1. 1
Transforming to Learning Organization:
Converting ‘Bench’ Threat into Great Opportunity
Vineet Jain, Deputy General Manager
28-Sep-13
2. 2Transforming to Learning Organization
Agenda
Need and the Background
Key Issues & Challenges
Solution Approach & Best Practices
Benefit Realization
Key Learning and Adaptation to other entities
Conclusion
3. 3Transforming to Learning Organization
Need and the Background
Key Issues & Challenges
Solution Approach & Best Practices
Benefit Realization
Key Learning and Adaptation to other entities
Conclusion
4. 4
Need and the Background
Capability Driven Organization
Transforming to Learning Organization
5. 5
Need and the Background
Capability Structure
Transforming to Learning Organization
6. 6
The Need and the Background
“Mother Ship”
KRA: Reusable components, White papers,
Conducting training & Getting trained,
Knowledge sharing etc.
BENEFIT: Development Needs, Career
Aspirations, Appraisals and “Right” project
assignations
Transforming to Learning Organization
Salient Features of Capability Driven Organization
Ensures continuous capability maturity through active participation
7. 7Transforming to Learning Organization
Need and the Background
Key Issues & Challenges
Solution Approach & Best Practices
Benefit Realization
Key Learning and Adaptation to other entities
Conclusion
8. 8
Key Issues & Challenges
Inadequate focus
Low Motivation
Knowledge Repository Building
Transforming to Learning Organization
9. 9
Key Issues & Challenges
Reduced/Ineffective Training
Reduced Connect
Ineffective utilization of Bench
Transforming to Learning Organization
10. 10Transforming to Learning Organization
Need and the Background
Key Issues & Challenges
Solution Approach & Best Practices
Benefit Realization
Key Learning and Adaptation to other entities
Conclusion
11. 11
Solution Approach & Best Practices
Step by step two thronged approach - Converting
“bench” threat into a great opportunity.
PUSH Based Approach
PULL Based approach
Transforming to Learning Organization
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PULL Based Approach
People feel “pulled” in contributing
towards capability
DM (Development Manager) for DM’s
KRA
Metrics of Capability Contribution Index
(CCI)
Transforming to Learning Organization
14. 14
Development Manager (DM) Dashboard
Transforming to Learning Organization
Capability
Contribution
Index (CCI)
Capability KRAs for
Development Managers
and their Team
Scores for contribution. CCI
computed based on
corresponding weightage
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Organization Change Management
Transforming to Learning Organization
Effective change management Critical aspect of transforming to a
learning organization
Change management at all stages - Ideation to launch stage
Multiple modes of Change Management & Communication
DM dashboard - The single source of truth of contribution.
DMs as ambassador of this initiative
Creating healthy competition – Through DM dashboard
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16. 16Transforming to Learning Organization
Need and the Background
Key Issues & Challenges
Solution Approach & Best Practices
Benefit Realization
Key Learning and Adaptation to other entities
Conclusion
17. 17
Benefits Realization
This good practice on transforming to learning organization
and converting bench threat into opportunity, has provided
benefits realization in multiple ways, right from maturing of
capability, contribution from people, productivity, impact
on project deliverables and ensuring delivery excellence.
Few of the benefits are tangible and few are non-tangible.
Transforming to Learning Organization
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Benefits Realization - Reusable Components
Transforming to Learning Organization
0
5
10
15
20
Qrtr1 Qrtr2 Qrtr3 Qrtr4
ReusableComponents
Quarter
Reusable Components
IntroductionofGoodPractice
Number of reusable components zoomed up in just two quarters.
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Benefits Realization - Training
Transforming to Learning Organization
IntroductionofGood
Practice
0
1
2
3
4
Qrtr1 Qrtr2 Qrtr3 Qrtr4
NumberofinternalTraining
Quarter
Capability Based Internal Training
IntroductionofGood
Practice
0
20
40
60
80
100
Qrtr1 Qrtr2 Qrtr3 Qrtr4
AverageTrainees/Month
Quarter
Average Trainees/Month
Internal trainings helping in
reskilling and reduced
external training
Increased deploy ability
due to cross skilling and
reskilling
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Benefits Realization – Knowledge Sharing
Transforming to Learning Organization
Quarter Number of Knowledge Sharing
Sessions
Number of
Attendees
Quarter1 0
Quarter2 0
Introduction of Good Practice
Quarter3 2 69
Quarter4 3 93
Knowledge sharing sessions providing better solutions to the customer to
meet their business needs.
