational teams, and adaptability to the group’s organization.
IDhall won us over because the solution combines two key aspects that are essential to us: ease of use for users who are not project management specialists, and configurability that allows us to tailor it to our subsidiaries, our decision-making processes, and our internal structures.
Building a project management culture over time
After two years of use, the rollout of IDhall continues to be part of a gradual transformation of management practices. For ROSE BLANCHE Group, it’s not just about tracking projects in a tool, but about establishing shared habits in an environment where operational priorities remain very high.
The challenge is to gradually establish a project-oriented culture in an environment where production remains the primary focus, and where projects can easily take a back seat.
This transition requires a clear set of guidelines that distinguish between day-to-day activities and initiatives that should be managed as projects. Business tools remain dedicated to day-to-day operations; IDhall comes into play when an initiative involves multiple contributors and requires cross-functional coordination.
Whenever a project requires collaboration among several people, our rule is simple: it’s managed in IDhall to provide visibility and better coordinate the teams.
This approach currently applies to several areas within the group: industrial projects, IT, innovation, quality, business development, and opening new retail locations. In particular, it supports projects involving different departments or support teams, in which the flow of information and the contribution of stakeholders are essential.
Beyond monitoring, this structure helps highlight the economic value of the projects underway. In an industrial group, an approved project often corresponds to an expected investment and a performance target. Delaying it therefore means postponing the associated benefits.
When an approved project is delayed, it’s not just a scheduling issue. It can mean postponing significant financial benefits for the group, especially when the expected return on investment is high.
The rollout continues to be phased and is supported by regular communication with the Humanperf teams. This support helps ROSE BLANCHE Group make the most of IDhall’s capabilities within its specific context.
What I appreciate most is how easy it is to get in touch with the Humanperf teams. Their availability is essential for unlocking the tool’s full potential in our context.
An intuitive solution designed for widespread adoption
As the solution is rolled out, IDhall is gradually establishing itself as a common platform for structuring projects, providing visibility to teams, and supporting the evolution of work practices. For the organization, the solution’s value lies in its ability to combine effective project oversight, ease of use, and widespread adoption.
IDhall allows us to get started on a large scale without creating barriers to entry or requiring extensive training in project management. It’s a simple solution that isn’t limited to those who already have experience in project management.
This ease of use does not come at the expense of the group’s project management requirements. By making projects more visible, IDhall also provides managers with a clearer overview of progress, deadlines, and the resource allocation.
IDhall provides our managers with real-time visibility into project progress, deadlines, and resources. This is a key priority for us.
With IDhall’s intuitive interface, flexible configuration options, and ongoing support from Humanperf, ROSE BLANCHE Group is building a stronger foundation for project management, improving visibility and collaboration while fostering a shared project culture across the organization.
