Day 202-20-201230-20-201315-20-20pearl-201-20-20vineet-20jain-v1-131008015753-phpapp02
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Transcript of Day 202-20-201230-20-201315-20-20pearl-201-20-20vineet-20jain-v1-131008015753-phpapp02
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Transforming to Learning Organization:
Converting ‘Bench’ Threat into Great Opportunity
Vineet Jain, Deputy General Manager28-Sep-13
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
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
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
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
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Key Issues & Challenges
Inadequate focus
Low Motivation
Knowledge Repository Building
Transforming to Learning Organization
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Key Issues & Challenges
Reduced/Ineffective Training
Reduced Connect
Ineffective utilization of Bench
Transforming to Learning Organization
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
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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
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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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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
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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
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5
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Qrtr1 Qrtr2 Qrtr3 Qrtr4
Re
usa
ble
Co
mp
on
en
ts
Quarter
Reusable Components
Intr
od
uctio
n o
f G
oo
d P
ractice
Number of reusable components zoomed up in just two quarters.
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Benefits Realization - Training
Transforming to Learning OrganizationIn
tro
du
ctio
n o
f G
oo
d
Pra
ctice
0
1
2
3
4
Qrtr1 Qrtr2 Qrtr3 Qrtr4
Nu
mb
er
of
inte
rnal
Tra
inin
g
Quarter
Capability Based Internal Training
Intr
od
uctio
n o
f G
oo
d
Pra
ctice
0
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60
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100
Qrtr1 Qrtr2 Qrtr3 Qrtr4
Ave
rage
Tra
ine
es/
Mo
nth
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.
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.
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.
28Transforming to Learning Organization
Special thanks to Dr. Subhash Chandra Rastogi, M.Tech, PMP, PMI-ACP, Ph.Dfor 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
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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