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Benefits Realization – Others
Transforming to Learning Organization
Better Connect between DM and Developees
A better and closed knit community with an active community
forum.
No major investment for this model.
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Best Practice - Acknowledgement
Transforming to Learning Organization
23. 23Transforming to Learning Organization
Need and the Background
Key Issues & Challenges
Solution Approach & Best Practices
Benefit Realization
Key Learning and Adaptation to other entities
Conclusion
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Current Process
Manual tracking of
contribution to capability
Automated Process
Automate DM Dashboard
through IT systems
Learning and Improvements
Transforming to Learning Organization
Automation
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Applicability to other entities
Level of
Applicability
• Applicable at all
levels of an IT
Organization.
Industry
Applicability
• Applicable to any
industry, beyond
IT industry
Transforming to Learning Organization
This model and approach of transforming a capability based
organization and converting bench threat into opportunity can be
leveraged by other IT organizations to ensure effective bench utilization
and making it more productive.
26. 26Transforming to Learning Organization
Need and the Background
Key Issues & Challenges
Solution Approach & Best Practices
Benefit Realization
Key Learning and Adaptation to other entities
Conclusion
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Conclusion
Transforming to Learning Organization
These learning and the best practices can be adapted to
other Projects, organizations and industries.
Best practice has helped in converting bench threat into opportunity of
creating a learning organization.
Talent building, reusable sharing, white paper publishing, training, coaching
and mentoring
Increased productivity, Better deployability, Value creation to customer
Increased passion, Better employee satisfaction and Higher motivation.
28. 28Transforming to Learning Organization
Special thanks to Dr. Subhash Chandra Rastogi, M.Tech, PMP, PMI-ACP, Ph.D
for his valuable and constructive suggestions to prepare this white paper.
Vineet Jain is a seasoned program and project management professional
with extensive experience in IT and ERP Implementation. Currently Delivery
Head of Oracle eBusiness Practice for US
Graduation in Engineering
Masters in Software Systems from BITS, Pilani
Executive Program in Business Management from IIM Calcutta
Has program-managed implementation of large transformational ERP
projects across North America, Europe and APAC for global companies.
Presented multiple white papers in various internal forums and external
conference, the recent one being the PMI Global Conference at Vancouver,
Canada
About the Author
PMI Global Conference
at Vancouver, Canada
30. 30
Glossary
Transforming to Learning Organization
IT Information Technology
LoB Line of Business
KRA Key Result Area
CL Capability Leader
DM Development Manager
eDelta Centralized Delivery Portal
BU Business Unit
SDU Strategic Delivery Unit
DU Delivery Unit
CCI Capability Contribution Index
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Focus Areas for Capability Contribution
Category Capability Contribution
Reusables and Solutions Reusable Components in eDelta (Centralized Portal)
Reusables and Solutions Utilisation of Reusable Component/ Accelerator
White Papers White Papers in eDelta
White Papers
White papers in external forums (Oracle Open World,
Oracle Open Users Group, PMI etc.)
