1
Transforming to Learning Organization:
Converting ‘Bench’ Threat into Great Opportunity
Vineet Jain, Deputy General Mana...
2Transforming to Learning Organization
Agenda
Need and the Background
Key Issues & Challenges
Solution Approach & Best Pra...
3Transforming to Learning Organization
Need and the Background
Key Issues & Challenges
Solution Approach & Best Practices
...
4
Need and the Background
Capability Driven Organization
Transforming to Learning Organization
5
Need and the Background
Capability Structure
Transforming to Learning Organization
6
The Need and the Background
“Mother Ship”
KRA: Reusable components, White papers,
Conducting training & Getting trained,...
7Transforming to Learning Organization
Need and the Background
Key Issues & Challenges
Solution Approach & Best Practices
...
8
Key Issues & Challenges
Inadequate focus
Low Motivation
Knowledge Repository Building
Transforming to Learning Organizat...
9
Key Issues & Challenges
Reduced/Ineffective Training
Reduced Connect
Ineffective utilization of Bench
Transforming to Le...
10Transforming to Learning Organization
Need and the Background
Key Issues & Challenges
Solution Approach & Best Practices...
11
Solution Approach & Best Practices
Step by step two thronged approach - Converting
“bench” threat into a great opportun...
12
PUSH Based Approach
Transforming to Learning Organization
13
PULL Based Approach
People feel “pulled” in contributing
towards capability
DM (Development Manager) for DM’s
KRA
Metri...
14
Development Manager (DM) Dashboard
Transforming to Learning Organization
Capability
Contribution
Index (CCI)
Capability...
15
Organization Change Management
Transforming to Learning Organization
Effective change management Critical aspect of tra...
16Transforming to Learning Organization
Need and the Background
Key Issues & Challenges
Solution Approach & Best Practices...
17
Benefits Realization
This good practice on transforming to learning organization
and converting bench threat into oppor...
18
Benefits Realization - Reusable Components
Transforming to Learning Organization
0
5
10
15
20
Qrtr1 Qrtr2 Qrtr3 Qrtr4
R...
19
Benefits Realization - Training
Transforming to Learning Organization
IntroductionofGood
Practice
0
1
2
3
4
Qrtr1 Qrtr2...
20
Benefits Realization – Knowledge Sharing
Transforming to Learning Organization
Quarter Number of Knowledge Sharing
Sess...
21
Benefits Realization – Others
Transforming to Learning Organization
Better Connect between DM and Developees
A better a...
22
Best Practice - Acknowledgement
Transforming to Learning Organization
23Transforming to Learning Organization
Need and the Background
Key Issues & Challenges
Solution Approach & Best Practices...
24
Current Process
Manual tracking of
contribution to capability
Automated Process
Automate DM Dashboard
through IT system...
25
Applicability to other entities
Level of
Applicability
• Applicable at all
levels of an IT
Organization.
Industry
Appli...
26Transforming to Learning Organization
Need and the Background
Key Issues & Challenges
Solution Approach & Best Practices...
27
Conclusion
Transforming to Learning Organization
These learning and the best practices can be adapted to
other Projects...
28Transforming to Learning Organization
Special thanks to Dr. Subhash Chandra Rastogi, M.Tech, PMP, PMI-ACP, Ph.D
for his ...
29Transforming to Learning Organization
Thank You !!!
30
Glossary
Transforming to Learning Organization
IT Information Technology
LoB Line of Business
KRA Key Result Area
CL Ca...
31
Focus Areas for Capability Contribution
Category Capability Contribution
Reusables and Solutions Reusable Components in...
32
Monthly DM Dashboard Tracker
• Monthly Tracker template for monitoring the Development Manager
and their team of develo...
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Day 2 1230 - 1315 - pearl 1 - vineet jain v1.1

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  • 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.
  • Day 2 1230 - 1315 - pearl 1 - vineet jain v1.1

    1. 1. 1 Transforming to Learning Organization: Converting ‘Bench’ Threat into Great Opportunity Vineet Jain, Deputy General Manager 28-Sep-13
    2. 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. 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. 4 Need and the Background Capability Driven Organization Transforming to Learning Organization
    5. 5. 5 Need and the Background Capability Structure Transforming to Learning Organization
    6. 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. 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. 8 Key Issues & Challenges Inadequate focus Low Motivation Knowledge Repository Building Transforming to Learning Organization
    9. 9. 9 Key Issues & Challenges Reduced/Ineffective Training Reduced Connect Ineffective utilization of Bench Transforming to Learning Organization
    10. 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. 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
    12. 12. 12 PUSH Based Approach Transforming to Learning Organization
    13. 13. 13 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. 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
    15. 15. 15 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 1 2 3 4 5
    16. 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. 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
    18. 18. 18 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.
    19. 19. 19 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
    20. 20. 20 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.
    21. 21. 21 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.
    22. 22. 22 Best Practice - Acknowledgement Transforming to Learning Organization
    23. 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
    24. 24. 24 Current Process Manual tracking of contribution to capability Automated Process Automate DM Dashboard through IT systems Learning and Improvements Transforming to Learning Organization Automation
    25. 25. 25 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. 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
    27. 27. 27 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. 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
    29. 29. 29Transforming to Learning Organization Thank You !!!
    30. 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
    31. 31. 31 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
    32. 32. 32 Monthly DM Dashboard Tracker • Monthly Tracker template for monitoring the Development Manager and their team of developees, contributing towards transformation Transforming to Learning Organization

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