Team Connect and Mentoring Developee Connect and Mentoring
Knowledge Sharing / Community Participation Knowledge Sharing Sessions
Knowledge Sharing / Community Participation
Solving any query raised by the members of Technical
community
Training Contribution towards Training – Attended
Training Contribution towards Training – Provided
Interview and Referrals Participation in Interview Process
Interview and Referrals Number of referrals (joining as employee)
Others Any other commendable activities towards Capability
Transforming to Learning Organization
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Monthly DM Dashboard Tracker
• Monthly Tracker template for monitoring the Development Manager
and their team of developees, contributing towards transformation
Transforming to Learning Organization
Notas del editor
Capability Driven Organization is a matrix organization. Every consultant belongs to a project (which change over time) and a core capability (which remains constant)Capability Definition: The capability is the core skill set of the individual. (Technical, Supply Chain, Human Capital Management etc)
Capability Structure consist of a capability leader, a set of Development Managers (DMs) who are the mentor for all the consultants under them
The capability acts as the “Mother Ship”. Every consultant, on completion of the current project comes back into the capability. Each consultant’s KRA includes contribution towards capability building such as reusable components, white papers, conducting training & getting trained, knowledge sharing etc.The Capability in turn takes care of consultants development needs, career aspirations, appraisals and “right” project assignationsKey aspect of a capability based model is to ensure continuous capability maturity through contribution from its members
Inadequate Focus: Capability members are either into projects or soon to get deployed, due to which their focus towards capability contribution, when they are on bench, takes a back seat. “Bench” becomes more of a threat resulting in multitude of issues.Low Motivation: No motivation factor for the capability members, leading to negligible contributionKnowledge Repository Building: No contribution towards building of knowledge repository in terms of reusable components or other artifacts
Reduced/Ineffective Training: Despite available of competent people, no internal training happens, resulting in expense for external trainingWherever training happened, it used to be ad-hoc, with poor participation of people for trainingReduced Connect: Minimal connect between Development Managers and Developees, resulting in incorrect project assignations, performance appraisal issues and eventually attrition.Ineffective utilization of Bench: The potential for maturing the organization by leveraging people on bench remains untapped
Creating a tower structured team, wherein each tower would be responsible to drive for the specific set of activities and clear KRAs for each tower leadsEach of these tower leads continues to work in project, but in parallel they keep a clear focus on their activities from a capability perspective and keep driving capability members.This brings a “PUSH” strategy in place, wherein the tower leads reach out to people and push them to contribute towards the capability
PULL based strategy was to ensure that people are “pulled” in contributing towards capability by ensuring proactive participation by capability members, either by contributing towards the capability or to enhance and enrich their skills by participating in various programs/sessionsAs a first step, a DM (Development Manager) Dashboard was created, indicating KRAs for each of the Development Managers and their performance against the sameCapability contribution was reflected using Capability Contribution Index (CCI)
Effective change management Critical aspect of transforming to a learning organizationChange management done right from ideation stage at the beginning to the launch stage and then as an ongoing induction processWebinars, awareness sessions, regular emails, frequent updates via newsletters and other Organization wide daily communications were done.DM dashboard became the single source of truth of contribution. The DMs became ambassador of this initiative and ensured maximum contribution to get healthy CCI ScorePublishing DM dashboard on a frequent basis, helped capability contribution in a more proactive manner.
BenefitPost launch of this initiative, the number of reusable components zoomed up in just two quarters.Positive Impact These reusable components help in improving the productivity and reducing timeline for development. Productivity improvement was close to 30% for the corresponding activity
BenefitAverage of two internal trainings/month with close to 75 trainees attending it. Positive Impact: These internal trainings help in reskilling the people increasing their deployability in projects. This has helped in reduced hiring on niche skills (such as OAF, Discoverer etc.).
BenefitA proactive approach towards knowledge sharing (Average of 2/Month).Consultants proactively reach out to capability for their contributionPositive Impact:Increased number of participation in knowledge sharing session (average of 2/Month) to share knowledge with the peers. This increased knowledge within project team, help them provide solutions to the customer to meet their business needs.
BenefitBetter Connect - Closer and deeper understanding of developees by the development managersPositive Impact Better deployment of consultants based on their strengths, career aspiration, and reskilling as appropriate. Employee motivation due to this is non-tangible, but it has been observed that this has increased productivity of the peopleBenefitA better and closed knit community with an active community forum. Positive ImpactOn an average, 5 queries/month have been resolved for the project, through the communityBenefitNo major investment for this model. All the development managers and developee are members of the project.Positive ImpactMaturing of the capability is ensured without any major investment from the organization. This also ensures that expertise and knowledge of people and the project is continuously captured and is available in the organization for future usage.
Level of ApplicabilityApplicable at all levels of an IT Organization. At a “Line of Business” Level, “Business Unit” Level or even at specific customer portfolios level. Industry ApplicabilityAdditionally, this can be looked at by any industry, beyond IT industry, with the essence on how bench/idle time can be tapped and converted to effective utilization to mature various competencies within an organization.
This best practice of a capability based organization with different development managers, different business and technology tracks, diverse in nature and geographically spread has helped in converting bench threat into opportunity of creating a learning organization. This also resulted in great amount of talent building, reusable sharing, white paper publishing, training, coaching and mentoring providing quantitative benefits to organization such as increased productivity, better deployability, value creation to customer and qualitative benefits such as increased passion, better employee satisfaction and higher motivation.These learning and the best practices can be adapted to other Projects, organizations and industries.